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Case study 2: The Treadway Tire Company
Transcript of Case study 2: The Treadway Tire Company
The Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plant
-The IT company in this movie has a terrible employee organization, as well as over pressured managers who tend to hassle lower employees, which causes main Character Peter Gibbons to be highly unsatisfied with his job and sabotage the company
-Retail and Restaurant industry has some of the highest turnover rates. But the retail stores and restaurants that fully train their employees, are flexible and institute a culture that fosters loyalty are the ones that most overcome job dissatisfaction
- Balance hiring policy by adhering to 60% internal hires, 30%college graduates & 10% company transfers
- Implement rotating 8 hour shifts instead of 12 hour shifts
- Re-institure the month long rotational training program for foremen
- As they learn new task they gain higher pay so this month long training doesn't cost company too much
- Start an internship program that brings in potential employees without having to pay them unless they are offered a full-time job
-Assign area managers as formal mentors to expose foremen to the key processes in the plant as well as inform them on authority and Union issues
-Then routinely assess job satisfaction and be ready to change plan when necessary
How to Keep Your Best Employees: Developing an Effective Retention Policy [and
Executive Commentary] Terence R. Mitchell, Brooks C. Holtom, Thomas W. Lee and Ted Graske The Academy of Management Executive (1993-2005) , Vol. 15, No. 4, Themes: Business Strategies and Employee Development (Nov., 2001), pp. 96-109
Boyer, Shawn. CEO SnagAJob.com. with Len Lewis . Stores.org. July 2012.
Jones, Brandon W. "Case Study Review – The Treadway Tire Company: Job
Dissatisfaction and High Turnover at the Lima Tire PlantCase Study Review – The Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plant." 25 April 2010. 12 February 2013 <http://brandonwjones.me/2010/04/25/case-study-review-–-the-treadway-tire-company-job-dissatisfaction-and-high-turnover-at-the-lima-tire-plant/>.
Office Space. Dir. Mike Judge. Prod. Mike Judge. 1999.
Retention cannot be achieved purely through money, on the job factors must be considered when developing a strategic retention plan.
Top management, Ashley Wall, must enthusiastically implement a plan that actually has potential to work and guide Treadway Tire towards higher satisfaction , rather than attempting then soon stopping because of budget faults. This is what will gain support and trust from employees and encourage them to follow her effective vision.
Lack of Respect
“Foremen don’t treat us with any respect. They just bark orders and expect us to jump. They don’t seem to understand how hard our job is.” -Select comments from Hourly Employees
"A lot of our foremen are put on a line before they have enough knowledge. The general supervisors expect them to just sink or swim." - Salaried Personnel Manager, Robert Henry
Ashley Wall's Recommended Plan
How change can be successfully introduced in the Workplace?
ways to decrease employee turnover and dissatisfaction at the Lima Tire plant
Are these the answers I would give for every industry?
It depends! Each industry has different norms and standards for employee satisfaction. Not all of the techniques suggested here would necessarily cure job dissatisfaction everywhere else. Yet the factors that caused this dissatisfaction ie. respect, training and advancement should be important aspects of satisfaction to all.
Contributing issues that led to Treadway Tire employee turnover
Lack of Potential for Advancement
Could these have been avoided?
All of these problems could have been prevented if Treadway Tires:
- Required more flexible shifts for hourly workers
- Instituted a more organized training program
- Placed less pressure on Foremen to get immediate results from things that are out of their control
“My line foremen just don’t see any way to move up at Lima.” - General supervisor, Tom Hamilton
Enhance Employee Connections
Improve Employee Fit
Decrease Employee Sacrifice
- Provide mentors
- Establish better relationships between supervisors, foremen and hourly workers
- Recognize team accomplishment
- Hire based on job compatibility
- Provide opportunities for employees to advance by balancing hiring policies
- Give foremen more authority and inform them of their rights
-Institute shorter shifts for hourly workers to attain better performance
- Provide financial and non-financial incentives
- Put less pressure on Foremen for things out of their control