Simard assumed that the removal of the time clocks would demonstrate management’s trust in the employees to be truthful about their time worked. Simard also assumed that in return for this newly appointed trust, the employees would demonstrate stronger work ethics and respect their managers. Two months after the removal of the time clocks, Simard started to notice some problems. Employees began abusing the new freedom and the level of absence increased. Contrary to what Simard assumed would happen, production began to diminish due to absenteeism.
Negotiations on a new contract During the two year gap the company found that the poor oven quality was on a rise and felt that the testers weren’t doing their job. The company should have provided more training. The job performance is an issue that HR professionals/managers should have tackled to change the productivity of the employee. It is obvious there weren’t any documentation noted on the testers evaluation on how well they are performing on the job. Instead of renewing the contract the issue of productivity and quality should have been put on the table.
Employers had no compassion or empathy for their workers who slaved away in their factories. Because immigrant labor was cheap, it was often exploited by the employer. Workers tried to better the situation by unionizing and have a show of strength with the numbers of workers. The big businesses, used government support to suppress the organization of strikes or work revolts. However, when unions rised up and demanded fair wages, employers would have to consider these demands and negotiations would have to take place.
I enjoy going to places like Chik Fil A because the services and the people there are so friendly and therefore I could go there every day if possible. I also feel that when a person likes their job it shows in how they treat the customers. If they love their jobs, when the customers complain they try to fix the problem and not have an attitude. When the company is good to them they act differently because they want to keep their jobs. I have seen an employee get sent home in middle of their shift because several customers complained about the service they had gotten and it was because the person was upset they did not get the raise they thought they should have gotten.
Being paid is normally for a job, i.e. after a week of work in an office, you will get your weekly pay. Therefore, every participant feels guilty withdrawing the experiment. The idea of paying the participants upfront motivates and engages the participant to be the best they can be. The psychological tension could be the internal conflict of the participant as they argue against their feelings and the reality and what they were told to do.
Nadic Construction Case Analysis Nadic Construction Company was a family-owned mechanical subcontractor business and although the gross profit had increased sharply, the profit as a percentage of sales declined drastically. Project managers are expected to report into Nadic Jr. the company president. However, due to his regular absence from work each month, project managers are seen making their own decisions and in constant struggle for power. The estimating department is controlled by one individual John and the assigned project manager is expected to manage the effort within the estimates and required to provide feedback on standards. This seldom happens as there is a perception that by helping John, he may be next in line for an executive promotion.
Case Analysis – Employee Dissatisfaction- Unit 5 Calette Williams GB520 Strategic Human Resource Management April 16, 2013 Professor Steven Cates Case Analysis – Employee Dissatisfaction Introduction The purpose of this paper is to explain the strategies used by U.S. Companies today to keep them union-free and also explain why it is critical to the success of an organization in meeting its goals and mission. Statement of the Problem(s): Most of the line foremen employed at Lima were manufacturing foreman with degrees. Successful managers were promoted but the backfill to Formen resulted in undereducated candidate pool so management wanted to overhaul the candidate pool by bringing in more qualified external candidates (Skinner & Beckham, 2008). Summary of the Facts: Formen for the Lima Tire plant had a very stressful job dealing with the frequent pull from different sides of upper management, often receiving verbal abuses and strict punishments for not meeting goals. Formen were also responsible for adhering and following unions policies and procedures.
Although Cisco had decentralized, most of the company’s functional areas still remained centralized. Compared to many start-up companies that decentralized too quickly, Cisco benefit a lot from the advantages of scale and control associated with a centralized organization. 3.Dependence on outsourcing The company outsourced many manufacturing activities, because investments in some activities generated lower returns relative to Cisco’s core business. Cisco’s capability in effective acquisitions 1.Employee retention Cisco went to great effort to retain the employees of acquired companies since they were critical to the success of the acquisition and succeeded to some extent. As we know, people don’t like changes, especially the ones they can’t predict.
I feel lack of proper management is causing most of the issues at the tire company. Foreman’s top priority in a day is to start the production line in the morning; if we have so many unhappy Foremen in a company then it is logical to see issues like low quality out of the production line or improper usage of the lines which might reduce in productivity. Exhibit 5 states one of the primary reasons of job satisfaction for the employees was not because the employees were lazy; employees were upset because they could not get the job done as they had no proper training. I recommend the Top Management at Lima should realize their drawbacks and make sure proper human training is provided to the employees. The company will automatically see reduction in attrition and increase in productivity, and they can follow positive KITA by rewarding the employees with annual or semi-annual incentives.
Major findings from this study include: * Problem Statement The Silver Star Corporation recently implemented an employee incentive plan for all its employees. In this plan, departments who kept expenses down and within their allocated budget for the entire fiscal year were rewarded with gift cards, bonuses, and even weekend trips. Despite high hopes for the success of the program, management was met with mixed reactions. Although some employees were excited about the program and eager to comply, others felt that the plan demonstrated how out of touch management was with the employees’ needs. In trying to discover the reason why some employees were unhappy