The Value of the Employees Work Contribution - Research Proposal Example

Topic: Management and Decision Making Report Problem ment: Employers would like to improve the value of their employees’ work contribution. Introduction: Management is concerned with direction and control over various activities and the attainment of objectives laid by the administration. In an organization, there is a group of individuals who manages its affairs for achieving different goals and aims. In the process, of management, which includes identification and solving of all problems concerning a particular organization, one has to take care of dealing with the problem at hand. “In any organization employees have an emotional relationship with the organization. And they look up to the company for, when they face difficulties in private life or in the organization itself” (Tayeb, 2005, P.166). The managers should concentrate on providing better working conditions for the employees so as to take them on the path, which will lead them to maximum utilization of their working potential. There are many problems faced by the organization, which have their origin from internal as well as external factors. Such problems may be related to organizational structure, procedure, coordination, division of work and responsibility, deviation of quality standard, reduction in output etc. These problems can be solved by making appropriate and befitting decisions. “Problem identification and the assessment are the first two components of problem solving model” (Hardina, D., 2002, P.111). There are many problem solving techniques and Checkland Soft Systems Methodology mainly concentrated here. SSM has evolved to tackle situations where there are a number of complex problems, which need to be solved in order to attain success at the global level. “SSM rests on the assumption that the resolution of complex problems relies mainly on the innate subjective views of the participants in the situation” (Beckford, 2004, P. 290) Literature review: There are different ways of identifying problems and solving them in an effective manner. David E. Mc’Nabb, in his book, ‘Research Methods in Public Administration and Nonprofits Management,’ said that there are mainly three methods of problem solving: quantitative, qualitative and combined technique. The first one mainly includes a positive approach, which mainly strives for objectivity, rather than characteristics of the research approach. Here only knowledge that can be observed and measured is obtained through various research instruments like questionnaires or surveys, and information devoid of such characteristics is neglected. The idea or phenomenon, which can be studied as a logical extension of it is neglected. They believe that the goal of science, whether it be social or natural, is to describe everything that can be experienced. Their aim is to provide explanation leading to control and predictability. Qualitative methods are subjective; it focuses on the logical explanation of the data collected. In this process, investigations are carried out in depth about a topic to understand the human behaviour and the reason behind the action. These methods include personal interview, group or random group interview, projective techniques, participant observation, ethnography, case studies, photography and storytelling. It includes subjective, interpretive, hermeneutic, and introspective and post modern analysis of data collected, even if they are measurements. Third one includes the combination of quantitative and qualitative approaches. “But the important realization is that despite of the differences in the propositions and assumptions that underlie quantitative versus a quantitative approach or views of the nature of the organizations, in reality the approach applied will be directed by the research goal and objective” (Du Plooy, 2004, P. 37). The author also talks about the future needs as well as the advantages and disadvantages concerning these methods. According to him, there should be an advanced method for evaluating and finding out the solution for various problems simultaneously, so that employees are served better and their potential is increased. For this the 7 stage check land Soft System Methodology is mainly advised. “It is a hard engineering approach to tackle problematic issues in the social world” (Flood & Romm, 1996, P. 188). This system consists of various steps in identifying and solving the problem in an advanced manner. It mainly focuses on understating the problem, finding an appropriate problem technique, developing the model and finally executing the technique in well-planned manner. Methodology: The problem statement under study is “Employers would like to improve the value of their employees’ work contribution,” and this report is directed to the line manager. “Soft systems methodology (SSM) was developed by Peter Check land and his colleagues at Lancaster University in the 1970s. It is designed to shape interventions in the problematic situations encountered in management, organisational and policy contexts, where there are often no straightforward ‘problems’ or easy ‘solutions’” (Lester, 2008). SSM emphasizes that various individuals will have different preferable outcomes and perceptions of a given situation. It recognizes these differences and openly puts in effort to take these into account from the outset to make certain that the outcomes of the analysis are satisfactory to all