Presentation is loading. Please wait.

Presentation is loading. Please wait.

The Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plant Team 4 Eric Gomez, Rokas Cepulis, Damien Brenard, Clayton Lassiter,

Similar presentations


Presentation on theme: "The Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plant Team 4 Eric Gomez, Rokas Cepulis, Damien Brenard, Clayton Lassiter,"— Presentation transcript:

1 The Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plant
Team 4 Eric Gomez, Rokas Cepulis, Damien Brenard, Clayton Lassiter, Tania Sepulveda Clayton

2 Background The Treadway Tire Co. is a supplier of tires to major car companies like Ford, GM, Chrysler. They have almost 9,000 employees in North America Treadway Tire Company only has one current operating manufacturing plant in North America Located in Lima, Ohio There was a second plant in Greenville, SC which closed in 2006 due to financial reasons Clayton

3 The Problem High Turnover
Out of a total of 50 foreman, 23 had turn over in 2007 Turnover rate was higher at the Lima plant than any other plant in the division Rising cost of raw materials Price of oil went from $25/barrel in 2003 to $92 in 2007 Raw materials represent 55% of the cost to produce a tire Damien

4 Taking Action Transferred Ashley Wall, Director of human Resources to the Lima plant Main priority was lower the high turnover rate and job dissatisfaction Lima plant could be Treadway’s #1 plant in productivity and low cost producer in North America Eric

5 Underlying Cause Morale issues Job dissatisfaction
Lack of communication Lack of management’s support Lack of authority Tongue lashing Rokas

6 Specific Issues at the Plant
Work overload Working 12 hours shifts with 2 breaks per shift and 30 min. for meals Too much on foremen’s plate Foremen do not get along with the hourly employees Poor training No social interaction Tania

7 EVLN Model The EVLN model identifies four ways that employees respond to dissatisfaction Exit the dissatisfying situation Change rather than escape the dissatisfying situation Patiently wait for the dissatisfying situation to get resolved Disregard work and reduce work effort Tania

8 Stress “…let them know who is boss” Strenuous 12 hour shifts
“Sink or swim” attitude toward new foremen “…let them know who is boss” Strenuous 12 hour shifts Various responsibilities and duties According to personnel manager Robert Henry They let new foremen to either sink or swim They don’t know how to manage a dispute/ know less legal rights than the unionized workers According to GS Herb Adams “Let them know who is boss” Various responsibilities and duties Scramble for last-minute substitute workers and assign them spontaneously to appropriate tasks In charge of maintaining strict safety and health standards Investigating any violations Manage union and administrative procedures At the end of each shift foremen complete various administrative duties, including scheduling hourly workers, approving vacation requests, checking time sheets, and solving payroll issues CONTRADICTION: Foremen are being told to be the boss but not told HOW TO. This creates stress and confusion when huge workloads are presented

9 General Adaptation Syndrome
Coping options: flight or fight Fight  Job dissatisfaction, lower organizational commitment, poor decision making, aggressive behavior Flight  absenteeism and leaving the job (turnover) Job dissatisfaction increases with high levels of stress thus making it hard to stay committed to the company

10 Organizational Commitment
Employees are identified, involved, and engaged with the organization. Emotional attachment starts to settle in. “Feeling of Loyalty” Eric

11 Building Organizational Commitment
Justice and Support Ex. Holding management accountable Employee Involvement Eric

12 Emotional intelligence
Emotion has an important effect at work. Can significantly improve effectiveness. Self-awareness and Self-management. Foremen need emotional intelligence while talking to their workers.

13 Improve emotional intelligence
Part of emotional intelligence is genetic. Company sometimes apply training programs. Personal coaching, monitoring programs, and current feedback. “Us” versus “Them”

14 Solutions to the Case New training program for Foreman
Shift Changes Changing work shifts from 12 hours to 8 hours New training program for Foreman Help foreman be adequately trained for the skills necessary for the job Plant Advisory Board Would include hourly wage workers, foreman, and executives Put more responsibilities on upper level managers Unnecessary paperwork Health and Safety regulations Negotiations with the Union Clayton

15 “…it’s a jungle in here.”
Rokas

16 Bibliography David G. Myers. Image exploring psychology 7th edition page 398 Michael O’Malley Ph.D. Creating Commitment: How to Attract and Retain Talented Employees by Building Relationships that Last. Skinner, Wickham and Beckham, Heather. The Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plant. L. McShane, Steve and Von Glinow, Mary Ann. Organizational Behavior. 2nd edition


Download ppt "The Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plant Team 4 Eric Gomez, Rokas Cepulis, Damien Brenard, Clayton Lassiter,"

Similar presentations


Ads by Google