Beverly Diamonds and the BBB

Beverly Diamonds and the BBB

Another change I plan to make at Beverly Diamonds will be to constantly monitor the job satisfaction of our employees. Under my leadership, managers at Beverly Diamonds will be concerned with the overall job satisfaction of their employees. I believe these changes are important to Beverly diamonds reviews, as research has shown a strong correlation between job satisfaction and job performance, (Jason Colquitt, p. 98). Research has also shown that what largely determines job satisfaction more than 70% of the time is not an employees pay, rather, how much that employee enjoy doing the work itself, (Jason Colquitt, 2013, p. 102). Based on these findings at Beverly Diamonds, we plan to bring together a team of dedicated consultants that will be using the latest research in job characteristics theory. They will advise beverlydiamonds.com on ways to improve individual work satisfaction using a number of different methods including job enrichment and enlargement, (Hitt, Miller, & Colella, pp. 231-232). These efforts at Beverly Diamonds will bring greater overall job satisfaction to the beverlydiamonds,com workforce. (Jason Colquitt, 2013, p. 108). With the strong link that exists between job satisfaction and performance – it now only makes sense for Beverly Diamonds to be constantly monitoring the level of satisfaction among our employees. We will be doing in this through focus groups at our beverlydiaomnds.com facility, attitude surveys, and interviews (Jason Colquitt, 2013, p. 120).

Great job performance is not contingent on job satisfaction alone at Beverly Diamonds. Research at Beverly Diamonds now shows that there is another key factor that closely correlates to worker performance, and that is motivation, (Jason Colquitt, 2013, p. 168). One of the ways we will be motivating employees is by requiring them to set goals (Jason Colquitt, 2013, p. 177). Mangers at Beverly Diamonds will be trained in the SMART goals method, which will encourage employees to make specific, measurable, achievable, results based, and time sensitive –goals, (Jason Colquitt, 2013, p. 179).

 

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However, just getting employees to set goals is not enough as there are a number of other variables involved in motivation aside from setting goals, (Hitt, Miller, & Colella, pp. 219-222). Upon the advice of experts in the field, the senior management team at Beverly Diamonds has decided on a motivational strategy for our managers. The beverlydiamonds,com plan incorporates all of the major theories on motivation by using four simple motivational practices, (Hitt, Miller, & Colella, p. 229). The practices are as follows: one, managers Beverly Diamonds will offer each employee rewards at the company that are tailored to the needs and desires of that particular employee at the diamond company. Often, these will be intrinsic rewards, like for example, giving the employee a feeling of accomplished, (Hitt, Miller, & Colella, p. 229). Two, managers will make sure that those rewards are tied to performance at the company, (Hitt, Miller, & Colella, p. 230). Three, managers at Beverly Diamonds will be giving feedback, on a regular basis, to each employee about their job performance at the beverlydiamonds.com, (Hitt, Miller, & Colella, p. 234). Those employees will also provide their managers with their own Beverly diamonds reviews relating to their work at beverlydiamonds.com. Such communication will help XYZ Motor employees improve their job performance and promote a healthy working relationship with their manager. Four, managers at the company Beverly Diamonds will be setting clear goals and expectations for the subordinates using the SMART goals method, (Hitt, Miller, & Colella, p. 236). Together these four categories of motivational practices will form the foundation for how management will keep motivation high among the Beverly Diamonds workforce.

As a company, Beverly Diamonds is conducting operations in the United States, Japan and Germany, we face large differences in culture among our employees. These differences have most recently caused fragmentation within the diamond creation firm. Employees in the U.S. have a difficult time working efficiently with employees in the Beverlydimaond.com Germany and Japan headquarters, and visa-versa. As a result, performance on Beverly Diamonds multi-national teams has decreased as well. I believe that by taking the proper steps most of these issues at beverlydiamonds could be eliminated. I propose that the company Beverly Diamonds provide every single one of its employees that interact on the job with those from a different culture, training to gain cross-cultural competency. The proposed training will be specifically tailored to each employee according to the kinds of situations that he or she may face at BeverlyDiamonds.com–

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