Who can do this Case Study Assignment? MGMT495 "Solution Identification"

Management problem

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The management problem is job security stress on performance. The performance of an organization may be affected by job security stress. Some of the employees have already lost their jobs and hence this causes stress to the remaining employees. Basically, this is a problem that is not easily identifiable. However, it can only be identified based on the production of the employees and the quality of products or services produced. This root of this problem may be attributed to the fact that the manager was forced to take some actions such as firing a number of employees who are underperforming. Due to this, the employees were negatively impacted and this impacted the overall performance of the organization.

The desired performance is producing high-quality products for clients. However, the current performance does not reflect the desired performance. However, due to the employee's situation, the performance of the organization is not as desired. Due to the sacking of some of the employees, the employees were more concerned with ways that they could use to keep their jobs rather than working on better production. This impacts the current performance of the organization negatively.

The mission statement is involved with innovation and consistent production of high-quality products that exceed the expectations of the clients. On the other hand, the desired performance is maintaining high-quality products for clients. Therefore, the desired performance and the mission statement correlate as they both advocate for the provision of high-quality products for the customers.

The problem of job security stress on performance is organization-wide. Employees are mostly affected by the problem. This is because some of their colleagues were sacked from their jobs. Due to this, employees concentrate more on how to keep their job rather than working towards achieving the mission statement. On the other hand, the manager is also facing the problem as stakeholders exert pressure on the manager if there is a small shift in the production and profitability of the organization. However, such actions impact the overall performance and profitability of the company. Therefore, this problem directly impacts the organization negatively.

The organizational initiatives have greatly created the problem. The initiative of the manager to take actions such as firing employees who are underperforming created this problem. This has created uncertainties among employees. Due to this, they may not be able to produce the desired performance since they are more involved in developing ways that will help them keep their jobs. Lack of communication during the implementation of change is also attributed to the problem. Managers should communicate such changes to employees.

The job relates to the individual performance issues which affect the overall performance of the organization. Due to the sacking of employees, the remaining employees are more concerned with keeping their job. The managers also set deadlines that should be met. Due to this, employees only work so as to meet the strict deadlines but not to provide high-quality products for the customers.

Training is adequate as it will support the desired outcome. The goal of the organization is to provide high-quality products. Therefore, through training, employees will be taught of ways of providing high-quality products rather than just meeting deadlines. It will also strengthen the skills that each employee needs to improve.

The issue is related to job design. Job design helps in improving and motivates employees. Job design also helps in identifying specific activities required to do the job. It is evident that the organization did not consider job design and this can be attributed to the problem.

Some of the ways of measuring performance include; performing a 360-degree evaluation, conducting a performance measurement and ensuring work quality (Houldsworth, & Jirasinghe, 2006). However, the performance criteria for the organization are not appropriate as it is attributed to the ability of employees to meet deadlines.

References

Houldsworth, E. & Jirasinghe, D. (2006). Managing & measuring employee performance. London Philadelphia: Kogan Page.

Smallwood, C. & Wade, L. (2013). Job stress and the librarian : coping strategies from the professionals. Jefferson, North Carolina London: McFarland & Company, Inc., Publishers.