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Problem identification

Problem identification

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Published by Piyush Saha

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Published by: Piyush Saha on Apr 12, 2011
Copyright:Attribution Non-commercial

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03/06/2013

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 Problem identification
y
 
This case revolves around Ashley Wall who had been transferred to LIMATIRE plant as the Director of Human Resources.She was a seasoned humanresources professional with over 10 years of experience at Treadway.
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This case study is about job dissatisfaction and its high turnover rate. Manyindividuals were highly dissatisfied with how they were treated at aTreadway Tire Company.
y
 
Ashley Wall aimed at cutting overall costs and improve productivity at theplant by reducing turnover.
A
nalysis
y
 
Treadway Tires high turnover rate is an example of systematicfailure. The system in place does not reward or promote hardworking foremen. Additionally, the work environment is so horriblethat it reinforces such high turnover rate.The major problems were due to:1.
 
Lack of Authority to line foreman2.
 
Lack of training3.
 
Overall performance measurement was informal4.
 
Demanding approach of supervisor.5.
 
Focus more on cost effectiveness than on employee satisfaction.6.
 
Management not understanding the unforeseen circumstances7.
 
Senior junior relationship/ communication gap
 
 
8.
 
Hiring strategy
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The line foreman lack the proper training needed to excel and theyhave a horrible relationship with their direct superior.There are two reasons why many line foreman ended up leaving thecompany:
1)
they didnt have the proper training to do their job right,
2)
there was tension between the line foreman and their superiors.Instead of handing the foreman the tools and skills needed toperform the job the bosses just demanded results. The bosses oftenthreatened the foreman in hopes of getting the job done. The lack of leadership and a high Mach approach ultimately caused the systemto fail.
y
 
Wall tried to change things around by introducing a few changes(A)month long rotational training program for the line foremen.(B)assigning area managers as formal mentors and exposing the newline foremen to the key processes in the plant like payrollissues,union contracts etc.But unfortunately due to budget cuts in late 2007 this program wasput on hold.
y
 
Major problems faced:
1.
 
High turnover :
Out of a total of 50 foremen at the lima facility,23 of thesepositions had turned over in 2007
 2.
 
S
elf respect:3.
 
Power distance:4.
 
Job security:

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