The decrease in employee morale has created a problem for the company and its clients. The quality of services has decreased and the company has received complaints. Poor service and the cost to replace and train new employees is the result of this growing problem. In order to find a solution for the issue, data must be collected from each employee to summarize an opinion of how the employees feel about the company and their jobs. The purpose of the analysis is to lower the cost the company spends on new employees and to decrease the employee turnover rate.
Mean: 2.7 Question 9: The company is good at communicating. Mean: 2.2 Question 10: You do not fear that you will lose your job. Mean: 2.7 Based on the means for the ten quantitative questions from the survey, it is clear that employees feel that the employees of BIMS do not enjoy working for the company, do not enjoy assigned shifts, do not feel as though desired shifts were fulfilled, do not feel well trained for work, do not feel paid fairly, do not feel as though the supervisor treats them fairly, do not feel the supervisor’s boss is treating the division fairly, and most employees do not feel BIMS is good at communicating in general. Based on these results, it is safe to assume that major changes need to be made at BIMS. In closing it is recommended that BIMS begin to work to improve these various areas within the company.
Clear performance expectations are a critical factor in teamwork success. Whether the goal is to develop a project team, departmental team, or a sense of teamwork company-wide, clear performance expectations support teamwork success (Bogardus, 2009). Use clear performance expectations to help your employees develop accountable, productive, meaningful, participatory teamwork. A lack of clear performance expectations is cited as a key contributing factor to employee happiness or unhappiness at work. In a poll about what makes a bad boss bad, the majority of respondents said that their manager did not provide clear direction (Bogardus, 2009).
The more an employee enjoys his or her line of business the more effort he or she will show within great work performance. If an employee does not like his or her career then this can show up negatively as well in his or her work performance. Often times employees might be miserable with his or her job position or obligations and this can also affect one’s attitude concerning his or her position. An employee’s job happiness can also have a unenthusiastic effect on an employee’s personality, and emotions. According to Robbins and Judge (2011), emotions are strong feelings pointed at someone or something.
External recruitment by means of applications and resumes may increase the chances of hiring an individual who does not perform well at the job. However, when employees contact a company on their own, there is an increased chance that the employee will perform better than an employee who has been recruited by college placement services or newspaper ads (Bohlander & Snell, 2007). Employees hired through employee referrals usually perform well at a job. Most employees are very cautious about recommending employees who may not perform well because they understand that it will make them look bad. One of the largest disadvantages of employee referrals is that there is an increased chance that a company may violate Equal Employment Opportunity laws and regulations (Bohlander & Snell, 2007).
Formans held an unfortunate position with the company. Hourly employees and some management disliked them so their isolation accounted for most of the dissatisfaction and turnover within the company (Skinner & Beckham, 2008). Definition: Employee satisfaction is the terminology used to describe whether employees are happy and contented and fulfilling their desires and needs at work. Many measures purport that employee
Karen may have been more upset at herself than her company. At the time she thought money was her main motivator. She came to the realization that out of the three motivators money, recognition, and cause (Gunn and Gullickson, 2007) that her main motivator was recognition. The fact that her main motivator was being fulfilled could be the reason why she undervalued her work and failed to ask for an adequate raise. Another assumption is that women often took jobs for the wrong reasons (Gunn and Gullickson, 2007).
The “us against them” mentality of the bureaucratic structure fostered employee resentment that ruined the core of the company. The employees were working for a paycheck, not for a purpose. The company lacked a clear vision for what was expected of the people that worked there. They also lacked a leadership structure that empowered the work force to feel like they were contributing to the success (or failure) of the organization. If leaders are meant to lead by example we can make some
One being there is a high rate of turnover in the boardroom at the Red Cross. Because of this executive turnover, the organizations ability to carry out federal mandate has significantly weakened. With the rate of high turnover from the top, how can American Red Cross expect to succeed? The American Red Cross needs a good navigator, a visionary, who can not only see the organization today but years from today. Employees need to be able to trust and have faith in their leaders.
They were not living up to the demand for their services, and had technology systems that were outdated. When management dove into these problems they also found out they were lacking in the areas of diversification and integration. In addition, the morale of their employees was in the dumps and they were losing money. These problems can clearly relate to one another and using the 7-S model will make connections between these factors and how they interact with one another (Palmer, Dunford, Akin 2009). When examining the problems at hand, it becomes clear that Boeing should focus on structure.