...resource management in the alignment of business strategy is essential to achieve firm’s goals and objectives. Nucor is a US based steel manufacturer and known to its innovation with low cost and high productivity. Nucor’s success is explained through its effective HR strategies of lean management structure, teamwork, less formalization, recruiting and reward. All sixteen operating facilities of Nucor work independently with only four management levels that help to achieve its business strategy of low cost and innovation. Rewards are paid based on employee productivity. However, at Nucor productivity targets are achievable and less than industry averages. Moreover, rewards are also awarded onto team performances that ranges from 8 members to 20 members. This stimulate team member to assist each other to achieve such goals. There is no job description and no performance appraisal as Coblin HR manager thinks that it is wastage of time. He also attributed absence of job description to the changing nature of work at Nucor. At Nucor employees are selected primarily on the basis of ability to work with coworkers with less supervision. In short Nucor HR strategies of lean management, decentralization, rewards and less formalization assist to achieve its business strategies of low cost, innovation, productivity and high performances. However, criticisms are also made to some of Coblin’s strategies. It is suggested that job description is important during selection process and can be used...
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...combination will result in an optimal production of a target level of output. Conversely, employment of inputs such thatMRPi= Pi for each input will result in an optimal production of an optimal level of output. 2. “Output per worker is expected to increase by 10 percent during the next year.Therefore, wages can also increase by 10 percent with no harmful effects onemployment, output prices, or employer profits.” Discuss this statement. ANSWER This statement is correct so long as the projected increase in output per worker issolely due to an improvement in labor productivity and provided that the demand for output is also expected to rise. Gains in labor productivity are sometimes derivedfrom an improvement in worker skill due to education or experience, elimination of obsolete work rules, labor-saving technical change, and so on. When increases inoutput per worker can be directly attributed to such gains in labor productivity, acommensurate increase in wages can be justified with no resulting increase in output prices or decrease in employer profits....
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...Computer Services Department The VP of management systems, H. Day, wanted to examine the turnover, absenteeism and productivity figures of The Old Family Bank. There were two departments whose results were vastly different. What he found was departments with increase in turnover and absenteeism had decreased productivity and those with decreased absenteeism and turnover had an increase in productivity, with the exception of the check sorting department and the computer services department. While both of these departments had low turnover and absenteeism rates, the productivity in the computer services department was drastically different than that of the check sorting department (see diagram below). Air conditioned environment Good Lighting Quiet and Comfortable Air conditioned environment Good Lighting Quiet and Comfortable Management put more emphasis on production than on employee satisfaction Management put more emphasis on production than on employee satisfaction Employees felt other operating units received better pay raises Employees felt other operating units received better pay raises Wage gap did not reflect skill level Wage gap did not reflect skill level Although close with one another there was little loyalty to the bank Although close with one another there was little loyalty to the bank Low Turnover Low Absenteeism Low Turnover Low Absenteeism Poor working environment summer cole Poor working environment summer cole Worked independently ...
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...implemented reward system for both the employee and manager performing the appraisal. The performance appraisal allows the manager to relate employee expectations and results to the intended employee with the ability to have a conducive conversation about results and improvement mechanisms. The employee is also able to share his or her intended career path plans with the employer and both are able to align goals in order for the intended results to be accomplished. The purpose and process of the appraisal should be explained to the employee before the appraisal procedures begin. Also, the manager should ensure that the employee understands his or her job description, qualifications and responsibilities before the appraisal meeting takes place. Previous job skills and qualifications should be discussed to better assist the employee to understand how far they have grown professionally and within the organization from the previous year(s). Quantifiable established goals should be examined and together, the manager and employee should determine whether those goals have been met. The appraisal score should be calculated after the appraisal meeting to give the manager enough time to take in consideration any statements the employee has stated. An effective performance appraisal will determine if the employee will receive a pay increase or bonus. A scale that calculates the percentage increase for the performance appraisal is commonly used to ensure the employee is receiving the correct merit...
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...group stays after the manager leaves at 5:00pm. The alternating individual staying late punches out the other employee’s timecards at 7:00pm allowing most of the staff to go home early without losing pay. This problem occurs because the manager arrives later and leaves earlier than any other employee. The workers are unsupervised for many hours per day and are often not supervised at all on weekends. Proper supervision and coordination of authority is paramount to improving the existing problem at the Slade Plating Department. These practices also occur because the hourly wage offered is low and the system being used is fairly easy to manipulate. There is no reason that in this modern age of technology employees are so easily able to steal from the Slade Company. Many options exist to this agency that are both inexpensive and cost effective. Modernization or implementation of new video monitoring and/or clock-in/out systems could eliminate the temptation and ability to steal. Within the Slade Plating Department there are some employee conflicts that currently cause tension and decrease productivity. Members of both the Sarto and Clark groups work hard to keep up with high productivity demands. They produce high quality products and are very creative in solving problems. However one...
