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Business Management- Marketing

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This paper aims to support the four main recommendations that have been suggested based on the current situation at Warbings Office System Plc and alongside filling the gap between valuing and retaining current employees by motivating them in both intrinsic and extrinsic way.

Performance management is a strategic and integrated approach to delivering sustained success to organisations by improving the performance of the people who work in them and by developing the capabilities of teams and individuals (Armstrong & Baron 1998). However, based on the case study, communication from top of the management is disorganised and motivation is low which leads to high staff turnover and high absence level hence performance of Warbings’ is not at it’s optimal. Therefore by replacing the current management with a formal performance management and appraisal, it would then lead to a higher level of motivation and engagement amongst staff which can then lead to high profit in a long term.

The first recommendation which is to introduce an employee satisfaction survey (ESS). The (ESS) is critical because employees have a huge impact on the bottom line of the company (RKM Research and Communication). The survey can uncover issues that are not readily apparent when issues in Warbings may be swept under the rug for fear of harsh retribution. Conducting anonymous surveys can mainly help employees to communicate with the management and gain honest, truthful opinion about how they feel about their position in Warbings (Harvey Mackay, 1999). The mission statement strongly believes in providing courtesy, service and respect to customers however employees at Warbings feel demotivated as they have to adapt to the new systems without comments and their job had become unrecognizable and not valued. The survey should be implemented because it will show that employees’ voices are heard

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