Case Study Of Banga Zynga

1037 Words 4 Pages
Case Brief #1 : BA-Zynga! Zynga faces trouble in Farmville

To limit the potential loss of a large number of talented employees, I would first increase employee engagement. First, I would recruit and train managers on how to create employee engagement. According to the textbook, employee engagement is a “combination of job satisfaction, ability and a willingness to perform for the organization at a high level and over an extended period of time” (Lussier and Hendon 6). The employees at Zynga are working long hours and are stressed due to the work environment. If the employees are not satisfied where they they are working, then productivity will be low and if they decide to leave, it will cost the company thousands of dollars. According
…show more content…
Pincus, the CEO. Going off on the employees is not going to make them work faster. It will only create a stressful environment and will cause productivity to decrease. As the book states, “the success depends on the health and strength of its culture” (59). Culture consists of the behavior of the employees and how they do the things the way they do and why. The way a person behaves reveals what they value and think. The loud outbursts reveal how infuriated Mr. Pincus becomes, but that is not the way to solve a problem. Problems can be discussed in a tranquil manner. It seems that Mr. Pincus has no empathy towards his employees. According to the case, he gives stressful deadlines and the work environment is so tense that an employee broke down. If I was a senior director or manager, I would discuss with the other senior managers with what should be done. If this kind of behavior continues, then employees will feel uncomfortable in the organization and will leave. Also, it is possible that if the managers start displaying this kind of behavior and this will lead to employees being dissatisfied with their …show more content…
However, I don’t think that poor performers should receive “the boot.” Before they are fired, the poor performers should be given an annual performance review. That way, they know what they are doing wrong and will have the opportunity to improve. If they still don’t improve, then the manager should meet with the employees and explain what is expected of them and discuss why they are not able to accomplish their tasks. If the company boots every poor performer without evaluating if they can improve, then the company will face costs of recruiting and training people. Studies like SHMR forecast that to replace a salaried employee, it can cost up to nine months salary. In the lecture, we discussed how firing employees costs more money than placing the employee into a program such as training. One thing that can prevent poor employee performance is if the the employee has a good relationship with the manager. If the manager has good human relation skills, then the employee will be able to develop a strong connection not only with his manager, but also with other

Related Documents

Related Topics