Pfeffer High Performance Practices

ORGANIZATIONAL BEHAVIOR HIGH feat MANAGEMENT Report for the CEO Goncalo Correia MIB28 The Trivalor Holding The Trivalor Holding, is a Portuguese sort out created to a greater extent than 50 years ago by a Portuguese business man, having started with two companies in the Business Services segment, and evolving all over time, securing a position as the biggest function root word in Portugal, owning today 16 companies and employing at times over 11. 000 workers. The aras covered by the group argon, hearty and public nutrition services, emission and anxiety of services tickets, commercialization and logistics of food products, industrial cleanings, uman and robotic security, transport of values, vending machines and archive watchfulness.The briny clients of the state are public administration, local city councils, hospitals, schools, and defense forces as well as prisons. Historically, the group, has always had an employer friendly policy, and is known for the concomitant of never having lay-? make adeptness single worker following a Japanese style attention. The legal age of the technical and administrative workforce has worked on that point since the beginning of the company and in that location is a unity haveing that crumb be easily comprehend amongst the workers. Nevertheless, from my point of iew, due to its size and age, it has created over the time some(prenominal) habits that proceed to evolve from a top-? down to a integrative style management where workers are reduce apart of everyday decisions, event which after reading this account I believe could be substantially ameliorated contributing for an efficiency discovery needed by us to remain competitive. 2 Status Quo In an evolving business environment such as the one we live in nowadays, where there is a clear endureency of companies in the first populace countries to walk towards a service driven economy, human resources are one if non the most all-important(a) assets t hat a firm can have.This should not be ignored or by any means debased by top management, that in order to retain its best individuals at bottom the firm, must adapt, motivate and commit to muckle in all levels of work. In current times, polls show a high-? growing discontentment of flock towards their professional careers. For this, workers lack motivation, not feeling aligned with the company goals, in the end seeing the governance they work for as the enemy, facts that are responsible for(p) for the loss of Billions of dollars every year. Amongst the main reasons for this dissatisfaction, Pfeffer stresses out, issues like Company Trust, or in ther words how does the employee perceives to what degree the statements, dealing and promises from the company are feasible and accomplish in the future, traffic Security, the prospects of maintaining their job position in the tenacious line as well as the dependence on externalities such as economic downturns and crisis, or ind ustry distressesWork-Family relation, which is commonly perceived as a distributive issue, meaning that a person which is good in the family-? relations must necessary lack of commitment to their job, and finally Poor Job conditions and environment, when people dont feel comfortable with the workplace s well as their professional relations. Historically, the firms that have soon understood this, and execute a high commitment tactics towards all its stakeholders, were able to lolly on long periods of success, and ultimately guarantee financial wealth. Taking proceeds of an Integrative Management style As our company has been in the services and utilities business for decades, from my point of view, we have gained the habit of taking a more accommodated approach in the relation with our employees, failing sometimes to take advantages from some high commitment tactics, many an(prenominal) of which could be put in example with little pending and effort.Our group policy has been sin ce the beginning to offer a work for emotional state, offering a secure position as long as the co-? workers comply with what it is requested from them, what accordingly to Pfeffer and proven by our success of transforming a small company in the biggest group in the hoidenish inside our industry paid-? off in the long-? term. Nevertheless, I believe it is important to express that from my analysis of the article that you as CEO asked me to read we are still lacking off on issues like training and dexterity development, as our R&D expenditure has been practically none over the last couple of ears. 3 I believe that by forever training and investing in our co-? workers, through coaching programs, team construction days, and more corporate events, more than just gaining the advantages of what they pass on learn and cod to our daily operations, we can make them getting involved with their work tasks what will bring a substantial increase in their performance. Nowadays I believe our relationship between employees is above average but there is still a big power-? distance within Trivalor.This comes hand-? in-? hands with the de exchangeization of our daily decisions, which I believe some of these have the potential f being made from bottom-? up sooner than following our historical hard-and-fast and traditional top-? down hierarchy model as in many cases it is the workers down the hierarchy chain have best knowledge of some the operational processes. Studies suggest that workers that feel their importance to the administration, and that are trusted with a great deal of information, tend to feel more involved, making better-? conscious decisions about operational facts. Further, from an organizational behavior point of view, people tend to be concerned with affiliation within a group and the fact of feeling that they are part of something has lso a very positive arrange in their performance.People do worry about their work relationships and about the differen t workers opinions on themselves. Reciprocity should be a central concept to bear in mind, defended by Pfeffer when managing the relations between an organization and its co-? workers. To me, even searching in common sense, my empirical experiences suggest that people work better under devotion than obligation, and workers often tend to be much more pro-? active giving valuable and balanced excitant and new ideas when they feel a inner rush to please their superiors and the organization, rather than working n a fear oriented regime, where individuals respond by impulses. Deepened by further research I must underline my precept that by uniting all the above factors, would constitute an important milestone in the process of achieving what Professor Michael Beer identified as the three main goals in the quest for success in management.First, Performance Alignment1, the designing of a winning strategy to achieve long-? term goals, (by training and coaching our employees). Second, a P sychological Alignment, providing to our co-? workers a mindset that fosters meaning of their task, challenging work, a idyllic work environment nd the capacity to make a difference (through offering more autonomy, respect and conditions) and finally Capacity for Learning Change, by making everyone from the lowest level to senior places feel like part of something-? our company. 1 High Commitment High Performance How to Build A Resilient Organization for Sustained Advantage, Michael Beer Hardcover, August 2009 4 Implementation Challenges Analyzing our company, it is not hard to spot some of our pit-? falls when it comes to high performance management tactics.When reading the points described above you might end up communicate yourself, if this analysis is not just resenting facts of good sense, and that the position defended by Pfeffer is obvious. exclusively if this is true, why do we then fail to implement the suggested changes in our organization? The first reason that can co me up to your head is cost. As I am aware, mainly due to externalities like the 2008 downturn crisis our group has been trying to cut costs, mainly changing processes (specially logistics) into a lean management style, and betting on credit recuperation, although opting always by not laying-? off co-? workers.This might seem stressful time to propose these kinds of structural changes to the shareholder, as we have een feeling pressure from upstream to retain costs. Nevertheless I would argue that even in the medium term, the results will be felt, and by implementing some of these changes would have a positive effect on our employees trust, representing a boost in the recuperation from last year hard times. Further, as our macro-? economic situation in Portugal is very unsure at the time, as our government is struggling to approve its deficit budget with the European Union, I believe that these measures could consolidate our firms image that no reckon what, we keep our dynamic capab ilities and do not stagnate our processes even in imes of economic downturn. This, not to mention the confidence passed to our co-? workers that currently face a confidence crisis triggered by the media alarmism. We must not fall in the sea dog of following our competitors measures in order to secure our market place position.Also I believe that by having a single shareholder we are in a privileged position, as if we are able to undo and adopt these tactics, we do not suffer pressures from other shareholders that could eventually feel they are being putted second after the employees. Concluding, my last point resides on our company being a pioneer when it comes to reinforcing stimulusing ethods. It was in fact the first group in the country to implement the American reward governance, knowledge acquired by our Shareholder in the beginning of his life still as a manager working in the U. S. Our system relies on meritocracy, and even at the lowest levels, lets take for example a cook in one of our hospital canteen, can make up to 20% of her base salary if there is a compliance and dedication to schedules, attendance and customer satisfaction. Nevertheless, I believe that in addition to this, there could be offered an extra remuneration to the team as a whole including the cooks, the responsible of the canteen