Riordan Benchmarking Benchmarking Case

Published: 2021-06-29 06:56:07
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Category: Business

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Running Head: RIORDAN BENCHMARKING





Riordan Benchmarking
Earl Burgess, Crystal Diaz, Mavis Echols, and Stephanie Figeroux
University of Phoenix
July 16, 2012
David Barlage






Riordan Benchmarking
Riordan Manufacturing has dealt with quite a few strategic alterations in its marketing and manufacturing departments. This has caused for a major decrease in retaining employees. Employee survey results show that the reason that there is a decrease in the holding of employees for the long term is because the benefits and compensation. Riordan Manufacturing's present rewards program is not grounded on performance; instead it focuses on aspects like the cost of living, seniority, the position regardless of current performance information and data, classifying a good amount of its employees as mid-tier workers. There is also a small portion of employees not doing well. Management is a bit concerned because morale and work ethics are decreasing, and want to take action. The organization needs to work on the current system while and remain aware that constructing and delivering a complete compensation program needs a compensation concept that forms measurable principles for employees to shadow and uses those standards to appraise employee performance and distribute rewards (Ulrich & Brockbank, 2005, p. 23). This paper will show how different organizations have dealt with similar situations as Riordan and what actions can help solve the problems.
Concepts
Successful organizations, businesses, or companies are continually developing plans to be better than the year before. Every business starts off small and develops into something bigger. Many businesses, organizations, or companies desire to go global or international. Globalization is the process of social, political, economic, cultural, and technological integration among countries around the world (Hodgetts, Luthans, & Doh, 2005). A successful business will focus on analyzing the effects of cultural dimension on management, examining challenges from cross border external environments, and identifying requirements for a successful management, when developing a successful business.
Analyzing the effects on management functions created by cultural dimension such as developing people skills and ultrafast track has a multicultural edge. Diversity is another advantage the United States has over other countries (Hodgetts, Luthans, & Doh, 2005). Diversity also includes understanding and accepting a multicultural group. A multicultural group is a group in which there are individuals from three, or more different ethnic backgrounds, such as three United States, three Germans, three Uruguayan, and three Chinese managers looking into mining operation in South Africa (Hodgetts, Luthans, & Doh, 2005).
Challenges can be overwhelming to company unaware of the laws, culture, and customs in that country. Examining additional challenges from cross border external environment such as globalization, and training staff will aid in overcoming some of the challenges for the business, organization, or company. Globalization is the production and distribution of products and services of a homogeneous type and quality on a worldwide basis (Hodgetts, Luthans, & Doh, 2005). Training is a process of altering employee behavior and attitudes in a way that increases the probability of goal attainment (Hodgetts, Luthans, &Doh, 2005). Training the local staff will educate them on the practices, procedures, ethics, and values of the company, organization, or business. During the training the company can also introduce cultural sensitivity training or team building. Team building is an extension of classic T-group and sensitivity training to enhance organizational effectiveness through cooperation and a team effort of key personnel (Hodgetts, Luthans, & Doh, 2005).

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