Dr. Perry Case Essay Example

does not face a big potential of collapse primarily due to the absence of substantial competition in Cromwell, where only three other dental practices exist. The business is experiencing an annual growth rate of fifteen percent. Dr. Perry provides wage packages that are competitive to staff members. Staff is rewarded with three weeks of paid vacation as well as cash bonuses during their yearly staff celebration as acknowledgment for their accomplishments.

This job offers a degree of flexibility, allowing employees to take leave at any time, given they can arrange for someone to handle their shift. While these factors might typically create a perfect working atmosphere, it appears there are issues that are diminishing the employees' motivation. It is apparent that Dr. Perry's primary objective is to expand the business; however, internal difficulties seem to be hampering this growth. On a prior occasion, he had a dialogue with an employee who indicated that there were existing issues within the office.

Dr. Perry was made aware of several concerns by an employee including a diminishing morale amongst staff, an absence of motivation to boost company earnings, dealing with booking cancellations, ensuring collections are followed up, and the implementation of cross-selling methods. These precise issues were familiar to Dr. Perry himself even though he had reservations about his competence in handling the business. The question now lies in how Dr. Perry will resolve these issues plaguing the business. One significant issue confronting Dr. Perry is the low spirits within his team. Dr.

Dr. Perry is currently faced with the task of motivating his team and enhancing the expansion of his company. He finds the situation particularly difficult due to his

lack of confidence in handling human resources effectively, considering that field as not his forte. He confesses a lack of formal education in people management. Employee involvement is an additional issue he's grappling with. There exists confusion over the firm's long-term objectives. It is essential for Dr. Perry to articulate the corporate mission and clearly define each staff member's role in achieving this vision.

Dr. Perry has managed to keep his employees for a long time and maintain a remarkably low employee turnover rate due to several factors. He offers competitive wages, along with an excellent workplace environment. Despite the good pay and easy-going relationship with Dr. Perry, employees require more than just financial benefits to stay motivated and engaged, a hurdle that Dr. Perry faces. This reflects the broader problem among organizational leaders of low employee engagement rates.

Numerous advisory reports approximate that merely around a quarter of U.S. workers are deeply engaged, according to McShane ; VonGlinlow, 2010. Broadly speaking, a majority of the workforce lacks the motivation needed to perform their tasks excellently. Dr. Perry, who holds the organization's leadership position, must devise ways to stimulate a better motivated work environment. The situation is complicated by Dr. Perry's inexperience in people management. Despite being an exceptional dentist with top class academic achievements, his training is confined to dental practice and lacks the necessary understanding to oversee the staff.

Despite his active participation in workshops and symposiums regarding employee inspiration, it appears that he doesn't possess a concrete strategy for putting his newfound knowledge into action. Dr. Perry seems to be over-dependent on monetary incentives for the retention and motivation of his personnel, without

looking into other potential motivational resources. Dr. Perry explored various alternatives in an effort to alter his team's engagement and drive levels, as well as boost their productivity.

In the past, Dr. Perry participated in a conference where he was drawn to a presentation by a consultant. The main discussion of the presentation was on methods to inspire staff and employees. Specifically, Dr. Perry was intrigued by the concept of profit sharing as a form of employee motivation. He remembered that the consultant proposed two strategies regarding the profit sharing system. One strategy involved employing dental hygienists as independent contractors and compensating them with a percentage of their revenue instead of a pre-determined hourly wage.

Another strategy the consultant suggested was to equally distribute the responsibility of business growth among all employees via a type of profit-sharing scheme, ensuring that the team receives a fixed percentage of the overall revenue. However, implementing this could be a challenge for Dr. Perry given his lack of formal education in business disciplines like accounting or management. If Dr. Perry decides to eliminate the standard hourly wage in favor of compensating the hygienists based on the commission earned from their delivered services, this would lead to a rise in their salaries.

