Reference no: EM133620076
Case Study-
Sictec is a global technology company with a diverse workforce of over 10,000 employees worldwide. In recent years, the organisation has been facing several challenges related to employee relations, ethical practices, and reward issues.
John senior and his wife started up their organization from 1992, where they had only 10 employees, their organisation saw the profit rise, year on year, with the workforce in 2001 growing to 5000 employees in the UK alone.
John senior was incredibly careful with his investment and did not expand globally, purely because he was not to happy with travelling, he also liked to stay close to his businesses. When his son John Junior took over the organisation in 2005, John senior felt it could be time for him to retire, however, there were signs of profit slowing down and issues within the workforce started to surface.
Employees were reporting a significant communication breakdown between management and staff. Many felt disconnected from the company's mission and goals, leading to decreased engagement and motivation. Several departmental conflicts also arose due to differences in work styles, personalities, and job responsibilities. These conflicts were affecting teamwork and overall productivity.
However, John Junior was not phased, and he pressed on to expand globally and took the organisation to India and America. He saw a growth in profit of 30% from the year 2005-2010, the workforce grew to over 10,000 employees.
Although the profit was growing due to product expansion, unfortunately bigger cracks in the workforce were becoming evident. There were instances where employees were raising concerns about unethical practices within Sictec, the employees faced retaliation or were ignored, this has raised concerns about the company's commitment to ethical behaviour, some employees have faced ethical dilemmas related to project assignments that required them to compromise on ethical principles, leading to moral distress.
Employees have raised concerns about the fairness of the compensation structure, some perceived significant pay disparities between individuals in similar roles globally, leading to dissatisfaction. Employee recognition and rewards appear inconsistent across departments and teams high-performing employees in some areas receive minimal recognition, while underperforming employees in other areas receive rewards.
John knew he had to now take a hold now before his retention rate went higher than anticipated. The main issues came from the workforce in the UK, as the culture has not changed since 1992! He had to change the employees' attitudes and start to engage with them more.
Questions to be answered:
1. Identify the key issues in Sictec? What practises and strategies could be implemented to improve the relations between management and staff, and by whom?
2. Considering the issues that John Junior faces with the UK workforce. What is the ethical changes John Junior needs to make in Sictec, to ensure employees are not compromising their ethical principles. Apply theory/practice to your answer.
3. Recommend 3 practical suggestions for Reward packages, which can impact the current UK workforce positively? Apply theory/framework to your answer.
You will need to (in the context of the opportunities / constraints presented by the Case Study):
•Investigate a limited range of relevant literature around the HR issue.
•Evaluate literature to a basic level around current theories and practice of effective HRM and the basic strategies used to promote greater employee performance in organisations.