Organisational Psychology

21 Pages 5257 Words

are fairly allocated.

Thirdly, the company does not appear to provide support by means of training and ongoing personalised professional development for its’ employees. Training and development appear not to be considered as important and there appears to be no culture of continued feedback within the company. This has led specifically to a lack of understanding of the new computer system used. Any new employee to the company receives basic machine operating training however, we can assume that this training lacks depth and comprehension. Current training in the computer system used within the company received by new machinists can be said to be ineffective as employees are making labeling errors on garments which is costing the company time, resources, money and reputation. When questioned as to the reason for the errors, some


machinists stated that they do not really know how to use the computer programme.

Finally, a new pay-for-performance system has been put into place with no opportunity for feedback from the employees. This new system appears to have preempted a breakdown in team cohesion that has led to conflict and hostility amongst employees at the Sweatshop. The culture of the company now appears to be one of perceived unfairness. There appears to have been no consultation with staff prior to the introduction of the pay for performance system, decisions regarding performance payment has been based solely on observations made by the owner/managing director, Susan, with no consultation to supervisors/line managers. Again this has lead to a perceived lack of fairness as to how the bonuses have been distributed. With the introduction of the new pay-for-performance system, Susan has assumed that money is the primary and sole motivator for performance.

For the purpose of this case study I will address the above mentioned problem areas in further detail. Possible solutions will be discussed and viewed in...