Analyzing HR Strategies for Employee Retention and Management at Zynga

This assignment analyzes human resource management strategies at Zynga, focusing on employee retention following the company's IPO. The author, assuming the role of a new HR director, proposes reducing working hours and offering overtime pay to address employee concerns. The solution emphasizes improving management-employee relationships and suggests incentives like promoting high performers. The assignment also addresses the need for leadership coaching for Mr. Pincus, focusing on improving his management style. The author disagrees with solely using cash and stock rewards for top performers and 'the boot' for poor performers, suggesting training and encouragement for underperforming employees. The solution references various HR management resources to support the arguments.

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Imagine you are the new HR director at Zynga. What do you think you might do in this
situation to limit the potential loss of a large number of very talented employees?
If I were the new HR director at Zynga, I would first make sure the number of working
hours to the employees is reduced. This is because the majority of employees are complaining of
long working hours with an increase in a pay rise. The better way to make sure employee’s
works for long hours without complaining is through paying them for working overtime. By
paying them if they work overtime means they would not complain, in some cases, let the
working overtime be optional for any employees (Robert L. Mathis, 2012).
The second way is making sure the way management control the workers in the company
is managed. The relationship between management must be enhanced. In one case the employees
admit that “at times, it was a messy and ruthless war. Employees worked for long hours while
managers relentlessly track[ed] progress, and the weak links [were] demoted or let go.” This
means there was no reasonable relationship between junior employees and management in the
company (Robert L. Mathis, 2012).
Are there any benefits or incentives that you can think of that might make people want to
stay on at Zynga after the IPOS is complete and they can “get their money”?
Paying for extra work
One of the reasons why employees want to quite the company is because of long working
hours. I believe the best incentives to deal with long working hours is the company paying extra
work an employee do. I think the majority of the employee has no problem of working extra

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hours with additional income. Other companies have used this method, and it has worked very
well for the benefit of the company (International Labour Office, 2011).
Promoting well-performing employees
Another incentive method is through helping hardworking workers. By supporting the
hardworking workers, others will get jealous and start working without complaining so that they
can be promoted. Also, this method has worked well in other companies such as Samsung and
Apple.
HR managers frequently have to teach other senior managers how to deal with their
employees better. What do you think you can do about Mr. Pincus? Is there anything you
can do? Can you coach him concerning his management style? Do you think this will be
effective?
I think Mr. Pincus must be trained on how to deal with junior employees in the company.
As some employees explain, Mr. Pincus never knew how to deal with employees politely, and he
needed some training on how to do effectively. Yes, also he is supposed to be coached on his
management leadership style. Management leadership style is a very crucial role which should
be looked on at all the time. I believe after going through the required training and coaching he
will be adequate for the company at long last (Caroselli, 2014).
Do you think that big cash and stock rewards for the top performers and “the boot” for
poor performers is the appropriate way to manage talent in this type of high-tech business?
Why or why not?

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I don’t think the big cash and stock reward for the top performers and the boot for poor
performers is the appropriate way to manage talent. However, to some extent, I agree that top
performers may be rewarded but not with significant cash and stock. This is because paying them
with a large sum of money will lead the company to bankrupts which are very risky at long last.
Poor performers must be trained and encouraged to improve on their outputs lather than being
been laughed at. The best way to get the best out of poor performer is through training and
promoting the worker (David A. Whetten, 2015).

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References
Caroselli, M. (2014). Leadership skills for managers. New York: McGraw Hill Professional.
David A. Whetten, . S. (2015). Developing Management Skills, Global Edition. Harlow, United
Kingdom: Pearson.
International Labour Office. (2011). Decent work for domestic workers. Geneva: Internat.
Labour Office.
Robert L. Mathis, . H. (2012). Human resource management. Boston, MA: Cengage Learning.