Tuesday, February 26, 2019

Old Family Bank

The team obtains In umpteen ways disrespected, unappreciated and that found on their compensate the bank doesnt value their contributions to the company. . Causes 1 . The management team over the data processing segment has not do a good lob of communicating the compensation model for that department and how it fits at bottom the organization. 2. Also the management team wasnt aware of how the employees felt, maybe if they had been more in touch with what was going on they could have had open discussions or done something else to try to alleviate the problem. . Systems Affected 1 . Productivity throughout the immaculate bank because data processing deals with the whole bank in general. 2. Inter-department relationships, because the data recessing team have taken an us versus them attitude towards all different departments and the bank. 3. Alternatives The bank should focus on all of its employees and try to make them feel important to the company. The bank should do researc h on compatible pay raises throughout the company so that they disregard be competitive.Management should stress the richness of being loyal to the company. 4. Recommendations Do surveys throughout the company so that they can get a feel for the overall attitude of their employees. Have HRS do research and make sure that all pay scales are up to date with the appropriate education and or training. The bank can inclose programs that ensure that employees are rewarded for loyalty. Old Family Bank By biannual 1.A too large percentage of the data processing employees felt little loyalty to the bank. high pay raises and that there was a major gap in stipend between these areas and that gap didnt match the skill differences. The company. 2. The team feels in many ways disrespected, unappreciated and that job of communicating the compensation model for that department and how it fits importance of being loyal to the company. Date with the appropriate education and or training. The ba nk can install programs

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