Despite the success of the Slade Company as manufacturer of metal products designed for industrial application, the production manager, Ralph Porter, was concerned about the dishonesty among employees in the Plating Department. Some of the workers were misusing the punch in-out system for those who wanted to leave early or arrive late. Given the long working hour and low payment, they lacked of motivation in performing their tasks, resulting in the dishonest action. However, because of informal groupings among some of them, they operated as a team to work harder doing peak orders. Therefore, the desired output of the department was still satisfied. Yet, some employees who were not in the main group were slack off and misused the system even during the peak period, which potentially resulted in internal conflict in the department. Thus, in order to motivate employees and prevent the dishonesty, we propose to remove punch in-out system and launch a better payment system with both financial and non-financial incentives. Also, the working environment should be improved with various campaigns to enhance the unity in the department. We also move an employee who could not perform fully his talent to other department to maximize his capacity. With these solutions, the Slade Company could motivate their employees, encourage the teamwork, avoid internal conflict, and finally increase the productivity in the Plating Department. Analyzing the present situation
There were 38 workers in the Plating Department of the Slade Company. Their jobs, working conditions, values and tasks varied significantly. They were all dependent on each other as they only received their workload after work at the previous stage was done. Work was supervised by a punch in-out system and a supervisor, Otto Schell. Payment was low and the working hours were long due to the company policy to keep training and benefit cost down by requiring overtime instead of hiring new workers. In addition, informal groupings were formed in the department, which significantly affected the daily run of the work. The largest group was the Sarto group, which could practically influence the whole department as others tended to copy this group’s ideas and values. Without doubt, this group was a real driving force of the department, both by motivating themselves and others by being opinion leaders. Its informal leader, Tony Sarto, was the most effective, most helpful and inventive minded worker in the department, which relied on his input in many things. Clark’s group also sought social contact with the Sarto group and hanged out together sometimes. On the other hand, other workers outside the groups tended to perform poorly. For example, Herman Schell, an old and experienced employee, had lowest productivity skill rating. He demotivated others, had bad attitude and had not built informal relationship with anyone in the department. However, Bob Pearson was an exception. He was working the hardest of all and performed the best in the department. 1st visit to Coursework.info? Welcome!
As a welcome gift, you are viewing the the complete version of this essay, to view other documents in full you will need to become a subscriber. Interestingly, because of the informal relationship within the groups, the punch-out system was misused by everyone with different practices, except for the 10 women in the rack assembly. Workers tended to punch the time cards for their co-workers who were leaving early after the supervisor left the plant. The production manager was also concerned with this dishonesty among some employees. However, laying off was not a practice in this department because the company wanted to keep training cost down and employees valued feeling of security derived from this policy. Problem Statement
From the analysis, the punch-out system is not a real problem but it is a part of the big issue. It did not help increase motivation or performance of the...
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