Management Issues in Solcom Engineering Ltd

Management Issues in Solcom Engineering Ltd

Abstract

This essay mainly explores the management issues existing in Solcom Engineering Ltd. with relevant reference to human resource management materials. Management usually holds a critical position in an organization, and appropriate management will make employees satisfied and organization accomplished. In Solcom Engineering Ltd., the main problem lies in the Personal Records Office. This essay is of great significance in assisting Solcom Engineering Ltd. redesigning the job with a modified or more suitable management policy and procedure and creating a positive organizational culture and value.

Introduction

Solcom Engineering Ltd. has a large number of employees, over 1500, and the Personal Records Office is made up of five clerical employees to keep track of personal files and answer personal-related questions. However, the overall quality and employees’ needs are often ignored by these five employees. Moreover, the coordination between them poses a problem, resulting in incomplete personal records and emotional frustration. In a word, morale problem, high turnover and low efficiency emerge among Personal Records Office (McShane).

Question 1

Line managers’ complaint about who is in charge of one particular personal function. In addition, these five employees only pay attention to their own particular personal area without caring about the overall result. Moreover, five clerks don’t work as a team, leading to the difficult coordination and emotional tension (McShane). All these symptoms mentioned above signals a management issue.

Question 2

Five job characteristics include skill variety, task identity, task significance, autonomy, and feedback. In this Personal Records Office, skill variety has low value, because there is no range of skills involved, and the work is not challenging at all. Besides, autonomy has low value, because clerks don’t need absolute freedom and independence to determine the working procedure and a broad constraints to them is necessary. At last, feedback also has a low value, for it’s clear that feedback can provide employees with direction and clear information about the effectiveness of his or her performance, but clerks’ performance can be improved with the monitor of human