Given the statistics from the previous year, a forty percent common marketplace percentage would be applied to $304,000 as suggested by the consultant, and subsequently divided by two due to the presence of two hygienists. Such calculations would result in a significant salary boost from the current $52,000 per year to approximately $60,800 - an uplift of $8,800. This potential raise could enhance salary conditions and possibly result in greater

productivity if financial incentives motivate the employees. Additionally, a forecasted rise in the billing rate between seven to thirteen percent has also been predicted which could lead to an annual salary augmentation ranging from $13,000 to $16,000.

Taking into account the fifteen percent business growth, one can expect a further increase in earnings. Dr. Perry also evaluates a profit-sharing approach, wherein the cumulative profits are divided amongst the whole staff. This strategy quantifies the collected revenue and disburses a percentage accordingly. This method assures staff bonuses stemming from revenue collection and profit generation, while maintaining existing wages and salaries. Such a system aims to energize the workforce and enhance team spirit via financial incentives.

The two alternatives have quite a few similarities, yet with the second one, the working hours remain the same and the employees receive a share of any profit increases. Both options offer a pay raise as a reward for the employees. However, Dr. Perry aims to not only elevate productivity but also to uplift the mood of the workers. Implementing these proposals might have some negative repercussions. Certain employees might harbor some bitterness towards their colleagues if they perceive their bonus to be lesser than that of others.

A few employees might exhibit reluctance towards change and lack of cooperation. Monetary benefits might not instantly result in a hike in the team morale or engagement, due to the uncertainty about whether finance is the sole motivation of the workers. An advantageous option could be to reward the whole team, ensuring no one feels overlooked or less rewarded than others, thereby avoiding a decrease in team morale or motivation.

Nucor, Inc., a steel manufacturing and shipping

firm, is one of the most successful examples of companies implementing a team rewards system (McShane ; VonGlinow, 2010). One of the key factors behind Nucor's success is its reliance on a performance-oriented rewards system. The company's steelworkers, on average, have made over $80,000 annually in recent times. However, the majority of this pay is contingent upon both team and organization performance (McShane ; VonGlinow, 2010). Their rewards are determined by the quality and the volume of steel produced and shipped. Despite an average hourly base pay of $9 to $10, workers may receive additional bonuses ranging from $15 to $20 (McShane ; VonGlinow, 2010). For Nucor, employee motivation constitutes unflinching attention to the business's frontline personnel. This involves communicating with them, giving their ideas a chance and acknowledging occasional failings (Art of Motivation, 2006). Despite operating in a completely different industry, Dr. Perry could potentially adapt this system for his practice to boost both productivity and employee motivation.

When employees have a say and are included in the company's overall success, they feel more involved. This leads them to work more collaboratively and drive efficient results. Dr. Perry aims to elevate employee morale and expand the business; the hurdle lies in discovering a method to stimulate employee engagement. To foster a highly motivated workforce, an initial comprehension of employee aspirations and requirements is necessary, along with their correlation to personal objectives and behavior (McShane ; VonGlinow, 2010).

Enhancing the salary of employees could potentially meet some of their requirements, though it cannot assure that it will meet every aspiration and necessity. Consequently, a mere pay rise does not ensure an upliftment in the team's spirit and

participation. It would be advised to contemplate introducing a scheme akin to Nucor's team reward system, encouraging suggestions from employees for the company's expansion. This system has exhibited significant effectiveness for the Nucor Company, contributing to its immense success and high team morale.

Chief Vice President Joseph A. Rutkowski, a trained engineer who rose through the ranks, describes Nucor as a remarkable or "magic" place. (Art of Motivation, 2006). Occasionally, the employees and management display an intense dedication to the corporation that can sometimes seem peculiar. (Art of Motivation, 2006). Such a system offers workers the opportunity to exert greater influence over the company's prosperity and their personal financial status whilst fostering job satisfaction. It results in an efficient workplace and encourages collaboration, communication, and generally elevates the team's morale. Dr.

Dr. Perry’s team is of a size that enables him to understand each employee's drives and needs, helping him figure out the best ways to motivate them. However, he needs to improve his communication with the employees about his vision for the company and their roles within it. Dr. Perry should meet with his staff more frequently than once per year. Further, formal training can greatly enhance his management skills. Additionally, hosting events and activities outside of the office that encourage informal interaction among the staff would be beneficial.