Management_Behaviour_Memo(Hrm531)

Management Behavior Memo Oparemi Temitope University of Phoenix Human Capital Management (HRM 531) There are some areas of management which are vital to the success of the merger with Enviro Tech. This is a critical time for our organization, and I would like to discuss a few areas that our company needs to concentrate and manage during this period of change and growth. Employee moral and productivity is essential and very necessary, we need to monitor our working atmosphere, and head off any problems before they start. We must also try to manage how to deal with our due diligence, and be sure we are practicing ethical decision making, also following employment and labor laws during this transitional period. more so, we need to preserve our level of integrity, and be sensitive to new employees, maybe they are new hires, or acquired from our merger with Enviro Tech, as we all come from various backgrounds, and view this merger differently. I will be talking on the subject of employee behavior. “When it comes to handling and managing people, all managers must be fully concerned to some extent with the following five activities: staffing, retention, development, adjustment, and managing change” (Cascio, 2006, p. 6). I will briefly discuss retention of our top employees. According to Cascio (2006), retention consists of (1) rewarding employees for performing their jobs effectively; (2) ensuring harmonious working relations between employees and managers; and (3) maintaining a safe, healthy work environment. Undoubtedly, there may be some questions and concerns from our current employees about how this process works, job security, and working environment going forward. It will be our duty as management to help ease this transition, as to not lose our quality employees. The way we as managers handle this merger, will positively or negatively influence and affect our employee’s attitudes, and ultimately could affect their productivity and loyalty toward this organization. I am looking for any suggestions on how we will address retaining our top performers. As we progress and look forward toward the merger of our two companies, InterClean, Inc. and Enviro Tech, some new positions will be created, and we shall be assessing the talent pool from within, as well as, actively recruiting from outside both organizations. It will then be our responsibility, as managers, to make sure we are adhering to EEO (Equal Employment Opportunity) policies and procedures. This will result to evaluation of candidates for jobs in terms of characteristics that really do make a difference between success and failure, both fair and equal treatment of employees on the job (Cascio, 2006). We will be screening all applicants (internal and external), based on individual experience, training, qualifications for the positions available, and past working experience will also be considered. We will not tolerate or allow discrimination of any kind in the process of our recruiting and screening. We are not going to base any decisions for employment on age, ethnic background, social status, gender, or disabilities. As we are moving forward with this merger, we want to make sure we are been seen as an organization who values ethical decision making, and that will be one of the values we will uphold as part of our corporate philosophy. We will start by allowing all qualified individuals and candidate to apply for any position of there choice. As we join forces with Enviro Tech, we will be working with diverse group, who will be bringing a wealth of knowledge, skills, and different views of hoe to be successful in this ever growing global economy. That is to say, our organization will be as diverse as ever before. With the new diverse and various working environment come new challenges for everyone of us as individuals, as well as, an organization. Cascio (2006) stated, “To celebrate diversity is to appreciate and value individual differences” (p. 119). Our management philosophy as it relates to diversity will focus on the following areas: • Recruiting the best talent that fits our corporate strategies, values, and goals • Establish mentoring programs, and training classes among employees of the same and different backgrounds • Measuring, and being held accountable to meet corporate diversity goals • Performance review • Actively recruit and promote women and minorities into management and executive positions If we focus and pay attention on the above referenced areas, we will take the lead as an organization that known and recognizes the advantages to having a diverse work force, and incorporating diversity into our company model for success. In summation, it will be the responsibility of our company management staff to make this transition as smooth as possible. We can do this by listening attentively to, and addressing all of our current employee’s questions and concerns on the spot. We are using this opportunity to invite our current employees to apply for all positions they may be qualified for, to re-assure and make them know that we aren’t just recruiting new employees, but we also value our top performers as well. We want and are making sure to practice, and recognize fair employment laws in our staffing efforts. We are not going to evaluate potential employees on the basis of their race, gender, ethnic background, or social status. And lastly, we want to allow, promote, and embrace organizational and culture diversity within our company. This will allow many different and creative ideas to be heard and considered as we go ahead and compete in the current global economy. References Cascio, W. (2006). Managing Human Resources: Productivity, quality of work life, profits (7th ed.). New York: McGraw-Hill.