In the firm that Humaid works for, actually there are several problems that contribute in making kind of inefficiency in performing the work and causing errors in delivering the work objectives on time on plan. These problems can be classified into three categories, first of all problems related to inefficient reward management system, secondly problems related to performance management system and thirdly recruitment and selection problems. These problems are: • Work is not done on time. • Salesmen often were unable to get through quickly to information clerks. • Unclear connections between the salesmen and the clerks which caused providing incorrect information. • Problem in the style of communications between the staff. • High turnover and Absenteeism, 15-20% of the employees unlikely to show up on Mondays and Fridays besides delays. • Unqualified staff “both part and full time employees”. • Inappropriate working conditions. • Problems in selection and recruitment criteria. • Lack of Empowerment system.

1. Mustafa Watar Final Exam
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Final Exam
Synergy University
Professor: francois bester
Prepared by: Mustafa Watar

2. Mustafa Watar Final Exam
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In the firm that Humaid works for, actually there are several problems that contribute in making kind
of inefficiency in performing the work and causing errors in delivering the work objectives on time on
plan. These problems can be classified into three categories, first of all problems related to inefficient
reward management system, secondly problems related to performance management system and thirdly
recruitment and selection problems. These problems are:
 Work is not done on time.
 Salesmen often were unable to get through quickly to information clerks.
 Unclear connections between the salesmen and the clerks which caused providing incorrect
information.
 Problem in the style of communications between the staff.
 High turnover and Absenteeism, 15-20% of the employees unlikely to show up on Mondays and
Fridays besides delays.
 Unqualified staff “both part and full time employees”.
 Inappropriate working conditions.
 Problems in selection and recruitment criteria.
 Lack of Empowerment system.
 No clear promotions system and lack of improvements opportunities.
The solution of these problems is by analyzing it from three angles as follows;
Recruitment and selection:
Firstly, to create a proper recruitment and selection system that satisfies the organizational need for
human resources we need to identify requirements, attract candidates, and selecting candidates
(Armstrong HRM 10th
page 209).
Identifying requirements:
To recruit the right person in the right position we need a clear description for the job which has to be
fulfilled, for the person who will fulfill the job, and eventually what is expected from the employee, so
these descriptions can be defined by role profile and persons specifications, Firstly, creating a role profile
which describes the main purpose of the job that helps as the base to recruiting the right employees in this
case the right clerks, secondly, providing a clear person specifications to describe the employee (clerk)
himself and so we need to specify the technical, behavioral and Qualifications & experiences
requirements that are desired from the new employees (clerks) so that will help by, for example:
specifying whether the firm needs high qualified clerks with high degrees or not , hence as technical
requirements: we need to know what the new employees (clerks) need to know and able to do including
the skills and knowledge which are desired and fit for the job. In addition as behavioral requirements we
need to specify the desired behaviors for successful performance and how polite the new clerks must react
to the salesmen, in addition specifying qualifications and experiences needed: specifying precisely what
academic and technical qualifications that is desired from the new employees (clerks) and what training
they should have undertaken, also what activities and achievements that would create success and
eventually meeting the candidates expectations. (Armstrong HRM 10th
page 410-414)
Attracting candidates:
Attracting candidates by offering them the right benefits and the right work conditions and also specify
whether the company needs to improve in specific department so it needs to attract better employees,
hence the first consideration is given to the internal candidates to fulfill the vacancies or to the external
candidates if there are no people to fulfill the vacancies, in addition we can attract candidates by several
methods like Advertisements to attract attention , create and maintain interests and stimulate action ,or E-
recruitment or out sourcing using. (Armstrong HRM 10th
, 214)
Selecting candidates:
Interviewing candidates and selecting them according to the specifications that are desired in other words
competences and behavioral traits that are required of the employees and identifying which candidates
match the criteria. (Armstrong HRM 10th
, 234)

