Case Analysis: the Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plant

2252 Words Mar 12th, 2013 10 Pages
Case Analysis: The Treadway Tire Company: Job Dissatisfaction And High Turnover at The Lima Tire Plant

Case Analysis Questions:

1. Briefly describe the situation today at the Lima Tire plant. 2. What is the relationship between line foremen at Treadway’s Lima Plant and other groups within the plant: general supervisors and area managers, top management, the union, hourly workers, each other? Why do you believe the relationships are as they are? 3. How do you feel line foreman feel about their jobs and why? Be specific about their sources of dissatisfaction. How engaged are the line foreman? How would they respond to Gallup’s 12 Questions of a Strong Workplace? Expand on your position. 4. What are the costs of
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They would not agree to Level 1 questions. They are expected to meet or exceed forecasts in their 12-shift but they also had to perform other administrative duties that had little to do with their daily deliverables. They expressed insensitivity of upper management in the survey where only 3% foremen see their supervisor is a positive role model. Their responses to Level 2 questions would also be alarming. Upper management had lack of communication with them and operated according to their own priorities and had unresponsive and unsupportive to the foremen. They were not involved in union grievance process and had lack of control over various tasks measured as their duties. Their responses to Level 3 questions would be concerning too, as illustrated in the employee survey where 68% foremen thought they had no opportunity for career progress. Due to lack of trainings, foremen felt their learning and development curve is not much forwarding.
Analysis Q.4] Turnover costs are categorized as direct costs and indirect costs. Based on the research, referenced in the attachment, we considered employee benefit as 40% of the base remuneration; 4 months for new hires to become 100% productive and 50% productivity during the period of learning curve for new hires.
Based on the case study, average days worked in a month for line foremen was about 15 days, with 12-hour shift or workday,

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