parties concerned. Here, SSM is used as a tool for analysing the management and decision making reports and the fact is that employers would like to improve the value of their employees’ work contribution. This methodology proves to be helpful and significant, particularly when participation and buy –in of all possible consumers is desirable. SSM is a 7 stage method in which users, designers and analysts incrementally define the problem, evaluate, generate and choose an acceptable solution. Following the Pictorial representation of SSM: (Soft system methodology, 2011). SSM is described as 7 stages: 1. Entering the problem situation: The first stage provides the recognition and symbol of the problem condition in terms of a “rich picture”. This is usually finished by those involved in or influenced by the problems coming to a broad agreement about the condition that needs concentration. The recognition of the problem condition may come from various sources including employees, managers, or users. Employers would like to improve the value of their employees’ work contribution. This stage is to recognize exactly what it is the employees would do. An employee’s objective is recognizing and selecting a particular problem and solving it as a team with other employees to promote development of the organization. 2. Expressing the problem situation: The second part deals with expanding the ‘rich picture’. The aim, here, is to make up a detailed representation of the condition in which interference is desired. Part of this will require information and views regarding the problems that have recommended interference, but the ‘rich picture’ should be much wider than this and must not fail to explain the overall condition. A variety of processes can be used to assemble information, ranging from official research method to serendipitous and unstructured approaches. The main feature of the ‘rich picture’ is that it draws together perspectives and information from the widest probable range of sources. This stage involves considering the current circumstance for process improvement and development of problem solving techniques. 3. Formulating root definitions of relevant systems: This stage moves out of the “real” world and into the world of methods. It refines and completes the recognition of all elements concerned with the problems. The root definition is expressed as an alteration process that takes some input, transforms or changes the entity, and makes a new form of the object as an output. “This model will be conceptual in that the problem solvers must strive to make it a purely logical representation of the activities which would necessarily have to happen in the system described by the root definition” (Wearmouth, et al, 2002, P. 146). 4. Conceptual models: The conceptual model identifies what the system needs to accomplish. It identifies the activities taking place in the systems and their interactions with various elements. These activities, typically expressed using verbs, describe what has to happen for the system to meet the goals and aims defined in the root definition. The models for many management and decision making systems are largely in the form of systems themselves. 5. Comparing the models with the real world: Comparison of the conceptual model with the real world is accepted by evaluating each of the second resolution actions in the model with the real world problem situation. 6. Defining changes that are feasible and desirable: “If it would, it needs to be investigated and there needs to be debate as to whether the changes proposed, resulting from implementation of the scenario, are both desirable and feasible. What is desirable and what is feasible might clash as a result of system objectives, possibilities and constraints Defining changes that are feasible and desirable help to recognize what is feasible and is desirable in the management and decision making system. And it focuses on improving the employees’ work contribution” (Stephens & Hess, 1999). 7. Taking action to improve the real world situation: “The implementation of the system and associated changes will result in a modification of the problem situation. This new situation may lead to a new cycle of the methodology” (Presley, n.d). For the management and decision making system, this is the functioning of the system, and connected changes will result in an alteration of the current situation. These circumstances may direct to a new cycle of the methodology. Data analysis: The problem statement under analysis is “Employers would like to improve the value of their employees’ work contribution,” and this report is directed towards the line manager. The analysis of this problem is done by using the 7 stage Check land Soft Systems Methodology (SSM). The first step is to gather information through observations and interviews. Data findings of the first step revealed that employers face the problem of measuring an employee’s contribution in the workplace and that they would like their employees to contribute more in order to increase the organization’s turnover. This case is with respect to all organizations. “The deliverables, from management of employee contribution, are increased employee commitment and competence” (Ulrich, 1997, P. 29). Based on their experience and knowledge, a number of 50 employers, most of them needed advice on improving the value of their employees’ work contribution. While 25% of the employers reported that they were not satisfied with their employees in terms of failing to meet deadlines of projects, 50% of the participants said they needed improvements regarding the quality of work done by the employees. The rest 25% reported that employees are not effectively participating in team works, which is very essential for the successful completion of big projects. The interview process was smooth and both male as well as female employers had participated. 