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In this case for the clerks the behavioral based interviews approach which assess the behavioral
competency or a competence in the form of a fundamental skill, capability or aptitude that is required to
achieve an acceptable level of performance in the job. (Armstrong HRM 10th
, 247)
Performance management:
To create a performance management system “PMS” that deals with this situation, so attention should be
given for performers and more for under performers, throughout creating an overall plan, acting
accordingly, and reviewing and assessing “progress and achievements and feedbacks” (Armstrong HRM
10th
).
 The overall plan should contain, firstly the role profile which describe the key results expected and
what “the employees in general and the clerks precisely” should know and able to do and how they
should behave in terms of the core values of the company (Armstrong HRM 10th
) which sets the bases
for assessing and taking feedback on the employees and precisely the clerks performance , secondly
the plan objectives which describe what the employees and the clerks precisely should achieve,
moreover these objective should contain ongoing, targets, tasks, and behavior objectives and setting
S.M.R.T criteria to know whether the clerks are performing or not (Armstrong HRM 10th
page 503-
506 ), and set measures such as balanced scorecard which is very critical for providing feed-back,
thirdly defining the performance plan for individuals which contains what the employees need to do
to achieve the objectives and set out the priorities about where the attention should be given and
ensuring all the standards and skills that they need to apply in everyday work and eventually the
employees should be fully aware about how they would be measured (Armstrong HRM 10th
) whether
the employees and precisely the clerks would be measured according to being on time “no delays” or
on how they react and communicate or on how accurate is the information that they provide. Fourthly
defining the personal improvement plan to set the learning action plan to improve the performance of
the employees to develop skills, knowledge and improve their capability of taking wider
responsibilities (Armstrong HRM 10th
, 508), hence the employees and precisely the clerks should
have the awareness about how they will be improved in terms of taking wider responsibilities and
enhance their potential of carrying a higher-level jobs.
 Another important element is managing the performance through creating set of directions,
monitoring performance procedures, and taking actions accordingly (Armstrong HRM 10th
page508)
hence we need to monitor the clerks and the supervisors as well and make sure that everyone is
performing to ensure that the work is done on plan and tracking the problems and making corrective
actions instantly.
 Eventually reviewing the performance and taking feedbacks taking reviews through the year as many
as needed which provide center pointes to know whether the performance is going well or not and
making a review meetings for taking feedbacks and measurements and making a positive
reinforcements (Armstrong HRM 10th
page 509), in other words creating an events to take feedbacks
on the employees generally and the clerks precisely using 540o
feedback “self-rating and others-
rating” which is a good management practice to give the chance for employees to see themselves as
the others see them and also it is a way to empower employees and promoting team work by allowing
them to appraise their managers therefore it also increase the reliability of the appraisal (Bratton and
Gold HRM 5th
) , it is also important not only to take feedbacks, taking feed-forward too, this can be
done by listening to the employees and the clerks experiences and stories about the work conditions
to figure out improvements and better solutions, other than making judgments on their performance
without listening and know whether they experience good work conditions or not (Bratton and Gold
HRM 5th
),
 After taking feedbacks as part of PMS is dealing with the underperformers, furthermore dealing with
the clerks who are underperformance and considering that as an opportunity for improvement
(“applauding success and forgiving failure” handy 1989), so defining the problem and importantly
agree that with the clerks, furthermore agree with them that the work is not delivered on time and
there is an issue of providing wrong information to the salesmen , then figure out what is the reasons

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here it is important for the manager to share this with their employees “precisely the clerks” to know
whether the causes are “because the clerks did not receive adequate support from their managers” or
“they are not fully understanding what they have to do” or “it is a matter of ability in other words they
are not well trained”, or “they do not know how to do It”, or “they do not want to do it” here it is a
matter of motivation, after that decide what are the actions to solve the problem here the actions could
be done by the individuals or managers or other parties, in this case the clerks may change their
attitudes or improve their skills and change behavior or the manager could provide more support or
they may both contribute in setting the corrective actions , then resourcing the actions by providing
training, coaching, supporting or facilities, then eventually taking again feedbacks on how is
performance is done after taking the actions.(Armstrong HRM 10th
page 515-517).
Reward management:
The reward management from the prospection of the total reward approach rewards O’Neal (1998)
total reward strategy, this company is focusing on basic pay only no variety in the reward strategy in
addition there is no clear path for career development and total absence of non-financial rewards, in
this case the company should have a total reward strategy cause that will afford a greater influence on
the employees by motivate them. However, obtaining such a strategy will provide more employees’
engagement and flexibility to meet individuals’ needs, eventually relational rewards help by
delivering a positive psychological contract therefore attracting talented employees (Armstrong
reward management page 31).
Furthermore, due to the problems that the company is suffering, so firstly having an environment for
learning that can serve as a reward, it is an opportunity for the employees to develop their abilities
and skills, secondly offering training programs for both clerks and employees when needed and
importantly linking that with their career development and upward promotions, thirdly offering the
chance for clerks and employees to get promoted and grow and then that will motivate them and
additionally giving the talented people like “Margie” the chance to fulfill their potential and achieve a
successful career by providing them a guidance and urge them, fourthly having a work environment
that has a clear vision and values which is measured and managed and concerns about performance
and flexibility, fifthly the employees vice needs to be listened and discussing their ideas such as their
ideas for improving the workflows, and additionally recognitions, in fact for the employees it is not
enough to reward them for their achievements they need to be appreciated for their ideas and
achievements and importantly linking the recognitions to the esteem need of Maslow’s hierarchy, also
fulfill the need for achieving so providing a clear scope for achievements will make the clerks and the
employees feel motivated and rewarded like “Margie”, sixthly having a job design in other words
providing the clerks and the employees a meaningful role and make sure that the role continue to
provide intrinsic motivation from the work itself, for the clerks not just setting on the chair and
waiting till the green light to appear and checking the availability of the goods “empowering them” so
adding more responsibilities and more work to do is important, seventhly upgrading the work balance
by providing flexible working arrangements such as flexible working times, will make the employees
and precisely the clerks -who most of them are middle-aged housewives- feel that their needs are
recognized (Armstrong, reward management, pages 34-39). Finally it is important to link the reward
strategy with the employees’ needs and the factors which motivate them so the reward management
process can develop motivation, job engagement, commitment and positive behavior (Armstrong
reward management page 119). (3 pages)
References:
Armstrong Reward Management Theories And Practices
Armstrong Human Resources Management 10th
Edition
Bratton And Gold Human Resources Management 5th
Edition
The Case Study