The introduction of new staff into a company
The introduction of new staff into a company is often a very delicate procedure. Companies may have a set “culture” within the workforce and new employees may find it hard to adapt. The procedures and operations of the company must also be integrated and trained into the new employee, which may cause some difficulty for both the employee and the company. The new employees must also be socially integrated into the workforce in order to ensure cooperation between employees (Draper and O'Brien 1-3).
These are the challenges that a company faces with new staff, and are the same challenges met in the scenario. Using the four-frame leadership model, we will be able to determine the best way to meet these challenges. The decline of the satisfaction ratings have been related to the entrance of the new receptionist. It is a possibility that the new receptionist is not working effectively and is affecting the company thru lack of experience in the company’s operations. The receptionist may also be unable to perform the duties assigned at the level of efficiency required by the firm.
However, Smith and Langson (70-71) state that new employees tend to work harder in order to both impress the company and to meet the expectations set. It is difficult to ascertain if the receptionist is truly underperforming without looking at other frames. Within the firm, the frame of political leadership also falls under the possible problems. The scenario had the receptionists that have stayed with the company for a long time quickly blame the new employee. This is because the older employees may consider the newcomer as a threat to their job.
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Job insecurity often happens in these cases because the new entrant often has good credentials and is seen as the company as a valuable asset. For the existing workforce however, the entrant is seen as a threat (Burchell, Ladipo and Wilkinson 61-65). This has negative effects on the company, as employees are working against, rather than with each other. The employees are affected negatively because of the stress caused by job insecurity, and the company is also suffering because of the loss of efficiency from the employees (Burchell, Ladipo and Wilkinson 138-140).
In relation with the political problems, the difficulty with human resources also comes up. Companies also tend to the needs and wants of their employees, and one of those is a good working environment. The unnecessary stress caused by the looming job insecurity is a deterrent to solving the human resource problem. This causes rifts between employees, similar to the political frame, and leads to a drop in efficiency. The symbolic frame in the four-frame model represents the permeating “culture” within the company.
Having a company culture which encourages the fulfillment of the company’s objectives is ideal, but the difficulty lies in establishing that culture in the employees themselves. In the scenario, it is possible that the company culture has created a divide between those employees who have embraced it and the new employees who have yet to experience the culture. In order to solve the problems of the company, the four frame should be integrated into one strategy.
Primarily, the insecurities of the existing employees must be removed. A restructuring of the organizational flow which provide an even ground for employees will help alleviate the stigma of being overtaken by new employees. This also allows for the proper allocation of human resources to maximize employee efficiency. The political struggle within the firm will also be reduced due to the equality in gaining power. Lastly, this inspires friendly competition between employees, helping the company culture permeate the workforce.
Overall, fixing the organizational flow to promote equality and competition allows the firm to be able to efficiently lead their employees. Works Cited Burchell, Brendan, David Ladipo and Frank Wilkinson. Job Insecurity and Work Intensification. London: Routledge, 2002. Draper, Janet and Jim O'Brien. Induction: Fostering Career Development at All Stages. Edinburgh: Dunedin Academic Press, 2006. Smith, Adrian and Ann Langston. Managing Staff in Early Years Settings. London: Routledge, 1999.
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