The following report is a comparison and analysis of Foy and Pirelli’s old and new management. The case talks about an employee Ashley who was dissatisfied with her job as she was not even enough responsibility and thus, couldn’t work to her full potential. But after her new boss Mike took over there was a cultural revolution in the company. The issues related to the case are further analyzed using the concepts of Human Resource Management such as Job Design, Human Resource Planning, Job Characteristic Model, Job Analysis etc.
The Job Design played a major role in Ashley’s new perception of the job. Jobs under the new management went through the process of Job Enrichment and a further comparison on how the jobs were affected under the new management. The comparison was made against the decision making. Responsibility and task related to the jobs in Foy and Pirelli. The second concept analyzed in the case was the job charactertics model to understand the motivators and demotivators of the old and new management. After a thorough analysis of the five core job dimensions, critical psychological stage and personal and work outcomes it can be said that in Ashleys new job, she was motivated to work to her full potential as compared to her old job. The third concept basically addressed the issue of weak HR planning in the old management which has major setbacks to the organization. The issue of concern was also the fact that employees under the old management were not properly compensated for the work they did and there was a lack of performance appraisals. However, under the new management, this issue was dealt with effectively and efficiently. Issues such as discrimination and underpaid employees were also put under the scope. The fourth issue depicts whether Ashley’s new perception of the job is a result of management manipulation, however this argument was countered through a series of in depth analysis using the human resource management process. The changes that Mike brought allowed Ashley to revive the passion she initially had with her job. Also, an assessment is made comparing the approach of job analysis that the old management used – task oriented – to the approach that the new management currently uses – behavioral approach- which reflects the improvement of the working environment that Ashley and her other employees can gain satisfaction from. Thus proving that this is purely a management solution and not manipulation. In conclusion, after conducting these analyses it can be recommended that the cultural revolution was necessary and that Mike can further use management strategies like competency profiling, performance appraisal systems, equal employment opportunities, etc.
Table of Contents
2.0- What changes in the job design have contributed to Ashley’s new perception of her job at Foy and Pirelli?
4 3.0- Using the job characteristics model, identify and discuss the motivators and demotivators present in Ashley’s “old” and “new” job.
5 4.0- Would you prefer to work at the ‘old’ or the ‘new’ Foy and Pirelli
6 5.0- Do you think Ashley’s new ‘love for work’ is the product of cunning management manipulation? Why or why not?
7 6.0- Recommendations
Motivation or manipulation plays an important role in an employee’s output. The case study talks about Ashley, who took up a job as a management trainee with Foy and Pirelli in Melbourne, which tuned out to be a disaster. They hired unwanted trainees every year regardless of whether they were needed or not. As a result, there was insufficient work and Ashley was not repositioned cover one of the financial advisors. Tom, Ashley’s manager, expected her to just observe the advisor. If she wanted to make any contribution, she had to go by the books and constantly consult her...
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