Eric Gomez Rokas Cepulis Damien Brenard Clayton Lassiter Tania Sepulveda The Treadway Tire Company Job Dissatisfaction and High Turnover at the Lima Tire Plant The Treadway Tire Co is a supplier of tires to major car companies like Ford GM Chrysler ID: 269021
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Slide1
Team 4Eric Gomez, Rokas Cepulis, Damien Brenard, Clayton Lassiter, Tania Sepulveda
The Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire PlantSlide2
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, OhioThere was a second plant in Greenville, SC which closed in 2006 due to financial reasons
BackgroundSlide3
High TurnoverOut of a total of 50 foreman, 23 had turn over in 2007Turnover rate was higher at the Lima plant than any other plant in the division
Rising cost of raw materialsPrice of oil went from $25/barrel in 2003 to $92 in 2007Raw materials represent 55% of the cost to produce a tire
The ProblemSlide4
Transferred Ashley Wall, Director of human Resources to the Lima plant
Main priority was lower the high turnover rate and job dissatisfactionLima plant could be Treadway’s #1 plant in productivity and low cost producer in North America
Taking ActionSlide5
Morale issuesJob dissatisfaction Lack of communication
Lack of management’s supportLack of authority Tongue lashing
Underlying CauseSlide6
Work overload
Working 12 hours shifts with 2 breaks per shift and 30 min. for meals Too much on foremen’s plateForemen do not get along with the hourly employees
Poor training
No social interaction
Specific Issues at the Plant Slide7
The EVLN model identifies four ways that employees respond to dissatisfactionExit the dissatisfying situation
Change rather than escape the dissatisfying situationPatiently wait for the dissatisfying situation to get resolved
D
isregard work and reduce work effort
EVLN ModelSlide8
“Sink or swim” attitude toward new foremen“
…let them know who is boss”Strenuous 12 hour shifts Various responsibilities and duties
StressSlide9
General Adaptation Syndrome Slide10
Employees are identified, involved, and engaged with the organization.
Emotional attachment starts to settle in.“Feeling of Loyalty”
Organizational CommitmentSlide11
Justice and SupportEx. Holding management accountable
Employee Involvement
Building Organizational CommitmentSlide12
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.
Emotional intelligenceSlide13
Part of emotional intelligence is genetic.
Company sometimes apply training programs.Personal coaching, monitoring programs, and current feedback.
“Us” versus “Them”
Improve emotional intelligenceSlide14
Shift Changes Changing work shifts from 12 hours to 8 hours
New training program for ForemanHelp 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
Solutions to the CaseSlide15
“…it’s a jungle in here.”Slide16
David G. Myers. Image exploring psychology
7th edition page 398Michael 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.
2
nd
edition
Bibliography