Treadway Case

An evaluation of actions taken in the case to address the problem: Reasons why Maricopa County should terminate Jorgensen, 1.The workload imposed upon the Automotive Repair division had increased dramatically in the past year and would continue to do so in the future; 2. A temporary or on-call person could not fill the position of Auto­ motive Mechanic II because of the high cost of training and lost productivity. Also, temporary employees can only work up to 90 days and qualified mechanics who are willing to work on a temporary basis are extremely hard to find;3.The staff level "in the division was insufficient to keep up with the work load demand created due to Jorgenson 's absence;4. There were no vacant positions within the department for which Kenneth Jorgenson was qualified (Employment Relations ADA Concerns are Heavy Lifting an Essential Job Function?)

Csikszentmihalyi discusses a study he and his students conducted on employees of a factory that assembled railroad cars. Csikszentmihalyi goes on to describe the workplace as “a huge dirty hanger where one could hardly hear a word because of the constant noise” (545). The general morale and attitude of the employees

Developing work attitudes is by reducing imprudence that was between the hourly workers and their mangers and increasing job satisfaction and organizational commitment. It is clear that workers at this motor company have the lowest job satisfaction in order of various negative influences that impact their life. First, mangers at this company did not treat their employees as a human, they treat them as machines, that should rich the demand by the end of the day, and called them by numbers not their name. Second, workers have intrinsic value, extrinsic value, and ethical values that ford would not respect. Third, Stressful work without any reward and the work environment that was not save, clean, or regulated at the plant. Finally, week bonds between mangers and workers that create week work energy and losing trust between employees as results the work has turned down frequently. In addition, at Ford Motor Company the physical and psychological

You have recently been hired as the HR manager responsible for two separate Ontario locations belonging to Wilson Brothers Limited. You have been asked by the HR Director at the head office in Brandon, Manitoba, to quickly provide a report on any initial HR issues related to Recruitment and Selection, Compensation and Benefits, Health and Safety, Training and Development and Labour and Employee Relations that are affecting or will affect the Cambridge operation and the new plant in Scarborough. The HR Director has made it very clear that Wilson Brothers would like both the Cambridge location and the new plant in Scarborough to remain union-free and are willing to offer very competitive wages and benefits

Hinrichs’s active management of change within the factory and focus on worker satisfaction and buy-in resulted in a lot of small victories that he used to win over the workforce’s trust and respect. In the process, Hinrichs transformed the plant from one that was resistant to change to one that embraced and was excited for change.

According to AS 3, Paragraph A8 “good audit documentation improves the quality of the work performed in many ways, including, for example:

A service company that was contracted by Air Jamaica to handle baggage and cargo for the airline, the owners of this company were transactional, they didn’t believe in empowering workers, as a matter of fact they made it quite clear that it as there way or the high way, and they would regularly fire whole shifts and teams of workers, to get rid of one trouble maker, the message became clearly emblazoned in my mind do not rock the boat, don’t speak out in meetings especially when they ask for your opinion.

At Empire, Inc., the turnover rate is very high among assembly workers. Supervisors in the production department have indicated to the personnel department that they do not have time to conduct a supervisory interview with the large number of applicants that are processed to fill assembly-line openings. As a result, the personnel department’s employment specialists make the final hiring decisions.

One of the valued but demanding customer, who had considered Engstrom as a certified supplier, was requesting a large order but Engstrom was unable to deliver on time due to the low productivity problem. The plant manager along with his assistant were already dealing with the troubling numbers when this happened. While the task was a tough bone and not easy to tackle, and there were a lot of factors needed to be taken in to consideration. The leadership started to analyze and break down the main causations other than the overall economic trend that dragged the company into the turmoil, as it turned out, it was the low, frustrated employee morale and diminished work satisfaction.

