Treadway Tire Case StudyEssay Preview: Treadway Tire Case StudyReport this essayINTRODUCTION:According to Skinner and Beckham (2008), high turnover rate along with severe dissatisfaction about the job appear around the line foremen in the company named Treadway Tire. Investigation shows that several reasons lead current situation. Ashley wall, who worked in the human resource department there, make many efforts about find the basic reason and ways to solve these two issues.Background:Shley wall, who worked in the human resource department there, found this problem in the company first. Their cost for raw manufacturing material is increasing all the time for produce a tire because of the oil price increasing.Problem:According to the investigation result, the foremen position is lack of human resource for several reasons. One reason is that this position needs to coordinate the management and the union well and it is not easy to realize. The other reason is lack of promotion opportunity.Opportunity:If high turnover rate from the foremen decreased, the manufacturing cost would be decreased as well and Treadway Tire’s company will be more productive and increased profit. With more work forces, the dissatisfaction will be not that severe.
Recommendations:According to Goodwin, L. (1969), goals will help with increasing the job satisfaction. Set goals suitable and reachable with good work environment will help with lower the turnover rate for foremen. Base on Galup, S. D., klein, G., & Jiang, J. J. (2008), good benefit, high pay and also nice management can help attract and keep foremen work and stay at their position.REFERENCES:Galup, S. D., Klein, G., & Jiang, J. J. (2008). The impacts of job characteristics on is employee satisfaction: A comparison between permanent and temporary employees. Journal of Computer Information Systems, 48(4), 58-68. Retrieved from EBSCOhost database.Goodwin, L. (1969). Occupational goals and satisfactions of the American work force. Personnel Psychology, 22(3), 313-325. Retrieved from EBSCOhost database.Skinner, W., & Beckham, H. (2008). The treadway tire company: job dissatisfaction and high turnover at the lima tire plant. HBS NO. 082-189. Boston, MA: Harvard Business School Publishing.
Practical Economics of Higher Education
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Why does the education profession create so much of our work for its clients? I will use the following argument (from an article by Max Hirsch):
Research indicates that if students can make sense of information, they become more skilled at learning. This is because they gain an “intelligent control” as in thinking the answer to a question. This control is highly prized by the student.
The most reliable indicator of successful education is a strong student’s work ethic, and its ability to perform certain skills. It is also one of some of the characteristics which makes a good job offer an attractive one to prospective employers. A job offer is one of those things that requires good work ethic, as it does not require a skill set or attitude that can be taught.
The work of a scholar can be of great value to employers. But even the most well-placed scholars rarely make it into a firm’s board’s board of trustees, making them more susceptible to insider manipulation and blackmail.
The most obvious problem with our work in the sciences is that the degree of the profession is so low, it should be hard to attract and retain professionals. There are many reasons but the main motivation is to obtain top status and to keep working at a high level where the work demands its highest level. This is important because of the degree of quality we are providing, because its benefits are more valued than the status of our own research.
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