Compasol Ltd. case study(Human Resources)

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Compasol Ltd. case study


Contents

1. Introduction                                                                     1-2

 

2. Analysis                                                                           2-7

2.1 Frederick Hertzberg’s motivation-hygiene theory                  2-3

2.2 The Bath model of people and performance                         3-7

3. Recommendations                                                           7-9

4. Conclusion                                                                       10

References                                                                        


1. Introduction

Company background

Compasol Ltd. is a financial software company. Its main business is to design and sell independent financial software. The financial software is devised by its boss, John Reed, at the beginning.

Initially he acted as an analyst and designer to develop his business by himself. With his company developing quickly, he employs over fifty programmers and designers, and twenty business consultants to develop his business.

Division of staff

Currently, the business is organised as follows:

The thirty junior programmers are responsible to senior programmers for some routine adjustments to the software sold to customers.

The ten senior programmers are responsible for some more complex tasks, as well as supervising the work of the junior programmers.

The designers are responsible for interpreting the specifications of the business consultants to produce customized versions of the software, as well as developing new product features.

The business consultants are responsible for diagnosing some specific needs for potential customers and clients, trouble-shooting any problems that might arise, as well as acting as instructors in the use of the new software. They are recruited from the ranks of the designers and generously paid.

The promotion from designer to consultant is done by John Reed himself and is based on his own personal preference. There is no formal appraisal system for any of his employees.

Affair

Many employees leave his company including some junior programmers, designers and consultants. The junior programmers leave for better pay and promotion prospects elsewhere. The designers leave for more senior positions elsewhere. The consultants leave for disgusting the selling of the product and the instruction role, because they have caused anxiety and stress to some employees.

Development

John has plans to develop a new product, CPIS (Computerised Personnel Information System). He thinks it will replace his existing software. However, he doubts whether the current feelings of his employees will help him to realise his product ambitions, and he is unsure what to do next.

2. Analysis

2.1 Frederick Herzberg’s motivation-hygiene theory

In Frederick Hertzberg’s motivation-hygiene theory (Herzberg, 1993), there are two kings factor affecting human’s motivations. The first key of factor is called hygiene factors: If absent, cause dissatisfaction. Hygiene factors involve the environment for example: noise, appearance, hostility and work space. These factors are related to job context, they are concerned with job environment and extrinsic to the job itself. The other one is called motivation factor. If present, serve to motivate the individual to superior effort and performance. Motivation factors include salary, bonuses, communication, and very clear goals. These factors are related to job content of the work itself. In Hertzberg’s view, if management is to provide positive motivation, then attention must be given not only to hygiene factors, but also to the motivation factors.

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According to the Frederick Hertzberg’s motivation-hygiene theory, in Compasol Ltd., employees are satisfied with the hygiene factors on the whole. The main reason why employees leave the company because they are not satisfied with some motivation factors.

There are some factors affecting employee’s attitude (see list below).

Figure1: Factors affecting employee’s attitude in the Compasol Ltd.

2.2 The Bath model of people and performance

Figure 2: The Bath model of people and performance

According to the Bath model of people and performance developed by Purcell (Armstrong, 2003, p.16), the analysis in Compasol Ltd. is listed below.

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