30% of the employers said they would like to solve these problems by incorporating efficient human resource development practices in their organization. 35% of the employers had a perspective that efficient training would improve the work contribution of employees. 20% of the employers said they felt that motivating the employees could increase their work potential. While 15% firmly believed that the first step needed was the segregation of employees according to their work contribution and then either allotting pay cuts till their work contribution increases or denying them promotions or other incentives. “SSM rests on the assumption that the resolution of complex problems (of which achieving quality may be considered one) relies on the innate subjective view of the participants in the situation” (Beckford, 2004, P.290). (Image, n.d). Some pictorial representations which can improve the work contribution by employees: “The Soft systems methodology is described as a seven stage process of analysis which uses the concept of a human activity as a means of getting from finding out about the situation to taking action to improve the situation” (Camarinha-Matos & Afsarmanesh, 2008, P. 169). The CATWOE (Clients, Actors, Transformations, Worldview, Owners and Environment) needs to improve the current situation. CATWOE list: Employers would like to improve the value of their employees’ work contribution. Clients - The employers and the organization are the direct customers who will benefit. Actors- Employees, HRD managers, trainers, motivators and project evaluators. Transformation – Transformation is to increase the work contribution of the employees. Worldview – The entire corporate world would be benefited from such a situation. Owners – The organization. Environment – Environment that is highly influential is the laws of corporate governance, the human resource development rules and regulations, the internal as well as external HRD practices. In the CATWOE list, clients come first, though transformation is what needs to be the main priority because the whole aim of the business lies in the transformation point, which can help in the classification of all the rest. The main clients are the employers of the organization who need a solution to increase the productivity of their employees. The increase in productivity of employees increases the work contribution of the employees. Even though the employers are the direct clients, the organization is the chief client. The actors are the employees who need improvement. The human resource development managers, trainers and motivators are also actors who play an important role in increasing the contribution from the part of employees. It is hoped that the findings will provide a boost in the methods to increase the work contribution by employees. The owner is the organization, while the environment concerns the corporate laws and policies, which require the employees also to perform effectively in their jobs to increase their work contribution. The steps that are taken to increase the contribution of employees in the organization also come under the environmental head. The first step in the process of increasing the work contribution is to analyze the factors, which prevent employees from putting 100% efficiency in their work. A full-fledged research is needed to discover the causes and then devise the appropriate solutions to the problem. The seven stage Check land model is useful because it caters to the real world application. Recommendations: The recommendations suggested for employers to improve the value of their employees’ work contribution are as follows: Incorporating fairness in rewards and job conditions in the organization, which appeal to the employee. Behaving to them in a fair and caring attitude with respect to rewards and job conditions, which when made known to them will act as a boost to improve their work contribution. “When employees feel over paid or underpaid for their work, it affects motivation. Employee who is underpaid will respond in a variety of ways such as decrease their efforts to match the low pay, ask for a raise, try to change the contributions or rewards garnered by other individuals, or search for another job” (Folsom & Boulware, 2004, P. 156). 1. Incorporating new training measures, which can increase the work contribution of employees so that employees learn the job better. On job as well as off job training can improve their work contribution. 2. Motivation by superiors can make the employees to contribute more. Excellent leadership is an essential component to improve work contribution. Good superiors can motivate employees to increase their work contribution. 