HRM FPX 5122 Assessment 3 PMC Employee Attitudes HRM-FPX5122 Developing an Effective Workplace

 

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Background

Power Manufacturing Company (PMC) specializes in the production of lawnmowers, trimmers, and both corded and cordless power equipment. The company operates four manufacturing facilities and maintains two distribution centers. Typically, the turnover rate within the company ranges from 3-4%. However, over the past five years, two of the facilities have experienced increased turnover rates of 15% and 18%. In response, PMC conducted a job satisfaction and employee attitude survey.

Employee Attitudes

The survey focused on several key areas, including training and development, pay satisfaction, and managerial accessibility.

Causes – Pay Satisfaction

Several factors contributed to pay dissatisfaction among employees, including a lack of benefits and rewards (Vance, 2006), concerns over job security, comparisons among peers, limited opportunities for promotions, and insufficient growth and development opportunities (Folkman, 2017).

Causes – Managerial Accessibility and Training and Development

Issues related to managerial accessibility and training and development were also identified. Employees expressed dissatisfaction with the lack of recognition and feedback, inefficient onboarding and orientation processes, and a perception that managers tend to neglect new hires (Munde, 2010). Additionally, training development was hampered by a lack of promotion and development opportunities, inadequate on-the-job training, and insufficient training for new hires (Vance, 2006).

Recommendations – Pay Satisfaction

To address pay satisfaction issues, it is recommended that PMC offer retirement benefits (Vance, 2006), implement a performance appraisal and rewards system, consider competency-based pay (Vance, 2006), and provide more opportunities for promotions.

Recommendations – Managerial Accessibility

Improving managerial accessibility could be achieved by providing manager training (Al Mamun & Hassan, 2017), adopting an open-door policy (Munde, 2010), holding frequent meetings (Munde, 2010), and encouraging managers to know their employees beyond their job duties (Reilley, 2014).

Recommendations – Training and Development

For training and development, it is suggested that PMC provide on-the-job training (Al Mamun & Hassan, 2017), offer retirement benefits (Vance, 2006), improve orientation and onboarding processes (Kappel, 2018), create development opportunities (Cloutier, Felusiak, Hill, & Pemberton-Jones, 2015), and allow employees to utilize their skills (Heathfield, 2017).

Recommendations for Follow-Up Survey

The initial survey indicated that new hires were more dissatisfied with training and development compared to longer-tenured employees. Therefore, it is recommended that PMC conduct a follow-up survey focused on its orientation program to identify the reasons behind this dissatisfaction among new hires. This survey should target new hires specifically. Additionally, PMC could also conduct a survey on pay satisfaction, training and development, and managerial accessibility to assess the effectiveness of the implemented recommendations. The second survey should mirror the first one for consistency.

References

Al Mamun, C. A., & Hasan, M. N. (2017). Factors affecting employee turnover and sound retention strategies in business organization: a conceptual view. Problems and Perspectives in Management, 15(1), 63-71.