HANDLING THE RELOCATION

A Response to Mr. Oxley's Memo - Handling the Relocation to Madrid, Spain

A Response to Mr. Oxley's Memo - Handling the Relocation to Madrid, Spain

Introduction

The paper will highlight how job satisfaction and motivation can be increased; and how performance can be increased across departments. In addition, the discussion will also highlight the factors to be considered when assembling a "high performance team" in this situation. The discussion will then proceed to give attention to the cultural issues that have to be addressed when dealing with a multicultural work force such as the one at hand. Special attention will be given to ensure that the context of this section is specific to Spain and the EU. Possible blunders to be avoided will be highlighted in this regard. In addition, the discussion will elaborate on the ethical issues the company might face in handling this situation. Lastly, the paper will give regard to the approach through which the employees can be conveyed and convinced of the importance of building and maintaining a sustainable global business.

Discussion & Analyses

Looking to increase job satisfaction means acknowledging the presence of some degree of job satisfaction to start with. Unfortunately, there appears to be little to no job satisfaction in the case of the employees now present in Madrid, Spain. Job satisfaction levels need to be determined before any measures to increase them can be expected to be of relevance (Ashkanasy, Wilderom & Peterson, 2011). A simple well-designed survey should suffice for that purpose. Once satisfaction levels have been monitored, addressing them should be a walk in the park. Some cases may require individual attention while others may be similar; thereby allowing for the development and implementation of programs designed for the specific purpose of addressing employee concerns.

This approach will also help to improve motivation since the employees will realize that the organization values them and their input (Frost, 2005). Motivation levels and job satisfaction go hand in hand; so an increase in one can be expected to have a positive influence on the other - even if not a proportional increase. This can be brought about by addressing low employee job satisfaction levels with intrinsic and extrinsic remuneration.

It merits highlighting that there is very little more than an employee can choose to work for besides intrinsic and/or extrinsic motivational factors. This approach will guarantee an increase in motivation levels and awaken dormant desires to grow in the organization by helping the organization to grow. In addition, it will also make the employees more willing to cooperate with each other in order to meet targets and achieve objectives (House, 2004). However, this may not be as easy as it appears and an increase in performance across departments may require external assistance through programs and events designed to celebrate the employees' increased satisfaction levels while enabling them to communicate amongst each other and break the ice. Unexpected social groups may form in the organization at this point. These groups will contain members from different backgrounds that ...