Case Study: Azah Technologies SB

Executive Summary:

This report explores the operational challenges faced by Azah Technologies SB$,$ a notable entity in the technology sector. The focus is on the company's difficulties with Key Performance Indicator $($KPI$)$ implementation, prevalent human resource issues, and the intricacies of maintaining a high$-$performance work system $($HPWS$)$ in a global business environment.

Introduction to Azah Technologies SB:

As a multinational firm in the software development and digital solutions arena, Azah Technologies SB has been at the forefront of innovation. However, recent hurdles in operational and human resource aspects have marked a significant challenge in its path to continued success and employee satisfaction.

Section $1$: KPI Misapplication at Azah Technologies SB

The sales department's emphasis on short$-$term targets led to a neglect of long$-$term strategies and client relationships, a typical KPI misapplication. The R&D team, evaluated on the number of patents filed, lost focus on the quality of innovation, leading to decreased motivation. In customer service, prioritizing call handling times over customer satisfaction and issue resolution compromised service effectiveness. Furthermore, KPIs based on individual performance contradicted the company$$s value of teamwork, creating a competitive rather than collaborative environment.

Section $2$: Human Resource Challenges

Azah Technologies SB$\text{'}$s expansion into diverse markets brought challenges in integrating various cultural values. Rapid growth led to communication breakdowns, making employees feel disconnected and undervalued. The competitive tech industry landscape posed significant talent retention challenges, especially among skilled employees, leading to high turnover rates.

Section $3$: HPWS and Performance Balancing

The introduction of decision$-$making autonomy was meant to encourage innovation but posed challenges in aligning with the company$$s overall objectives. While continuous training programs were implemented, assessing their direct impact on individual performance was complex. The overhaul of the performance management system, incorporating peer reviews and self$-$assessments, provided a more holistic view of employee performance but needed a balance with quantitative metrics.

Question $1(30$ marks$)$

KPIs $($Key Performance Indicators$)$ should be one of the important measures used by$.$ However, these well$-$intended KPIs can harm the companies if it wrongly applies to certain occasions. Discuss FOUR $(4)$ common mistakes when the companies applying certain KPIs to their employees.

Question $2(30$ marks$)$

Companies in the global business may fail to achieve its short term and long$-$term goals because of different reasons. Describe and define THREE $(3)$ Common issues raised in human resource departments.