Treadway Companys Low Morale and High Employee Turnover

NB: We do not resell your papers. Upon ordering, we do an original paper exclusively for you.

NB: All your data is kept safe from the public.

Introduction

One of the central problems experienced by the Lima plant is its high turnover rates. As one of the biggest and most ambitious plants of the Treadway company, it is especially important to ensure that the factory is able to work at its best capacity. As outlined in the case study, the issues of low morale and high employee turnover, especially in the line foreman position. After evaluating the conditions of the plant and its employees, several key concerns were identified, including a lack of training for new hires, high tension between the salaried and hourly workers, and unsatisfactory work conditions. For the purposes of this work, all of the aforementioned problems will be discussed in the context of organizational improvement. First, each of the issues will be covered separately. Then, it will become possible to discuss the solutions that are most appropriate for the case and make an informed recommendation.

Central Problems

Lack of Proper Training

One of the central issues that influence the work of line foremen is a lack of systematized and proper job training. Without training, new hires are not fully aware of all the responsibilities they have, and the proper ways of navigating them. Because of their inability to adapt to the work environment effectively, most workers either fail to meet their quotas, establish productive relationships with their subordinates, or organize an effective work process. In addition, a lack of training disallows the line foremen from advancing up the corporate ladder.

Long Work Hours

Current foremens work hours are a problem that has not been given much attention. Despite that, the issue appears to be exacerbating other existing issues within the plant and making the work of these professionals much more difficult. Having a long list of tasks and responsibilities to take care of, foremen experience a high level of stress and pressure. Throughout a 12-hour shift, they need to monitor the work of others, direct maintenance work, manage various paperwork, and handle any potential disputes. This type of work becomes more arduous to complete, especially when each foreman has to cover for the mistakes of those before them. In addition, the foremen are punished for not meeting quotas. The choice of adhering to a 12-hour schedule and constant operation was made in order to save costs and utilize a smaller amount of workers.

Poor Communication and a Sense of Disconnection

As noted by the plant manager and other management workers, the line foremen find themselves on the lower end of the workplace hierarchy. They do not have sufficient authority to command the hourly employees, who have the protection of their union. Similarly, they are also put into a position of high demand and responsibility. The combination of these factors makes conflict with their subordinates and stress more prominent.

Lack of Internal Incentives and Promotion

According to the case study, the plant management has made a decision to increase the number of outside hires, using university and college graduates for their line foremen positions much more often than before. In the past, an overwhelming majority of the foremen were those who had shown the drive and a desire to be promoted. In addition, even the individuals within the foreman position rarely see promotions or any form of career advancement. The plant does not open new positions, instead relying on retirements and firings. As a result, there is no incentive for foremen to improve or increase their competency.

Potential Courses of Action

A number of activities and solutions must be introduced collectively. For the purposes of building a sense of community within the organization, the number of team-building, and outside-of-work activities must be increased. This can include café outings, common entertainment locations in the area, and other places that are suitable for many people. This approach would allow line foremen to become closer to other employees and understand them better.

Another potential avenue for change is creating new positions inside the organization that would alleviate some of the workload of the line foremen. The new position can be staffed by the most ambitious line workers, as a way to encourage upward momentum within the organization while also addressing the problem of foremen performance. Smaller changes, such as adjusting the shift duration, increasing the amount of in-organization promotions, and introducing better training programs for the professionals must also be used.

Conclusion

Considering the specific conditions of the plant and the needs of its leadership, it is necessary to improve the competency of line foremen first. By allowing more qualified workers to occupy positions of power, the amount of turnover will be decreased. Education and training will alleviate some of the stress and tensions felt by the foremen, making them better professionals and more likely to keep working in the organization. In addition, more opportunities for vertical growth should be created, as a tool for improving loyalty (Lewicka et al., 2018). In particular, opening new positions up for aspiring foremen and creating a quota for promotions of both in-organization and graduate workers can be effective.

References

Lewicka, D., Aldona, A., Morrow, D., & Gorka, J. (2018). The effect of job characteristics on employee loyalty: The mediation role of vertical trust and perceived supervisory support. Marketing and Management of Innovations, (2), 168-185. Web.

Click Here To Order Now!