Sprint Risk Assessment
Sprint is deemed to experience a number of challenges in the event they initiate a program to compensate part-time workers the same benefits with their counterpart full time workers. The risks that are more likely to occur at this point include increased overhead costs and poor quality products. This may be attributed to free-riding effects created by uncompetitive workforce. Full-time employees and management are also likely to request for the review of the benefit and remuneration package for the sole reason that casual laborers have been considered for the same packages. This creates a situation where solving one solution leads to emergence of several disputes with employees working in the same environment.This brings in a notion and idea of theory X and theory Y coming into play. Theory X portrays employees as being naturally unmotivated. This means that they dislike work and must be pushed to perform their duties. Thus, the management must use force to ensure that the work is done on time and in the right manner. Authority and power is concentrated at the top most level of management. This is to avoid the negative effects of excess delegation that may cost the entity its business.Theory Y on the other hand holds a diverse approach and perception to labor. First, it considered management as a shared responsibility between the workers and owners of bosses. This means that success is derived through corporation and participation from all sectors in the entire firm. Thus, workers’ motivation comes from their daily duties and service to clients. Each and every person within the business entity is determined to meet his or her goals within the stipulated period(Health and Safety Executive, 2016).
Sprint does not have a structured change management process thus some challenges are deemed to arise when integrating the new initiative into the system. Employee’s motivation and training appears at the lower edge in the firm due to lack of good management and provision of the right policies. If the new process is incorporatedand approved by the entity, the following risks will come about. First, the entity will have to increase the cost of training as more and more employees need to go through the process to sharpen up their skills. At the moment, the entity is not prepared for these costs which might affect sales and productivity amongst permanent workers. The moment workers develop a negative attitude towards an entity, they tend to experience lowered motivation hence withdrawing their commitment to their duties. With low commitment, quality of services as well as goods offered to client is affected and unlikely to meet their expectations. Workers motivation is a key ingredient to success as provided my Maslow hierarchy of needs. Workers are motivated when they can meet their daily needs. Maslow therefore provided the hierarchy of needs that each and every worker conforms to. These needs include self-actualization, esteem, social, safety and basic needs. The above list follows a chronological process from top to bottom respectively. Those people at the lower level, that is, the basic need category, work to meet daily expenses for food and clothing’s (Kendra Cherry, 2016).
Plan to overcome these Risks
To be on the safe side, sprint needs to execute the following plan in its informal setup. The reason for the consideration of new plans in the informal sector is because the entity lacks formal infrastructures through which workers can negotiate for their dues. The plan follows the following steps.
1. Evaluate the organization labor resource needs and loopholes hitherto.
2. Develop policies to guide non-permanent workers who are part and parcel of the greater community in their working.
3. Develop a training program for these workers so as they perform to their level best.
4. Initiate programs to absorb non-permanent group.
The plan above is less likely to create new conflicts rather solve the current stalemate in a gradual process. The process is such that all individuals and employees derive motivation from working and delivering the services.The incentive theory supports the claim in a number of ways. First, it states that workers derive their motivation and dedication to their duties through external rewards. This means that most of the casual laborers are concerned about their daily compensation more than any other thing from the company. The moment these workers are assured of a favorable package; they commit themselves fully to service delivery. It indicates that the entity has to find ways of motivating individuals at the same time avoiding disruption of services through eruption of conflicts. The conflicting values here are to have non-permanent workers entitled to their benefits and maintaining the terms and conditions of permanent workers. Some managers as well as employees are not likely to accept or buy this idea because it is determined to equalize payment as well as benefits(Knies, Leisink, & Thijssen, 2014). Therefore, there is need for prior preparation to counteract conflict and misunderstanding that will arise immediately the entity implement the strategy. Sprint will therefore gain a lot in the event it actualizes the process.
Health and Safety Executive. (2016, March 13). Example risk assessment for a convenience store/newsagent. Retrieved from http://www.hse.gov.uk/risk/casestudies/newsagent.htm
Kendra Cherry. (2016, May 4). 6 Key Ideas Behind Theories of Motivation. Retrieved from https://www.verywell.com/theories-of-motivation-2795720
Knies, E., Leisink, P., & Thijssen, J. (2014). The Role of Line Managers in Motivation of Older Workers. Aging Workers and the Employee-Employer Relationship, 22(3), 73-86. doi:10.1007/978-3-319-08007-9_5