IV: Decision Criteria and Alternative Solution

The following is set of criteria for the evaluation of the alternative solutions were

identified by the researchers:

Solves the Problem The solution achieves the stated goals,

Effectively meets a need well.

Meets Constraints The solution works within the stated

constraints to the problem (or overcomes or

circumvents them in some acceptable way).

Good Cost/Benefit Ratio The solution is economical, with high

price/performance ratio. Money (that of

corporations and individuals) exists in finite

amounts, and all solutions must compete

with each other for these limited resources.

Practical The solution is logical, useful, systematic,

understandable, "do-able," not overly

difficult or complex for the intended benefits.

It is as simple and direct as possible for the

desired outcome.
Reliable The solution will continue to work over time

with a high degree of reliability, consistency,

and effectiveness.

HIGH TURNOVER OF EMPLOYEES

a. Proper distribution of labor and giving the right compensation for work

performed.

Increases in productivity have long been associated with increases in

compensation for employees. For several decades beginning in the 1940s, productivity

had risen in tandem with employees’ compensation. However, since the 1970s,

productivity and compensation have steadily diverged. This trend, which will be referred

to as the "productivity–compensation gap," has received much scrutiny from both

academics and policymakers alike.

b. The company should improve their hiring process.

Hiring employees is a process crucial to the success of a business, and as most

successful small business owners know, the hiring process does not begin with the

interview and end with the job offer. Rather, it involves planning and considering the job

prior to an interview, recruiting and interviewing wisely to bring in the person, and

providing new workers with an orientation that enables them to get off to a strong start

with the company. Max’s executives should approach the hiring process as a means to

both improve their existing workforce and to secure a candidate who will add long-term

value to the organization. This will help select the best candidates and match them with

the right job. Both the company and the worker know exactly what they are getting into

and are confident that things are good fit for both sides. However, this improvement of

hiring process may result to changes or adjustments for the company and the persons

involved. It may also be costly for the management in providing trainings and seminars

for entry-level employees for better direction on positions.

c. Giving recognition and rewards to employees who performed beyond

expectations.

Employee recognition is the timely, informal or formal acknowledgement of a

person’s or team’s behavior, effort or business result that supports the organization’s

goals and values. Moreover, the provision of rewards gives the employees a tangible

reason to stay. This kind of activity provides direct feedback for individuals and teams. It

increases individual productivity and commitment towards work. This act of recognizing

and rewarding desired behavior increases the repetition of the desired behavior, and

therefore productivity. It can also result to greater employee satisfaction and enjoyment

of work wherein more time spent focusing on the job and less time complaining.

Consequently, time is spent in designing and implementing the program together with

the costs of giving recognition items and rewards.

EMBEZZLEMENT AND FOOD THEFT

a. Mission, vision and core values of the company should be established to every

employee.

For an organization to succeed today, every employee needs to exhibit

leadership skills in making decisions and in acting on opportunities to keep a person

and an organization on track. One of the characteristics of high-performing

organizations and teams is that they have clear picture of what they are trying to create.

Furthermore, they understand the basic purpose of their organization’s existence, as

well as the common set of values that bind together. The vision, mission and values of

the organization form the core of their identity and keep people, team and organizations
responsive to the opportunities and challenges in new situation. If all the persons in the

organization had the same values with the same priorities, it would be easy to work in

groups. A close link between personal and organizational values will lead to greater

effectiveness. Values provide guidance in organizing principle for one’s life, and said to

be the deepest and most powerful motivators of personal action. However, unclear and

unknown values can produce conflicts and contradictions that make people feel

confused, blocked and frustrated. Hence, clarifying values, both personal and

professional, can be tremendous help in aligning and unifying every people in the

organization.

b. Manager should always be present for the employee not to be complacent in

doing unethical action.

Only 15% of employees worldwide are fully engaged in their jobs, according to

Gallup. While some will be distracted by personal issues, others are simply disengaged

due to complacency. They feel that they are adept enough to continue with their daily,

and borderline monotonous, routines without having to look out for anything that might

be amiss.Sadly, workplace complacency can easily lead to your company’s worst

nightmares. What’s even worse is that this ever-looming challenge can be tough to

identify in your workplace. The fact still remains, it needs to be eradicated to improve

productivity and increase the profitability of your business while keeping everyone safe.

c. Reviewing accounting records every shift to minimize lax records.

Caddell explains that no one wants to think of themselves as sloppy, but all of us

make careless mistakes that we would have seen if we had more time, energy, or
weren't so busy. He points out that even as we demand excellence in our work, we still

have to manage ringing phones, stuffed email inboxes, and competing priorities at the

office. To avoid those simple errors, he proposes taking an hour to sit and reflect

specifically on the things that didn't go well, and jot down those sloppy errors you know

you wouldn't make if you had a second chance.

Internal controls should be in place to cover the key or significant accounting

transaction cycles. Where most companies hit a roadblock is in the review and

maintenance of these transactions. It’s easy to commit unintentional errors when

oversight is not taken seriously and adequate data analysis is not profound.

https://www.virtualsalt.com/creative.htm

http://careerbright.com/workculture/dealing-with-complacent-employees-in-your-

workplace

https://www.referenceforbusiness.com/small/Di-Eq/Employee-Hiring.html

https://cuttingedgepr.com/free-articles/employee-recognition-important/