Case Study: Riordan Manufacturing Case Study

Case Study: Riordan Manufacturing
This paper is a case study about the management of human resource practices during changes at Riordan Manufacturing, a global plastics company.
# 100178 | 2,310 words | 15 sources | APA | 2007 | US
Published on Dec 18, 2007 in Business (Companies) , Business (Management) , Business (Human Resources)

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This paper explains that Riordan Manufacturing has implemented changes, such as a customer relationship management (CRM) system, servicing customers by a team rather than individual salespeople and a Six Sigma approach to quality, which have resulted in a decline in employee satisfaction, morale and an increase in employee attrition. The author states that the optimal solution for Riordan Manufacturing to attract and retain employees is to offer a variety of compensation and reward benefits to its employees, which will help increase motivation among its radically different employee groups. The paper stresses that, to manage the human side of change and the resistance to this change, leaders must have a clear sense of what the new company vision and goals are and what behaviors employees must exhibit to achieve these goals. The paper includes several tables that present summaries of the paper contents.

Table of Contents:
Situation Analysis
Issue and Opportunity Identification
Stakeholder Perspectives/Ethical Dilemmas
Problem Statement
End-State Vision
Alternative Solutions and Results of Benchmarking Study
Career Development Planning Models
Compensation and Motivation Practices
Impact of Ethics
Elements of an Effective Employee Relations Program
Risk Assessment and Mitigation Techniques
Optimal Solution
Implementation Plan
Evaluation of Results
Table: Issue and Opportunity Identification
Table: Stakeholder Perspectives
Table: Analysis of Alternative Solutions
Table: Risk Assessment and Mitigation Techniques
Table: Optimal Solution Implementation Plan
Table: Evaluation of Results

From the Paper:

"Competing stakeholder values, interests, and rights impact decisions made by the Riordan management team. Shareholders are concerned with protecting the value of their stock and seek a higher return. With company sales lagging projected quotas for several years, shareholders are concerned about the worth of their investments. They do not see value in investing funds for employee rewards to improve retention and morale. Employees are more concerned with job satisfaction, personal opportunity, and compensation."

Sample of Sources Used:

  • Ayers, J. (2003, July 21). Don't get buried in customer data--use it. Retrieved July 13, 2007, from Harvard Business School Web Site:
  • Baruah, S. K. (2006, April 12). U.S. Indian American Chamber of Commerce 2ndAnnual Convention. Retrieved April 1, 2007, from U.S. Department of Commerce Web Site:
  • Best Practices. (n.d.). District manager performance management: recruiting, career path & succession planning. Retrieved July 21, 2007, from!OpenDocument
  • Best Practices. (n.d.). Report Summary: Career Path Definition and Succession Planning.
  • Blanchard, K. (2007). Leading at a higher level: executive book summaries, 29(3), 1-8.

Cite this Case Study:

APA Format

Case Study: Riordan Manufacturing (2007, December 18) Retrieved April 17, 2021, from

MLA Format

"Case Study: Riordan Manufacturing" 18 December 2007. Web. 17 April. 2021. <>