- Analysis of Strategy Adopted
As employees, we are entitled to opportunities to implement any change in the organisation even in various departments. Incentive is given for any improvement made as long as it achieves cost-effectiveness or quality improvement. Improvement can be in business processes or even it own job designs. Our job scope is not routine, we are expected to be independent and creative. As such, performances are not rated by routine job, but the additional tasks or innovations which we contribute. Arthur (1994) commented that commitment system creates more room to manoeuvre for employees in terms of participation in decision making, responsibility, personal development through training and high wages. This translates to job security as a result of for example higher financial rewards, better personal development and higher values of our contributions. This gives us a feeling that we are irreplaceable. The organisation also places significant emphasis on employee development and all external training are fully subsidized as long it adds value to an employee's contribution to the organisation.
As a manufacturing firm, there are plenty of new projects. Although engineers are the expertise, we still need employees from different function for advice. Such as finance personnel to forecast budget and quality personnel to ensure compliance of standards. Therefore, my organization encourages the concept of teamwork. Although our team member has different capabilities, yet we collaborate to perform and accomplish same tasks. There is no hierarchy among us and all of us are equally important to manage and achieve our team goals together.
The organization cannot afford to have fixed job definition for everyone due to the small size. Manpower resource is constrained therefore employees are required to be cross-trained and to perform multitasking. As a quality engineer, i may also be required to meet customers if sale personnel are tight. These allow me to be multitasked and diversify my skills and knowledge.
The organizational structure adopted flat structure. The decentralized organization allows decision-making and authority at lower levels of the organization. This enables us to efficiently respond to the changing competitive environment and be more flexible. With the currents flat structure, I can respond to customer immediately without going through the chain of command. This gives me greater responsibility and also opportunities to make decisions.
All employees are encouraged to attend and participate during the management meeting. Jermier & Berkes (1979) commented that employees who were allowed to participate in decision-making had higher levels of commitment to the organization. The minutes of meeting will release to everyone. The Intranet will also publish the latest company news. Individual could also post anonymous enquire. The information is free flow in my organisation; everyone has the most updated news. This greatly avoids any unnecessary rumour and gives staff assurance of their important in the organisation.
The management follow open door concept, any issue that unable resolve among our direct superiors we could seek for management feedback. Therefore the bonding between the employee and management are very strong. Every week, there is free lunch together with management. The lunch is not a political rather than relax, strictly no discussion of work.
During the crisis in 2009, most industries were cutting cost by retrenching and salary adjustment. There was widespread uncertainty and employees' morale was low around during the time. My organisation immediately gave speeches to the employee with assurances that no retrenchment would be made. Training was made available for all employees to upgrade their skill, such as technology skill upgrade and problem solving. There were salary deductions for management only.
The organisation motivates us by giving variable bonus rewards annually. We were given company shares, and the amount of shares is proportional to the organisation's profit and employee performance review. This bonus empowers employees with a sense of belonging and also builds loyalty. It also serves as a powerful motivational tool to induce greater performance and longer lasting pleasure
The HR works closely with the local union and the government body to ensure that it complies with the latest regulations. Recently the organisation was awarded “People Developer”. It is a certification for the business excellence niche standard for people. This clearly reflects the company heavily engaging people in the business of the organisation and challenging them to scale new heights for the organisation.
- Conclusion
Commitment oriented is important for both employees and management. Investments in employees shall have a positive financial consequence for the organisation. From my analysis, employee perception is the foundation of employee motivation, leading to higher organisational commitment. Enable employee participation results in employee trust in management and a good feeling of job security. These are crucial for the organization in a highly competitive market, since cost reduction is necessary, information sharing and a cross training are cost-effective.
References
Arthur, J.B. (1994) ‘Effects of Human Resource Systems on Manufacturing Performance and
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Jermier, J. & Berkes, L. (1979) ‘Leader behavior in a police command bureaucracy: A closer
look at the quasi-military model’. Administrative Science Quarterly, 24(1): 1-23.
McGregor, D. (1960) The Human Side of Enterprise. United State of America: McGraw-Hill.
Blake, R. & Mouton, J. (1964) The Managerial Grid: The Key to Leadership Excellence. United State of America: Publishing Co.
Ministry of Manpower (MOM) (2009) Singapore Yearbook of Manpower Statistics 2009 [Internet] Singapore, Ministry of Manpower Available from:
<http://www.mom.gov.sg/publish/etc/medialib/mom_library/mrsd/yb_2009.Par.32940.File.tmp/mrsd_2009Yearbook.pdf > [Accessed 2 May 2010]
Van Engen, M.L.(2001) Gender and Leadership: a Contextual Perspective, Tilburg University: Dissertation Social and Behavioral Sciences.
Walton, R.E. (1985) ‘From Control to Commitment in the Workplace’. Harvard Business Review, 63(2): 77-84.
Bibliography
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