- What do you see as the macro problem(s) in this case?
Through reading the case study, it appears that Ryan’s position within the company has no definition; he is purely there to fill any gaps that may appear, which could be a major factor in the reasons behind his lack of feeling for his role.
Assuming he feels that the company doesn’t care about him, or his role, therefore he doesn’t care about the company, only the monetary benefits.
As discussed in previous weeks, Job Design provides a specification of the content of a job, the material and equipment required to do the job, and the relationship of the job to other jobs. (Stone, Page 171).
I feel that if Ryan was given some clear direction of his role, and ownership over a position, rather than ‘filling holes’ he might have a different attitude towards his employment.
- Is on-the-job training appropriate in these circumstances? Why? Why not?
Ultimately, there is nothing wrong with on-the-job training, so long as the training is conducted by a credible employee that has many years of experience in the position, or a training qualification.
When people are simply thrown into positions with the mentality of letting them sink or swim, that’s when problems will arise.
Training represents activities that teach employees how to better perform their present job. (Stone, page 354). Through reading the case study, you must wonder if Ryan has received appropriate training.
In this circumstance, I believe that Ryan receiving on-the-job training is not the issue; I feel that the lack of ownership to any position within the company is the ultimate problem affecting his attitude and potentially his continual employment opportunities.
- What type of training would you recommend for Ryan? Why?
In Ryan’s case, I would firstly give Ryan a set position within the company and refrain from moving him around in the short-term.
Providing Ryan with a mentor, in-depth on the job training and having him remain in the said position for at least a six month period without moving him into other departments. Once he is confident in that role, discuss with him the potential to move into other areas and learn the ropes of other areas within the business.
Through consultation with Ryan, explaining to him the benefits of being able to multi-task within the operation would be a much better approach rather than just having him there for a short period of time to fill a gap.
In the global financial crisis companies were under heavy competition and needed to attract top talent to gain investor confidence, resulting in the increasing excess of CEO salaries and bonuses. At this time there was strong investor confidence and growth through this approach as their was confidence that the right talent were in the top jobs. However, the issues related to the high level of salaries and bonuses created security for CEO’s to pursue short term profits by making high-risk decisions (The Hon. Bernie Ripoll MP, 2012). However, what is really disheartening to the average person is that when things go wrong there is no accountability. The Australian government has taken action to address the concerns of excessive executive remuneration by a comprehensive analysis of the principles and framework that governs executive remuneration where Australia was found to be ‘robust on the international scale’ (The Hon. Bernie Ripoll MP, 2012), so until this is addressed globally these salaries seem set to continue to be paid. This is a hard fact for consumers when for example, banks give out huge bonuses to executives and interest rates continue to rise.
I believe that CEO’s are overpaid but so are film stars and sports personalities. I appreciate that to get the best talent you need to offer a high remuneration and bonuses but it is the average person who pays for these salaries in the cost of movie tickets, tickets for sporting events and unfair distribution of company profits; the top 50 CEO’s (listed on the Australian Securities Exchange) in 2010 earned 100 times the salary of that of the average worker (Australian Council of Trade Unions). This is hard to accept in the current climate where organisations have become leaner, workers are increasingly working extended hours and are under increasing pressure to perform. The fact that failing CEO’s are paid huge sums of money to resign from the organisation is rewarding poor performance. As Cindy states in the case study at least footballers and movie stars don’t benefit if they have not performed or done well at the box office (Stone, 2011).