Outline and an Informal Field-Investigation Report

 

 

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Outline and an Informal Field-Investigation Report

Part A: Topic Outline

 

I.      The purpose of this field investigation is to determine the causes of the manifestation of human resources-related problems in Roanoke branch that have tremendously affected the branch’s poor output and the withdrawal of some major client accounts.

II.      Two methods were used in order to find out the root cause of the problems of Roanoke branch.

A.    Survey

a.1 - Outline and an Informal Field-Investigation Report introduction. Out of the 100 employees of Roanoke branch, 60 were randomly selected during the duration of the three day investigation.

a.2. The questions asked were classified into 2: open-ended and closed ended questions.

B.  In-depth interview

b.1. Mangers from Minute Maid (Health sector), Healthway (Health sector), Citibank (Banking sector) and Bank of Springfield (Banking sector) were the clients that were interviewed.

b.2. The interview was conducted during the week-long visit of the HR Director at Roanoke branch at the respective offices of the clients.

III.      Several findings were uncovered from the investigation about the reasons behind the dissatisfactory performance of the employees of Roanoke branch.

A.    Increase in employee discontentment

a.1 84% of the employees were not satisfied with the current branch management.

a.2. An impression that the management has neglected the welfare of the employees.

B.      Decrease in employee productivity.

b. 1. Lack of motivation to work due to the resignation of the 2 employees from top management and the disillusionment of other staff members.

b.2. The mandate to order all employees to render more time at work and finish more outputs without extra compensation or benefits.

b.3. Productivity rate decreased by 20 points.

C.     Lack of more rewarding benefits and compensation packages for employees.

c.1. No overtime pay.

c.2. Vacation leaves are not approved due to the numerous projects which are needed to be handled first.

c.3. No extra bonuses for high-performing employees.

c.4. No additional compensation for employees who are always present at the workplace

D.    Unsatisfied clients.

d.1. Poor performance of the branch.

d.2. Below average quality of outputs and services.

d.3 The needs and wants of the clients are not met due to the decrease of productivity of the employees.

d.4. Four clients of the branch have complained about the creative outputs of the branch.

d.5. Two clients have already withdrawn their accounts with the branch that resulted to the decrease in the branch’s revenues.

d.6. The cancellation of accounts had affected the revenues of the branch by 60% thus the lack of additional financial benefits for the employees

IV.      Recommendations for the found problems troubling Roanoke branch.

A.   Showing appreciation for the employees would encourage them to perform better.

a.1. The HR Department at the headquarters should formulate a way wherein employees can easily contact about human resource concerns especially if they have problems with the Branch Director or if their problems are not being resolve by the top management

a.2. Within the workplace, there should be a suggestion box which should be regularly checked by the Branch Director so as to be regularly updates about the events or problems happening in the branch.

B.    It is important to boost the morale of the employees especially during the resignation of key employees and the increase in workloads so that they would be able to feel that they are an essential part of the business processes.

b.1. Regular meetings should be held every week in order for the employees to communicate regarding their respective projects and concerns.

b.2. Provided incentives for employees such as monetary bonus, complimentary tickets, gift certificates and others.

C.    The Human resource and Finance department should draft a plan that will help Roanoke branch to properly compensate the employees for their extended work hours and additional workloads.

c.1. Approving requests for overtime pay of employees.

c.2. But if there will be still problems with the finances regarding the payment, the other alternative is to create a points system wherein employees can earn points through the additional hours that they render to the branch. These points can be converted to vacation leaves which they can avail once every quarter

D.   The branch should recruit competent employees that will be put in top management positions who will direct and lead the staff members in order to fill in the shortage in manpower and to produce high-quality outputs.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Part B: Informal Field-Investigation Report
Date: October 15, 2008

To: Executive Team

From: Drew Simmons, VP for Human Resource

RE: Results of Field Investigation at Roanoke Branch
Two weeks ago, I was assigned by the President, Mr. Forest, to conduct an investigation to determine the causes of the manifestation of human resources-related problems in Roanoke branch that have tremendously affected the branch’s poor outputs and the withdrawal of some major client accounts.

 

In order to solicit relevant information, I have utilized two methods that aided in finding out the root cause of the problems at Roanoke branch. First, a survey was conducted to gather unaided and quantitative information on employee’s satisfaction. Out of the 100 employees at Roanoke branch, 60 were randomly selected to be surveyed. The questions asked were classified into 2 types: open-ended and closed ended questions. The former is not answerable by yes while the latter is the complete opposite wherein it can only be answered through yes or no. The second method that I used was the in-depth interview which was designed to get information from the clients about their dissatisfaction with the outputs and services of Roanoke branch. Four managers from different client accounts namely: Mangers from Minute Maid (Health sector), Healthway (Health sector), Citibank (Banking sector) and Bank of Springfield (Banking sector), were interviewed at their respective offices. Also, to reinforce the data gathered from these two methods, I also reviewed Roanoke’s annual employee evaluation report, benefits and compensations procedures, account reports and client feedbacks for the last quarter to obtain a comprehensive understanding about the situation.

 

After accomplishing the survey and in-depth interview, several findings were uncovered from the investigation about the reasons behind the dissatisfactory performance of the employees and their impact to the operations at Roanoke branch which are cited below:

84% of the employees said that they are not satisfied with how the branch is being managed by the Branch Director. Also, they felt that the management has neglected the welfare of the employees.
Productivity rate of the Roanoke branch had significantly decreased by 20 points since the last quarter due to the lack of motivation of the employees caused by the resignation of the 2 employees from top management and the disillusionment of other staff members.
There were shortcomings in providing employees with more rewarding benefits and compensation packages.  Employees were not given overtime pay and leaves were not approved.
Clients were not satisfied with the outputs because the branch was not able to meet the needs and wants of the clients due to the decrease of productivity of the employees. More so, the cancellation of accounts had affected the revenues of the branch by 60% thus the lack of additional financial benefits for the employees.
Overall, it can be surmised that the problems of Roanoke branch were caused by the resignation of 2 top management employees and the mandate to render more work hours and inputs without proper compensations. These events have created a snowball effect that resulted to a series of problems that have affected the welfare of the employees and the quality of the services of the company.

 

After studying the results of the investigation, I have formulated several recommendations that will help resolve the problems of Roanoke branch.

The management should show their appreciation for the employees which would encourage them to perform better. This can be achieved by having open communication and by setting up a suggestion box to ensure the check and balance within the branch.
It is important to boost the morale of the employees by conducting regular meetings to be constantly updated with the concerns and events in the branch. Also, incentives for employees such as monetary bonus, complimentary tickets and gift certificates should be provided.
The Human resource and Finance department should draft a plan that will help Roanoke branch to properly compensate the employees for their extended work hours and additional workloads.
The branch should recruit competent employees that will be put in top management positions who will direct and lead the staff members in order to fill in the shortage in manpower and to produce high-quality outputs.
 

 

 

 

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