The pressure placed on them also makes them place intense pressure on the hourly employees, which results in low morale (hourly employees feel like the foremen don’t listen to them, are too harsh, etc.). • The plant is open 24/7 and uses 12 hour shifts, which is problematic. Due to the “strenuous nature of the long shifts”, employees show up late and call in sick often so line foremen constantly have to scramble to find substitutes at the last minute. • If they allow production to drop as a result of these problems, they get to be verbally reprimanded by their managers. Is it any wonder why turnover is a problem?
Workers had no intrinsic motivation to work hard as they were not recognized for their efforts. The workers only chose to work hard when the plant manager was present, so as to avoid negative repercussion (loss of job). Under the director Saliture, the Janesville plant had a completely different work environment. The management team created an environment of positive reinforcement by encouraging associates in being responsible for the plant. Workers were rewarded and recognized for individual, team and plant performance, which allowed for consistent motivation to work hard.
One example was removing supervisors from the areas and introducing team leads since workers felt supervisors simply yelled if a problem came up and didn’t actually investigate the why the problem was occurring. Stayer reached out to a University of Wisconsin professor named Dr. Thayer to help him transition the culture at Johnsonville. First, he determined that performance is the main focal point, and that everything must be done in the best interests of the company and what’s best for the individual. Second, he realized that the role of management is to help subordinates accomplish their objectives, not just their job. Next, he determined how managers’ performance is judged.
To get to the root of the problem Celsey has administered the Job Description Index Survey (JDI) and I have evaluated the findings. I have found most of the employees to be content with the employees they work with and do not feel this is the root of the problems in job performance leading to unhappy customers. My findings of the JDI survey is the employees are feeling bored and finding the stunts they are
(1) Please identify and BRIEFLY explain the challenges faced by Fortune when he assumed his role. These should include but are not limited to the several specific differences in "organizational culture" between HI and RDH (former) management. Please make sure that you include these cultural differences. When Fortune first took over the position as GM of RDH, the biggest challenge in front of him was to transform a large group of relaxed family-based employees, working under an ad-hoc management style, into a professional group of dynamic employees operating within a structured international organizational culture. And in the transform process, there are many other challenges including: • How to get rid of the pervious guanxi networks over the employees and choose the best employees to remain at the hotel and then train them into professional to meet the HI’s world-class standard.
Now add a union environment, no formal training for foremen, no chance of upward mobility, and a lack of communication between management (foremen, general supervisors and area managers), and you end up with a high turnover rate. According to the Plant manager, “Meeting performance goals is the most important duty of a line foreman.” This statement has caused the foreman to only focus on line metrics. Foremen have been threatened with poor performance reviews if production numbers are not met. This behavior has created a hostile work environment and isolated the foremen from the rest of the plant. They feel that their contributions are undervalued and their concerns ignored.
Alan had extremely negative self-talk regarding his performance at work which lead to a very negative atmosphere with his employees. He feels “inadequate” and his employees tend to resent him after the performance interviews. I think that by thinking these negative thoughts they exude into his actions and behaviors. I think his inability to listen is best described by Wood as “Preoccupation” (2013, pg. 150).
Benefits of an Employee Assistance Program (EAP) Josh Read Goldey-Beacom College Benefits of an Employee Assistance Program Research Statement This report will discuss Employee Assistance Programs and their affect in today’s work environment. Purpose The purpose of this report is to enlighten employees and employers of the evolving benefits offered through Employee Assistance Programs and how they relate in productivity in today’s overworked society. Background and Significance Times change, societies change, and life at work changes with it all. The key to survival is adaptation, but with growing demands in job performance and a decrease in job security, it is no wonder why tensions at work are growing. Stress, depression, and anxiety in the workplace, as well as at home, are more predominant than ever (Vesely, 2012, para.4).
WHY SOME TEAMS WORK Teams have been so well studied and that people at so many companies have worked in teams for many years. Managers responsible for team performance often fall into one of two traps. Others think they’re empowering the team by maintaining a hands-off policy. Neither approach works. The manager’s job, writes Hackman in a study on teamwork, is to maintain an appropriate balance of authority between himself and the team.
What makes us angry? A negative of anger is the lack of work you put in. The reason you put less work into your job is because your thinking too much about whatever made you angry. If your boss sees your lack of work, they could fire you. Although anger has its negatives, it also has its positives.