Introduction
Motorola is known around the world for innovation and leadership in wireless and broadband communications. A Fortune 100 company with global presence and impact, Motorola had sales of US $42.8 billion in 2006(Motorola, 2008). Motorola teams that are required to meet the "six-sigma" quality standards are paid bonuses tied to improved defect rates and cycle times (as are their bosses), and compete against one another for gold medals in company wide performance contests. The link between team compensation and performance further aligns Motorola employees with high level corporate objectives because cycle time and quality (as measured through six-sigma standards or 3.4 errors per million) are performance measures and performance goals of all Motorola work units (Motorola, 2008). Riordan like Motorola implemented a six sigma quality approach but somewhere along the way Riordan employees because dissatisfied, and loss the motivation that Motorola employees possess and the HR department of Riordan, need to find a way to bring motivation back, and this can happen with following Motorola’s strategy.
Overview
Like in the Riordan scenario Motorola’s continued growth and success will depend upon their ability to attract and retain top talent and strengthen their workforce to further advance the organizations business goals. Sharing the mission and vision of an organization with the staff members and linking compensation with team performance to drive collaborative behavior is the key to a stronger and more productive workforce while increasing shareholder value.
Background of Issue
Riordan executive staff is having issues with employee turnover and employee motivation, mainly due to poor evaluation practices, compensation and rew ...