Referring to the section under “The Transition”, Stayer asked his employees what the ends are for the employee’s work, with the most common responses being job security, compensation and rewarding job, Stayer comes to notice that all these ends revolve around performance (Roberts, 1993, p. 6). If the workers maintain a high performance, resulting in higher customer satisfaction, then there will be a less likely chance of contract cancellation. Therefore lowering the issue of the thirty day contract cancellation, forcing Johnsonville Sausage Company to let go its workers. Compensation will also increase due to performance of workers. Johnsonville has the Capital Expansion Plan with a twenty-five percent increase. This acceptance of the Palmer Sausage Offer will create more hours for the employees and increase job responsibilities for most, which was a problem for workers who did not receive an increase due to lack of responsibilities (p. 11). This reflects Johnsonville Sausage Company's strong culture, where they highly value employees obtaining more responsibilities in their work environment (Robbins et all, p,

The solution to the problem in this case is to develop a strategic plan that will modify the employee behavior, redefine the roles and responsibilities of management, and manage the organizational culture while reducing production costs and gaining a competitive advantage. The solution will require management to examine and modify the current leadership style. In addition, management should address the issue of valence within the motivation equation and establish well-defined goals that will enhance the employee’s perception of their role within the organization. Reformation to the overall morale and culture is critical in order to terminate the work stoppage, reduce costs, and get the shipments back on schedule.

Chuck is the plant manager for the aluminum siding product line. Just like Betty, he has no college education but has had fifteen prior years of management experience. So far, he has been managing the plant for four years. He is responsible of overseeing twenty people within the plant. He has appointed two of his most capable employees to maintain the equipment since the equipment manufacturer has gone out of business. The other eighteen employees have remained on the shop floor to carry out the manufacturing duties. One major problem within this plant is employee retention. The average employee works at the company for about three years and later seeks a similar job elsewhere that pays higher wages. Employees are stating that the working conditions are poor, there is a lack of pay incentives, and rumors have been spreading that the plant may be sold in order to improve the company’s financial standing. As a manager, Chuck is not aware of the issues that employees are bringing up to the COO. It is also stated that Chuck does not seem to interact with his employees. The only time he does so is when they have a problem. In addition, the production goals are not being met and while he keeps requesting new equipment the company keeps struggling financially.

(Sniderman, Bulmash, Nelson & Quick, 2007) Employees in Wal-Mart are disengaged because there are four different types of behavioural responses. The first response is ‘exit’. Most of the people that started working in Wal-Mart at the same time as Claude chose to leave within a year. Apparently, high turnover rates existed in Wal-Mart. Secondly, increased voice, Claude’s co-workers became very vocal and increased their voice by complaining to each other about shifts, management and procedures. Thirdly is a sense of decreased loyalty. Claude and his co-workers reduced their involvement within the work setting. They started to think how much Wal-Mart is worth to them. And finally, a sense of increased neglect develops. Claude began to diminish his level of effort. He didn’t want to ‘go the extra mile’ anymore because his manager’s apathetic attitude. These outcomes definitely caused negative impact on productivity, not to mention resulted in lowering the level of employee’s motivation.

All over the globe retaining employees is a most critical factor for the organisations. High employee turnover is more common in private sector as compared to public. In construction industry, to reduce employee turnover and to improve the productivity of an organisation, organisations have to be aware of the reasons why an employees quit the organisation?. Employee turnover can be explained as the expenses, in term of money, time, and quality of work, that an organisation bear while replacing an employee. If an organisation fails to satisfy the needs of its employees then it is obvious that the employees will look forward to fulfill their necessities. This chapter discuss the reasons why employees quit their jobs.

This case study is about B.R.Richardson Timber Products Corporation a lamination plant located in Papoose, Oregon. Part of the management team determined that there was a need for change in the organization and decided to reach out to Jack Lawler a management trainer and consultant for help. The issues which needed to be addressed were the low morale in the plant, the authoritative plant manager, and the fact that there was a resent fatality in the plant. Bowman was in charge of industrial relations at the plant and felt that a motivation course was needed.