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...Teamwork and Motivation By James B. Danquah BUS 520: Organizational Behavior and Leadership Dr. Damita Goods Strayer University May 24, 2013 Abstract Hyper competition among businesses continues to increase the importance and relevance of employee motivation. This is essentially because employee motivation grants tangible benefits to the employee as an individual and consequently to organizational growth. One of the challenges facing management in the face of global competition is the designing of appropriate motivation plan that can ensure employee satisfaction and growth of the business. This paper therefore attempts to design an appropriate motivation plan for Danquah and Sons, a small manufacturing company based in Baltimore, Maryland that produces WooWoo, a widget. The motivation plan will encourage high employee job satisfaction, reduce turnover rate, increase productivity and improve quality of work. The paper proposes two methods for all employees at Danquah & Sons and looks at ways to motivate the ordinary factory low rate worker, his relevance and the need for teamwork. Theories of Motivation and Motivation Plans (Schermerhorn et. al 2012) defines motivation as “forces within an individual that accounts for the direction, level, and persistence of a person’s efforts expended at work” (p. 102). Social Scientists have developed many motivation theories, notable among which are Maslow’s hierarchy of needs theory that views human needs as...
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...for companies in regard to managing employee turnover. Working for several companies during the lifetime of an employee’s career is no longer an unusual occurrence (“How Managing Employee Turnover Impacts the Bottom Line,” 2005). According to Goessl, (2009), “There are many benefits to retaining a good staff. Companies that can effectively hire strong candidates and keep them on staff add value to their business over the long run” (Staffing issues, para. 1). Employee turnover is very costly to an organization. Employees are a valuable resource and when a qualified employee leaves a company, the productivity, efficiency, and profits of that company will be affected. Calculations by retention/turnover experts that it costs a company 150% of an employee’s base salary to replace him or her. For example, it will cost $90,000 to replace a $60,000 a year employee when costs for recruiting, interviewing, training, and lost productivity are taken into consideration (“How Managing Employee Turnover Impacts the Bottom Line,” 2005). Although employee turnover can have a major impact on the financial bottom line of a company, the same could be said for keeping low-performing employees. Instead of merely retaining employees for the sake of keeping the turnover rate low, attention should also be given to the type of employee who is desirable for the company. Proper documentation of costs and savings produced by employee turnover can result in financial gains...
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...discrimination is disturbing their performance. The main aim of this study is to see the effect of these gender discrimination dimensions which include glass ceiling, salary gap and discrimination in facilities on the productivity of female employees with the mediating effect of job commitment and job satisfaction. The research is focused on the private education sector. The population frame is the female teachers in the private education institutes. A sample of 130 female teachers is collected for this study. The framework is developed for our study for checking the impact of glass ceiling, salary gap and discrimination in facilities on the productivity of female employees. The hypotheses are developed and after the data analysis some of the hypothesis are rejected and some of the hypothesis are not rejected. The hypotheses that the glass ceiling, discrimination in facilities and salary gap has negative impact on employee productivity is accepted which made us to conclude that these discrimination has a big impact on employee productivity and ultimately organizational performance. This study will give some guidelines to the managers and policy makers in any organization that how to reduce these discriminations. Key words: Gender discrimination, Glass ceiling, Employee productivity, salary gap, discrimination in facilities, job satisfaction, job commitment, Paper type: Research Paper 1. Introduction 1.1 Significance/Rationales of study The study came up with...
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...------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Evaluating factors contributing towards low employee morale in the community services directive of Polokwane Municipality ------------------------------------------------- ------------------------------------------------- A Research Proposal ------------------------------------------------- ------------------------------------------------- by ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- Josephine Malesheka Mathole ------------------------------------------------- ------------------------------------------------- Student No. 271199 ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- To be submitted in part fulfilment of the requirements for the ------------------------------------------------- BBA Honours degree ------------------------------------------------- ------------------------------------------------- ------------------------------------------------- at ------------------------------------------------- ------------------------------------------------- SOUTHERN BUSINESS SCHOOL ------------------------------------------------- ------------------------------------------------- ...
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...High employee turnover/ Low Retention Low employee retention is caused by several factors and not many businesses are immune. High turnover rates not only reflect badly on a business but are very costly. A 2012 study showed that it cost 1/5th an employees’ salary to replace them("What Are The Causes Of High Labor Turn Over Rate?", 2014). Costs such as advertising, recruiting, screening and hiring effect the bottom-line of every company. Low retention rates attribute to employee satisfaction, pay and geographical issues. Communication problems within an organization remains one of the top reasons for employee dissatisfaction ("What Are The Causes Of High Labor Turn Over Rate?", 2014). . Poor leadership and communication skills effect an employees’ ability to perform and or feel appreciated for the work that they do. Pay commensurate with experience and cost of living is equally important to job seekers in addition to a work life balance. An employee should be seen as an investment within a company. Adequate pay, training, benefits and advancement opportunities result in a more productive employee who is more likely to remain loyal to their company. Finding a solution a high employee turnover and low retention rate holds great significance. A high employee turnover and low retention rate negatively impacts an organization in a few ways. Low morale can be a result of high employee turnover which can lead to a decrease of productivity. Financially...
