IOP4862 Assignment 2 2024
- 1 July 2024
All questions have been
answered
, IOP4862 Assignment 2 (COMPLETE ANSWERS) 2024 - 1 July 2024; 100%
TRUSTED workings, explanations, and solutions.
Case Study (Please note that the case study is not an actual company
situation.)
John Sithole is the managing director of manufacturing and operations of a
medium-sized steel construction organisation. John has a PhD in engineering
but has not been directly involved in research and new product development
for 20 years. He runs a “tight ship” when it comes to operations. The company
does not have a turnover problem, but it was evident to John and other key
management personnel that the hourly people put in only eight hours daily.
They are not working at their full potential and have become “clock watchers”.
John is upset with the situation because, with rising costs, the only way the
company can continue to prosper is to increase the productivity of its hourly
people. John called the human resources manager, Zamile de Wet, and said,
“What is it with our people, anyway? Your wage surveys show that we pay
near the top in this region, our conditions are tremendous, and our fringe
benefits are unbeatable. Yet, these people are still not motivated. What in the
world do they want?” Zamile replied: “I have told you and the CEO time after
time that money, conditions, and benefits are insufficient. Employees also
need other things to motivate them. Moreover, I have been conducting some
random confidential interviews with some of our hourly people, and they tell
me they are very discouraged because, no matter how hard they work, they
get the same pay and opportunities for advancement as their co-workers who
are just scraping by”. John replied, “Okay, you are the motivation expert. What
do we do about it? We must increase their performance”.
QUESTIONS:
- 1 July 2024
All questions have been
answered
, IOP4862 Assignment 2 (COMPLETE ANSWERS) 2024 - 1 July 2024; 100%
TRUSTED workings, explanations, and solutions.
Case Study (Please note that the case study is not an actual company
situation.)
John Sithole is the managing director of manufacturing and operations of a
medium-sized steel construction organisation. John has a PhD in engineering
but has not been directly involved in research and new product development
for 20 years. He runs a “tight ship” when it comes to operations. The company
does not have a turnover problem, but it was evident to John and other key
management personnel that the hourly people put in only eight hours daily.
They are not working at their full potential and have become “clock watchers”.
John is upset with the situation because, with rising costs, the only way the
company can continue to prosper is to increase the productivity of its hourly
people. John called the human resources manager, Zamile de Wet, and said,
“What is it with our people, anyway? Your wage surveys show that we pay
near the top in this region, our conditions are tremendous, and our fringe
benefits are unbeatable. Yet, these people are still not motivated. What in the
world do they want?” Zamile replied: “I have told you and the CEO time after
time that money, conditions, and benefits are insufficient. Employees also
need other things to motivate them. Moreover, I have been conducting some
random confidential interviews with some of our hourly people, and they tell
me they are very discouraged because, no matter how hard they work, they
get the same pay and opportunities for advancement as their co-workers who
are just scraping by”. John replied, “Okay, you are the motivation expert. What
do we do about it? We must increase their performance”.
QUESTIONS:
