HRM FPX 5122 Assessment 3 PMC Employee Attitudes

Student Name

Capella University

HRM-FPX5122 Developing an Effective Workplace

Prof. Name

Date

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 two distribution centers. Typically, the turnover rate is around 3-4%; however, in the last five years, turnover rates at two facilities have escalated to 15% and 18%. In response to these challenges, PMC conducted a job satisfaction and employee survey.

Employee Attitudes

Key areas of focus in the survey included training and development, pay satisfaction, and managerial accessibility.

Causes of Pay Satisfaction

Several factors contribute to pay satisfaction issues, including a lack of benefits and rewards (Vance, 2006), concerns about job security, comparisons among peers, limited promotional opportunities, and insufficient growth and development prospects (Folkman, 2017).

Causes of Managerial Accessibility and Training and Development

Challenges related to managerial accessibility and training and development include a lack of recognition and feedback, ineffective onboarding and orientation processes, and instances where managers overlook new hires (Munde, 2010). Additionally, there are concerns regarding training development, limited promotional opportunities, inadequate on-the-job training, and inefficient training for new hires (Vance, 2006).

Recommendations for Pay Satisfaction

To enhance pay satisfaction, recommendations include offering retirement benefits (Vance, 2006), implementing a performance appraisal and rewards system, introducing competency-based pay (Vance, 2006), and providing more promotional opportunities.

Recommendations for Managerial Accessibility

Improving managerial accessibility can be achieved through manager training (Al Mamun & Hassan, 2017), establishing an open-door policy (Munde, 2010), conducting frequent meetings (Munde, 2010), and encouraging managers to engage with employees beyond their job duties (Reilly, 2014).

Recommendations for Training and Development

To strengthen training and development, recommendations include implementing on-the-job training (Al Mamun & Hassan, 2017), offering retirement benefits (Vance, 2006), enhancing orientation and onboarding processes (Kappel, 2018), providing development opportunities (Cloutier, Felusiak, Hill, & Pemberton-Jones, 2015), and allowing employees to utilize their skills (Heathfield, 2017).

Recommendations for Follow-Up Survey

The initial survey indicated that new hires expressed greater dissatisfaction compared to longer-tenured employees. PMC should conduct a follow-up survey focused on its orientation program to identify the reasons behind new hire dissatisfaction. This survey should specifically target new hires. Additionally, PMC can conduct surveys on pay satisfaction, training and development, and managerial accessibility to assess the effectiveness of the recommendations. The second survey should replicate the first to ensure consistency in data collection.

References

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

Cloutier, O., Felusiak, L., Hill, C., & Pemberton-Jones, E. J. (2015). The importance of developing strategies for employee retention. Journal of Leadership, Accountability and Ethics, 12(2), 119–129.

Folkman, J. (2017, June 8). How to increase satisfaction with pay (without increasing pay). Forbes. Retrieved from https://www.forbes.com/sites/joefolkman/2017/06/08/how-to-increase-satisfaction-with-pay-without-increasing-pay/#6818fad729d0

Heathfield, S. M. (2017). Top 10 ways to retain your great employees. Retrieved from https://www.thebalance.com/top-ways-to-retain-your-great-employees-1919038

Kappel, M. (2018, Jan. 4). How to establish a culture of employee engagement. Forbes. Retrieved from https://www.forbes.com/sites/mikekappel/2018/01/04/how-to-establish-a-culture-of-employee-engagement/#75b12eb18dc4

Munde, G. (2010). Global issues in human resource management and their significance to information organizations and information professionals. In P. Elisabeth (Ed.), Recruitment, Development and Retention of Information Professionals. IGI Global.

HRM FPX 5122 Assessment 3 PMC Employee Attitudes

Reilly, R. (2014, Jan. 7). 5 ways to improve employee engagement now. Gallup. Retrieved from https://www.gallup.com/workplace/231581/five-ways-improve-employee-engagement.aspx

Vance, J. R. (2006). Employee engagement and commitment. SHRM. Retrieved from https://www.shrm.org/hr-today/trends-and-forecasting/special-reports-and-forecasting/pages/employee-engagement.aspx