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...Improving Organizational Performance at AirDevils Linking job satisfaction and organization productivity directly to an employee’s psychological state within the workplace is possible using theory of motivation. Rectifying psychological causes such as dissatisfaction motivate employees to perform tasks well, thus leading to productive behavior. Rectifying psychological factors can remove workplace stressors and relieve issues employees face in the workplace. AirDevils is a company full of dissatisfied and stressed employees. Although they may seem linked, the cause for dissatisfaction is not the cause for stress or vice versa as two specific groups make up the company. The performers make up one group and the supporting crewmembers make up the other. Dissatisfied performers create a downward spiral in productivity, and stressed crewmembers are unavailable or missing from work. The job characteristics theory of motivation is applicable to both groups to create improved job satisfaction and organizational productive by lowering stress. Improving the performers behavior by incorporating new stunts in routines can create a better aerial performance. In turn, AirDevils may begin to win awards in competition with the new routine, leading to improved job satisfaction. Some crewmembers are also aspiring performers, but too many are not able to keep pace because of injury and job stress. To reduce dissatisfaction and stressors, AirDevils must alleviate problems between performers and...
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...reasons the growth of steel industry (Turnkey project), should be an issue of interest, especially when katsina steel rolling company is faced with challenges of transforming into a dynamic residence It is through this that we can see the inter-connectedness of how effective management of employee can lead to achieving of objectives in the production sector, a case study of Katsina Steel Rolling Company which is a Turnkey project. Therefore there is need to understand how to use employee which at time leads to avoid employee discontent. Employee discontent manifest in so many ways, such as high labour turn over, minimal effort, high absenteeism, disruptive behavior, malingering, equipment breakdown and works stoppage, which causes low productivity. Therefore, the management had to enforce some strict measures of control. To lead human being indeed successfully one had to exercise some measures of control and authority. Successfully manager or leader must be one who stood above his followers and showered orders on them to obey. Leaders are those who decide for their men not only to do but how it should be done. Organizations today are much larger and both the manager and the managed are all employee of that company, to get people to work Under this circumstances effectively, a different approach might be adopted because the relationship are becoming more and more impersonal. The success of any organisation depend largely on effective mobilization of the effort of all people...
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...Low Morale Low motivation among employees can spread like wildfire in a company. Enthusiasm can spread from worker to worker in the same way as low motivation. Managers and supervisors who are consistently enthusiastic can motivate workers as well. Low morale can result in a hostile work environment with constant complaining. In a business that is customer service-driven, a work environment with low morale could result in lower sales and a poor customer experience. Low Productivity Poor motivation can result in low productivity from employees. When a worker has the skills and resources to succeed on the job but is not performing at his best, one cause could be low motivation. Motivated employees have a desire to get the job done to the best of their abilities. An unmotivated employee lacks the drive and commitment to work at his highest capabilities. The manager or supervisor must investigate the cause of a worker's failure to perform. High Turnover Companies experiencing low morale and motivation among employees sometimes experience a higher turnover rate. In an environment of low motivation and morale, employees sometimes seek a better position in an organization that values their services and work. A high employee turnover rate results in increased costs to the company. Companies must pay to recruit, hire and train new workers frequently in a department or organization with low morale and motivation. Programs and incentives to improve motivation can increase job satisfaction...
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...Kayla Gunby November 29th, 2015 Southern New Hampshire University Final Project Submission Engstrom Auto Mirror Plant and Work Analysis Case Study Abstract During May 2007, the Engstrom Auto Mirror Plant faces a low employee morale issue. The newly appointed manager, Ron Bent, sees a decline in work place productivity and culture throughout his recent years of working at the plant. When Bent joined the company, it was facing a similar issue of low morale. He then decided to introduce the Scalon Plan, an incentive program for the employees, to raise morale. The program was successful when it was first introduced but ran into problems time after. Bent was faced with many challenges with the Scalon Plan that caused him to ask many questions. 1. Should he remove the Scalon Plan and try another? 2. What is the root cause of employee morale declining? 3. Should there be revisions to the Scalon Plan and who oversees it? In order to answer these questions, it is suggested that Ron Bent and the other management team work together with employees to identify the root cause to their issue of low morale and work productivity and come with a possible solution to fix the issue. Introduction Engstrom Auto Mirror Plant is a privately owned business that manufactures mirrors for trucks and automobiles in Richmond, Indiana. The mirror manufacturing plant employed over 209 people. Engstrom Auto Mirror has operated since 1948 and has seen many years of success. In the...
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...a leading public university. The group can be called an organization because there were around 20 members in the group ranging from laboratory manager, laboratory assistants, postdoctoral researchers and undergraduate students. The laboratory could be compared with any small company. Like most academic laboratories, my advisor shunned from collaborative work because he was paranoid that someone might scoop his ideas. He did not trust his own lab members to work together. His attitude was that the only he could control his lab was to micromanage the lab. Following were the main problems faced by the group: 1. Low productivity 2. Low employee retention: Nobody stayed beyond a year 3. Negative work environment My thinking style can be best described as deductive. If I have to deduce the roots of the above problems, they will be: 1. Low productivity: Everyone was expected to work on their own individual project independently. This was time consuming since each one took a...
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