• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

Summarise the employee commitment issues in the Optical Fibres Case and develop proposals to deal with the three problems emerging in the case.

Extracts from this document...


Human Resource Management COURSEWORK 1 - Optical Fibres Case Assignment Summarise the employee commitment issues in the Optical Fibres Case and develop proposals to deal with the three problems emerging in the case. Overview of Employee Commitment Issues Employee commitment issues are those related to the psychological contract between the organisation and the employees. The psychological contract is 'an unwritten agreement between individuals and the organisation of which they are members.' (Schein, 1970) The overriding issue is the different perceptions the employer and employee have of the same events, actions or behaviour. There is an evident dichotomy between the perception Optical Fibres (OF) wishes its employees to have, and tries to generate, as part of its side of the psychological contract and the reality of its employees perceptions, I will illustrate this later. This is in part due to a failure of OF to update in a meaningful way its HRM policies and practices to deal with the evolved labour market, its business and the expectations of employees. What they did at the outset & what they are not doing now? The Optical Fibre business opened in North Wales in the late 1970's, the site developed was a Greenfield site so the joint venture injected much needed income and employment into the area. ...read more.


Additionally low level workers would benefit from the return of socialisation, camaraderie and group/team values. The issue of boredom for monotonous tasks is difficult to deal with; though introduction of the competitive element, structured training targets and 'soft benefits' may help. Soft benefits could replace the 'annual bonus,' with quality of work-life improvement schemes. The flat bonus could be replaced with; a workplace gym, cr�che, bar, restaurant/cafe etc, in lieu of annual bonus (�1,000 bonus * 350 = �350,000); though this on its own does not address the job security element of employee commitment. Temporary contracts, certainly for computer workers, normally require pay premiums. The trade-off on bringing these temporary contract employees onto permanent contracts would be their representation in the 'consultative system.' New employees are attracted through 'upper-quartile' salaries, the salary then starts to reduce relative to market rates as a mandatory bonus is paid and the Advisory Board fails to adjust salaries appropriately. An independent remuneration committee would ensure that the 50 'world standard' employees are retained, that their pay rises are not based solely on length of service and they do not become disillusioned. The company could reward these 'global employment market' workers with profit-related pay to encourage over-performance. ...read more.


Proposal Quality circles, self-managing teams, become value creators to retain staff. US Parent put pressure on them for Total Quality management/quality circles, they should implement these. The commitment scheme they think they are creating does not tally with the reality so they need to understand the reality. There are all manner of HR/OD strategy & tools to deploy at this stage; including those to improve communication & performance through Kaizen (employees put ideas forward). Conclusion The focus of the proposals is to generate greater employee commitment, by dealing with the three issues currently experienced with the psychological contract between OF and OF employees. The employee commitment issues in the Optical Fibres case that have been identified and addressed through my proposals include: * Job security & progressive, adaptive company approach to employees. * Quality of the supervisory relationship and company's leadership * Favourable developmental opportunities & training * Participation in goal setting & individual empowerment * Sufficiency of pay, benefits, rewards & promotional opportunities * Clearly stated guidelines defining appropriate work behaviour and job demands * Receipt of performance feedback & justice in performance-appraisal decisions * Supportive communications with immediate supervisors and upper management * Job quality - 'If you want people to do a good job, give them a good job to do.' * Evaluative and objective measures of performance. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our University Degree Human Resource Management section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related University Degree Human Resource Management essays

  1. Performance Appraisal case study

    This will be contingent on how well he performs his other job duties and how well he can explain himself and or improve his behavior. The policies regarding job hiring/promotion need to be clarified and adhered to. Performance Management needs to be addressed by implementing a proper appraisal system and by training all supervisory staff.

  2. Discuss issues regarding management, leadership and the theories they are related to.

    Organisation can be defined as systems of behaviour to enable humans and there machine to accomplish a joint function of human characteristics in the nature of the task in organisations like the NHS which put patient first and seek to integrate all aspects of care.

  1. Reward Management, Monitoring Performance and Exit Rights & Procedures

    of the "needs" approach in the 60's, these second generation studies showed an array of mixed results. There were job enrichment programmes which had resulted in most of the staff leaving; human relations programmes which had reduced conflict but at the expense of causing output to fall; and companies which

  2. Effective employee management is the key to having favorable employee relations, which in turn ...

    The article 'Seven Ways to Beat the Blues' describes seven ways that can be incorporated as part of a philosophy of the department/division or it can be part of an on-going counseling program. The guidelines listed below are generic in nature and apply to all employees across the board. 1.

  1. Context of Employee Relations and Industrial Conflict

    Raise new demands on behalf of its members * Help settle their grievances [3] "A TU is an organised association of employees who consist wholly or mainly of workers of one or more description and whose principle purposes include regulation of relations between workers and employers" The first definition gives

  2. Context of Employee Relations and Industrial Conflict

    * Notable outcomes: o Amalgamated Engineering Unions (AEU) 1920 o The Transport and General Workers Union (TGWU) 1922 o The General and Municipal Workers Union (GMWU) 1924 * 1926 mine owners once again demanded wage cuts. * 30th April 1926, new wage rates were imposed and the miners took to the streets.


    1.4 Methodology 1.4.1 The research paradigm adopted is interpretive. According to Saunders et al (2007) the interpretive paradigm is a philosophical position which is concerned with understanding the way we humans make sense of the world around us. The reasons for this approach are set out in detail in the methodology. 1.4.2 The research approach is inductive (or qualitative).

  2. Bebin team roles

    Teddy Bear Teddy bears value their relationship; however their goals are not a fundamental issue. Teddy bears wanted to be approved and accepted by others, they strongly believe that conflict should be prevented as it can damage relationships Fox Foxes are concerned with their own goals and their relationship with others.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work