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Case Study Analysis of Treadway Case

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Summary of the case

This article is about the high turnover rate of Lima employees. The organization is actively restructuring their internal framework in order to reduce costs and gain more productivity. Initially the organization had three-eight hour shifts, the company decided to integrate two 12 hour shifts instead because the organization determined that it was a cost effective option with increased performance potential. Unfortunately, there were some issues with the hourly workers versus the line workers, they considered the organization facilitated an uneven playing field for the reason that a very small amount of employees were college graduates, the graduates would have access to promotions and high-salary paying jobs despite the tenure of employees that has been with the organization for several years. The high turnover was a direct reflection of the percentage of employees that possess a college degree in which case current employees have the minimum qualifications but not enough to meet the overwhelming production demands. The organization feels that a formal training method would enable employees to become more knowledgeable of company policies and procedures especially in terms of labor relations. A formal training approach may reduce turnaround and enable the company to retain and retrain their employees. Consequently, employees were dissatisfied with the current employment structure and felt undervalued and overworked as a result. Lima's performance objectives declined significantly, for the reason that only 45% of the new hires were able to pass the entrance exam and/or skills aptitude tests. If more employees and/management were equipped with a college degree, the organization would be in a much better competitive position.

Root Problem

The root of the problem stems from inadequate management of the hourly workers and line workers. Line foremen are supposed to ensure that production would meet or exceed the company's performance expectations. It is determined that line foremen must integrate formal training in order to make their staff more knowledgeable of company practices. Apparently, the training employees received, was insufficient which is why line foremen were unable to fulfill performance obligations.

Alternatives Identified in the Case Study

? Month-long rotational period of training

? Develop a foremen mentorship program that will show new foremen the day-to-day-operations.

? Build a relationship with the Human Resources department in order to understand the payroll
process, union contracts, and disciplinary actions statements.

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Summary of the case

This article is about the high turnover rate of Lima employees. The organization is actively restructuring their internal framework in order to reduce costs and gain more productivity. Initially the organization had three-eight hour shifts, the company decided to integrate two 12 hour shifts instead because the organization determined that it was a cost effective option with increased performance potential. Unfortunately, there were some issues with the hourly workers versus the line workers, they considered the organization facilitated an uneven playing field for the reason that a very small amount of employees were college graduates, the graduates would have access to promotions and high-salary paying jobs despite the tenure of employees that has been with the organization for several years. The high turnover was a direct reflection of the percentage of employees that possess a ...

Solution Summary

This article is about the high turnover rate of Lima employees. The organization is actively restructuring their internal framework in order to reduce costs and gain more productivity. Initially the organization had three-eight hour shifts, the company decided to integrate two 12 hour shifts instead because the organization determined that it was a cost effective option with increased performance potential. Unfortunately, there were some issues with the hourly workers versus the line workers, they considered the organization facilitated an uneven playing field for the reason that a very small amount of employees were college graduates, the graduates would have access to promotions and high-salary paying jobs despite the tenure of employees that has been with the organization for several years. The high turnover was a direct reflection of the percentage of employees that possess a college degree in which case current employees have the minimum qualifications but not enough to meet the overwhelming production demands. The organization feels that a formal training method would enable employees to become more knowledgeable of company policies and procedures especially in terms of labor relations. A formal training approach may reduce turnaround and enable the company to retain and retrain their employees. Consequently, employees were dissatisfied with the current employment structure and felt undervalued and overworked as a result. Lima's performance objectives declined significantly, for the reason that only 45% of the new hires were able to pass the entrance exam and/or skills aptitude tests. If more employees and/management were equipped with a college degree, the organization would be in a much better competitive position.

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