RIORDAN BENCHMARKING
LEARNING TEAM C
January 8, 2008
INTRODUCTION
In today’s market it is essential for companies who want to be competitive, and profitable to not only focus on the products and services offered, but to allow proper emphasis and care to the managing of human capital. Employees usually comprise a large portion of any organization and are at the base of what could truly become a successful organization; in fact, it is often said that a happy employee would usually turn profitable for the employer. According to Derek Stockley, who is a human resources trainer, human capital is“recognition that people in organizations and businesses are important and essential assets who contribute to development and growth, in a similar way to physical assets such as machines and money (Brocaglia, 2007).
Riordan Manufacturing has experienced tremendous growth and is now in need of re-aligning its human resources strategies with the business philosophy. This research has identified other companies who have successfully created and implemented human resources strategies that have, in some aspect, contributed to success.
Motivation and Performance
One of the issues faced by organizations, and in Riordan’s case in particular is the issue of how employees are motivated, as well as how that motivation results in performance. Dreher and Dougherty (2001) suggest that issues related to successful staffing are: 1) align a company’s career system with its business strategy; 2) selecting for potential versus achievement; 3) addressing questions of organizational fit and employee motivation.
From current internal investigation conducted at Riordan by an independent firm, it appears that Riordan is faced with a motivation issue that is most likely related ...