The Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plant
The Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire PlantCase Analysis
The Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Tire Plan
April 10, 2012
The case study is talk about job dissatisfaction and high turnover rate at the Lima Tire Plant, which is one of the 8 manufacturing units operated by the Treadway Tire Company. In 2007, more than half of the foremen at the Lima facility had turn over. The turnover rate is the highest one over the past 10 years at Treadway, and also the high foremen turnover rate is the major concern for Ashley Walls who is the Director of Human Resources in the Lima Plant. Her major objectives are cost cutting, increase productivity, and reducing turnover.
The next I will directly show some problems which the Lima Tire Plant had from the case. And then I give the corresponding suggestions and solutions for them,
From the case we could know the exact job dissatisfaction and high turnover situation at Lima Tire Plant. In order to logical analyze these I would discuss from the individual (foremen) to the integration (company).
First of all, I think the daily production evaluations of the Lima Tire Plant were too strict. Some of the variations in the production quantity and quality were not under the foreman’s control, specifically as it relates to machines breaking down. But the executive leaders just focus on daily production. Such as the plant manager Bellinghan thought the most important duty for the foreman is meet performance goals. They gave the foremen too much pressure which affect the foreman cannot use clear brain to deal with daily issues happened in product line.
Secondly, the foremen had too many responsibilities, but they did not have relative authority. Every day the line foreman need to deal with lots of different personnel, resource, and administrative issues in a 12-hour shift, not an 8-hour shift. The foremen really had very...