The success of a company is often a direct result of employees who continue to believe in the organizations vision through changing times. Riordan Manufacturing is a global plastics producer employing 550 people with projected annual earnings of $46 million (University Of Phoenix, 2008). After experiencing a decline in sales, President Michael Riordan and the leadership team realized the importance of adapting to change to survive in the industry. Transformation is one of the most difficult tasks for a business to accomplish. Successful businesses recognize the need for change stems from the demands of the market, financial drivers, and political influences (Day & Jung, 2000).
In an effort to recover from recent losses, the organization changed the sales processes and adopted a customer-relationship management (CRM) system. To achieve the organizations goals successfully the employees must be motivated to develop the company and produce the results necessary for success. Motivating employees can be a difficult task, particularly when underlying issues present obstacles that were otherwise unexpected.
Issue and Opportunity Identification
Riordan Manufacturing is in the midst of a drastic organizational change. Organizational change is often accompanied by resistance. The resistance is often issues that were dormant until the change impacts the majority. Employee motivation, job satisfaction, and compensation are a few issues that Riordan Manufacturing is facing.
One obstacle facing Riordan Manufacturing is the decline in employee retention numbers. The organization must take the opportunity to communicate the necessity for the change and dissuade any concern for job stability. To motivate change the organization must make the case that the changing business environment, and resulting change in business strategy, necessitates the redesign of work (Dreher & Dougherty, 2001, p. 16).
Decrease in employee retention numbers, as a result of...