Riordan Manufacturing
Running head: GAP ANALYSIS: RIORDAN MANUFACTURING
Gap Analysis: Riordan Manufacturing
University of Phoenix
Gap Analysis: Riordan Manufacturing
Most managers often struggle when it comes to compensating employees. A firm should align its HRM practices with its business strategy by rewarding key employee’s behaviors. (Dreher, Dougherty 2001 P.1). Riordan a global plastics producer, recently made several strategic changes in the way it manufactures and markets its products. Declining sales and uneven profits over the past two years not only forced the company to change its sales processes, but prompted them to adopt a customer-relationship management (CRM). This concept allows the customers to be serviced primarily by sales teams rather than single salespeople.
The teams consist of a sales person, product engineering specialist and customer service representatives. This strategy gave an expectation that the team approach will improve sales. This Riordan Manufacturing gap analysis will discuss several topics. The first section is the situation analysis, which discusses the issue and opportunity identification. The second section discusses stakeholder perspectives and ethical dilemmas.
The end-state vision that is specific, measurable, attainable, realistic, and timely will be elaborated in the third section. In the fourth section of the paper, it will discuss the gap facing Riordan Manufacturing, which is the statement that identifies the gap between the current situation and the end-state vision. Most managers understand that pay can be a powerful tool for enhancing employee motivation. To put it more precisely, pay and other rewards can stimulate employee effort toward reaching key goals—such as high performance (Dreher, Dougherty 2001 P.34). In the final section of this paper it will conclude that managers has a responsibility to compensate their employees appropriately in order to achieve the...
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