Case Study: “Hershey’s Sweet Mission”
Recommend the redesign of Hershey’s performance management system to appeal to the diverse groups it employs.
To redesign Hershey’s performance management system, a special appeal needs to be made where the system is picked apart looking for areas that will offer immediate improvement and opportunities. Hershey should emphasize the importance of working together, encouraging employees to share new ideas amongst the tenured and newer employees. One way this can be done is through employee empowerment which “means giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service” (Noe, 2011). Every employee wants to feel like they are part of a bigger picture in regards to the amount of success their organization strives to achieve. Hershey can also embrace some of the effects the workforce has seen based on globalization and an influx of older adults looking for part-time jobs, a new career or even temporary work. For continued success, this company must literally find a place for everyone where Hershey’s needs are being met and their employees, young, old, tenured and new, are valued. Redesigning the performance management system will produce an end result that increases employee morale, makes room for individual as well as team recognition for exceeding organizational expectations. The HR team within Hershey will want to try a few things out before making any solid choices on how to implement these changes. Getting feedback from employees or even conducting small meetings to discuss a new program, will prove to be a useful tool as well has keep employees thoughts present during the change.
If you were a Hershey’s employee, analyze how you would interpret the values that Hershey embraces in relation to your role.
As a Hershey employee for many years now, I have a special affinity to this organization. Their continued presence in my community deserves much applause. The plant that I work for
To redesign Hershey’s performance management system, a special appeal needs to be made where the system is picked apart looking for areas that will offer immediate improvement and opportunities. Hershey should emphasize the importance of working together, encouraging employees to share new ideas amongst the tenured and newer employees. One way this can be done is through employee empowerment which “means giving employees responsibility and authority to make decisions regarding all aspects of product development or customer service” (Noe, 2011). Every employee wants to feel like they are part of a bigger picture in regards to the amount of success their organization strives to achieve. Hershey can also embrace some of the effects the workforce has seen based on globalization and an influx of older adults looking for part-time jobs, a new career or even temporary work. For continued success, this company must literally find a place for everyone where Hershey’s needs are being met and their employees, young, old, tenured and new, are valued. Redesigning the performance management system will produce an end result that increases employee morale, makes room for individual as well as team recognition for exceeding organizational expectations. The HR team within Hershey will want to try a few things out before making any solid choices on how to implement these changes. Getting feedback from employees or even conducting small meetings to discuss a new program, will prove to be a useful tool as well has keep employees thoughts present during the change.
If you were a Hershey’s employee, analyze how you would interpret the values that Hershey embraces in relation to your role.
As a Hershey employee for many years now, I have a special affinity to this organization. Their continued presence in my community deserves much applause. The plant that I work for
Bibliography: Intelligencer, P. (2012, September 26). "EDITORIAL: Hershey Plant: How Sweet It Is.". McClatchy - Tribune Business News. Noe, R. A. (2011). Fundamentals of human resource management (4th ed.). New York, NY: McGraw-Hill. Thurston, P. W., D 'Abate, C. P., & Eddy, E. R. (2012, july). Mentoring as an HRD Approach: Effects on Employee Attitudes and Contributions Independent of Core Self-Evaluation. Human Resource Development Quarterly, pp. v23(139-165).