Team 4 - PowerPoint Presentation

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