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Conclusion

From the interview with Abrahams, Davidson and Co., thecompany’s human resource methods on how it handles itsemployees and motivate them could be studied. Under staf 

management, recruiting techniques, selection techniques,orientation and socialiation, training and development,per!ormance management, "e#ibility and wor$%li!e balance,promotions and bene&ts, and retention and turnover are analysed.

'mployees’ motivation could be afected by several !actors such asclarity o! (ob scope, compensation !or overtime, goal%reachingrewards, responsibility and leadership and wor$place environment.

)owever, there are contradicting remar$s !rom the interview thatcan cause a limitation to the study. *’m not really sure how to put

this in, but i! we are including the interview questions in the reportmaybe we can number all the questions !or easy re!erence, i! not+something li$e this- 

Case /

Does the &rm provide training !or new or e#isting employees, orare they e#pected to have the s$ills upon employment

0oth new and e#isting employees, training such as company’ssystem training and wor$"ow training as well as attendcon!erences and course such as managerial 1A and secretarialcourse.

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Are e#isting and long%time employees given theopportunity4allowed to go training to !urther their career

5o.

Case 6

Are your employees given a clear idea4set o! goals that they$now they must achieve, either to meet their targets or bepromoted

5o. 0ut only senior legal secretaries are given target !rom their

billing and this is counted towards their bonus remuneration.

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)ow do you $eep employees !or being interested in the wor$that they are assign to )ow do you $now that their interest isnot !ading

'mployees in this &rm are usually aware o! their (ob scope,there!ore they always do their best !or the wor$ they assign to,accurate and in timely manner. 5one have shown anyuninterested sign so !ar.

5evertheless, there are some improvements that can be made sothat the &rm can be more e7cient in managing its staf andmotivating its employees such as allowing "e#ible wor$ing hours,giving compensation !or overtime, as$ !eedbac$s !rom employees,

compliment its employees and carry out per!ormance appraisalsmore !requently.

8ecommendations

A) Flexitime

Flexitime or flexible working hours allow workers to come to work depending

on their time preference as long as they meet the minimum working hour 

requirement, for example, 7 hours per day if they do not need to attend

meetings or appointments. Currently, the company only allows its staff to goout during working hours if urgent matters arise. Flexible working hours can

 be conenient for workers that need to send or fetch their children to or from

school if the time clashes with their normal working hours. !oweer, there

should be a set of rules for the employees if the company opts to hae this

system. "hroughout the company#s opening hours, for example, $ a.m. to %

 p.m. there should be adequate staff to ensure the company#s work is

 progressing according to schedule and there are staff aailable to tend to

clients. Also, there should be a limit to how many employees are allowed to go

out of the company at one time within the usual working hours.

&) Compensations for oertime

According to the interiew, employees of Abrahams, 'aidson and Co. are not

gien any sort of compensation if they are required to do oertime. "his will

result in unhappiness of the workers and may affect their work performance as

they lose their personal time to be with family or do sports (ust to do extra

work without pay. "o encourage the staff to do their best, the company could

 pay them or for the number of hours they do oertime, it can be accumulated

and considered as a day of leae.

C) Ask feedbacks from employees

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From the data collected, the company has neer asked their employees for any

feedbacks such as suggestions and improements that should be made for the

company to perform better. "he company should constantly ask feedbacks

from the staff and consider them so that the company can achiee its goals

efficiently and effectiely. "his is because the workers are the ones that deal

with problems and issues within the company so their feedbacks are of greatalue. Any problems that arise along the way would be handled in a better and

faster way too.

') Compliments for all employees

"he company does not practice complimenting its workers, except the human

resource manager if they hae accomplished any of the law firm#s goals.

According to aslow#s theory, employees# self*esteems can be improed by

compliments from employers and could help enhance the spirit of working for 

these employees. At the same time, it can increase competition among

employees and therefore, increasing their productiity. !ence, the company

should always compliment and gie positie encouragements to all of itsemployees.

+) Frequent performance appraisal

&ased from the interiew, it is found that the company does performance

appraisals only once a year. "his may be insufficient because within a period

of twele months, it is possible and easy for the workers to slack off and only

start being hardworking when it#s close to employees# reiew time. "o ensure

the workers are constantly motiated to work hard, performance reiew should

 be done monthly to ensure the workers are continuously determined to

 produce their best. For employees that are performing well, the company can

reward them, for example, with money.