3. Efficient human resource development policies and practices help in increased employee satisfaction, which maximizes the productivity offered by employees. Staff meetings strengthens the employee bonds with each other employees and employers as they can understand their grievances and, therefore, employers can state what is expected from them. 4. Enforcing strict regulations with respect to job: strict action against absenteeism without prior permission, being late to work and other short comings from the side of the employees should be regularly monitored as well as evaluated, and punishments should be given such as suspension of employees for a specific period etc so that employees understand the rules and the consequences of breaking them. Conclusion: The problem statement under analysis is “Employers would like to improve the value of their employees’ work contribution” and this report is directed towards the line manager. The analysis of this problem is done by using the 7 stage Check land Soft Systems Methodology (SSM). The 7 stage Check land Soft Systems Methodology has been used in the process. The methods that prove to helpful to employers who want to increase employees’ work contribution are also stated here. Finally, solutions and recommendations for the employers regarding the issue have also been brought to light for a better analysis of the problem and immediate riddance of it. Reference List Beckford, J., 2004. Quality: A Critical Introduction. [Online] Routledge, P. 290 Available at: http://books.google.co.in/books?id=iXr10VxxJ9QC&pg=PA290&dq=7+stage+Checkland+Soft+Systems&hl=en#v=onepage&q&f=false [Accessed 5 May 2011]. Camarinha-Matos, L. & Afsarmanesh, A., 2008. Collaborative Networks: Reference Modeling. [Online] Springer, P.290 Available at: http://books.google.co.in/books?id=pkkPSQL9UlIC&pg=PA169&dq=7+stage+Checklands+Soft+Systems&hl=en#v=onepage&q=7%20stage%20Checklands%20Soft%20Systems&f=false [Accessed 5 May 2011]. Du Plooy, GM., 2004. Communication Research: Techniques, Methods and Applications. [Online] Juta and Company Ltd, P.37Available at: http://books.google.co.in/books?id=yaw4wSWWSJ0C&pg=PA37&dq=quantitative+and+qualitative+problem+solving+techniques+in+an+organisation&hl=en&ei=yGzBTZiTB87rrQeFuNXtBw&sa=X&oi=book_result&ct=result&resnum=4&ved=0CEwQ6AEwAw#v=onepage&q&f=false [Accessed 5 May 2011]. Flood, RL. & Romm, NRA., 1996. Critical systems thinking: current research and practice. [Online] Springer, P. 188 Available at: http://books.google.co.in/books?id=f-Mi8sHCoe0C&pg=PA188&dq=Checkland%27s+Soft+Systems+Methodology+%28SSM%29&hl=en&ei=aGnBTZLFHMirrAen3d3jAw&sa=X&oi=book_result&ct=result&resnum=10&ved=0CGcQ6AEwCQ#v=onepage&q=Checkland%27s%20Soft%20Systems%20Methodology%20%28SSM%29&f=false [Accessed 5 May 2011]. Folsom, WD. & Boulware, R., 2004. Encyclopedia of American business. [Online] Infobase Publishing, P. 156 Available at: http://books.google.co.in/books?id=NFFwNe11DgAC&pg=PA156&dq=Employers+can+improve+the+value+of+their+employees+work+contribution&hl=en#v=onepage&q&f=false [Accessed 5 May 2011]. Hardina, D., 2002. Analytical skills for community organization practice. [Online] Columbia University Press, P. 111 Available at: http://books.google.co.in/books?id=GMhNQS8PLCAC&pg=PA111&dq=quantitative+and+qualitative+problem+solving+techniques+in+an+organisation&hl=en&ei=yGzBTZiTB87rrQeFuNXtBw&sa=X&oi=book_result&ct=result&resnum=9&ved=0CGUQ6AEwCA#v=onepage&q&f=false [Accessed 5 May 2011]. Lester, S., 2008. Soft system methodology. [Online] googleusercontent. Available at: http://webcache.googleusercontent.com/search?q=cache:2zeOZAHd5ZYJ:www.sld.demon.co.uk/ssm.pdf+project+report+on+7+stage+Checkland+Soft+Systems+Methodology+(SSM).&hl=en&gl=in [Accessed 5 May 2011]. Presley, A., n.d. Evaluating ERP Impact through Soft Systems Methodology. [Online] Truman State University. Available at: http://webcache.googleusercontent.com/search?q=cache:NHaOmITLgiUJ:citeseerx.ist.psu.edu/viewdoc/download?doi%3D10.1.1.19.5507%26rep%3Drep1%26type%3Dpdf+sample+of+project+report+of+7+stages+of+ssm&hl=en&gl=in [Accessed 5 May 2011]. Stephens. & Hess., 1999. Chapter 2. Defining the problem and seeking solutions. [Online] FAO. Available at: http://www.fao.org/DOCREP/005/Y4263E/y4263e05.htm [Accessed 5 May 2011]. Soft system methodology, 2011. [Online] muyyaQTM. Available at: http://www.halfgeek.co.cc/2011/03/soft-system-methodology-introduction.html#axzz1LRDLHjYj [Accessed 5 May 2011]. Tayeb, MH., 2005. International human resource management: a multinational company perspective. [Online] Oxford University Press, P. 166 Available at: http://books.google.co.in/books?id=HzD3wi39ytQC&pg=PA166&dq=various+problems+associated+with+an+organisation+in+terms+of+employees&hl=en&ei=t4DBTcSoM4TQrQfHsJTeAw&sa=X&oi=book_result&ct=result&resnum=1&ved=0CDEQ6AEwAA#v=onepage&q=various%20problems%20associated%20with%20an%20organisation%20in%20terms%20of%20employees&f=false [Accessed 5 May 2011]. Ulrich, D., 1997. Human resource champions: the next agenda for adding value and delivering results. [Online] Harvard Business Press, P.29 Available at: http://books.google.co.in/books?id=qTxz6I7tNSEC&pg=PA29&lpg=PA29&dq=how+can++the+work+contribution+of+employees+be+increased&source=bl&ots=NnYr_eDrff&sig=BahlTvmRa1FrNEnwHNq_2h7BbjA&hl=en#v=onepage&q=how%20can%20%20the%20work%20contribution%20of%20employees%20be%20increased&f=false [Accessed 5 May 2011]. Wearmouth, J. et al., 2002. Addressing difficulties in literacy development: responses at family, school, pupil, and teacher levels. [Online] Routledge, P. 146 Available at: http://books.google.co.in/books?id=RuId2fPW7TsC&pg=PA146&dq=4.%09Building+Conceptual+Models+of+Human+Activity+Systems&hl=en&ei=8c7BTe6rCIOivgPeteS3BA&sa=X&oi=book_result&ct=result&resnum=6&ved=0CFUQ6AEwBQ# [Accessed 5 May 2011]. Read More