SUMMARY OF IMPORTANT FACTS
Ancol Ltd. is Canada’s leading metal fabrication company. This case study is focused on the Jonquiere, Quebec plant which is the smallest of Ancol’s 15 operations across Canada. This plant has approximately 250 production employees. Paul Simard is hired as the new manager at Ancol Ltd in Jonquiere, Quebec.
Seeing a tense relationship between employees and management, Paul Simard, wanted to find a way to improve the relationship between them. His opinion, after taking a seminar on building trust in the workplace, was that if a valid degree of trust could be met between employees and management, then it would build a preferred working environment, lessen stress, and raise work productivity. His first move to create
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• Supervisors are in short of interpersonal skills and experience in taking attendance.
• Ancol added another supervisor position and reduced the number of employees assigned to each supervisor.
• Management noticed the increased absenteeism levels were starting to have an effect on plant productivity.
• Payroll department had no way to deduct amount of time employees were late. Instead a letter of reprimand was placed in the employee’s personnel file.
• Employees filed grievances with the labour union to have the letters removed from their personnel files. These grievances doubled over six months.
ANALYSIS
Questions that need to be
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The consequences of removing the time clocks were that employees started to show up late, leave early or take extended lunches. The increased absenteeism took effect on plant productivity. With the mangers trying to keep track of employees’ comings and goings, this made it difficult for them to keep up with other responsibilities. Then when management started putting letters of reprimand in employees’ personnel files, for those who were noticed leaving early, coming in late, or taking extended lunches, employees started filing grievances with their labour union. This took more time away from management because they had to handle these disputes with the Union. Simard should have taken the time to fully understand the aspect of the situation before making a decision that let to such recklessness. If he had many of the consequences would not have
Dubuque Packing Co. (1982) Reasonable actions from employee would have been to take immediate steps, short of resignation, to work with management in order to address the intolerable working condition in an effort to make them more tolerable. Due to the fact that the former employee quit immediately after the new policy change was put into effect, shows that no actions were taken to resolve the intolerable working conditions.
Happy Valley, Inc. violated the NLRA by imposing a broad attendance policy. Employees could misinterpret the policy as a tardy employee being sent home for the day, but not terminated. The policy was designed to punish employees and it placed constraints on concerted activity. Additionally, Happy Valley Inc., did not state what “just cause” was in instances of terminations. When Mr. Hackenberg was terminated, there was no due process. In addition, this new policy was only for employees that had been with the company for less than five years. The policy showed favoritism to the senior employees.
High levels of absence are costly both to individual organisations and the economy as a whole.
“Without change there is no innovation, creativity, or incentive for improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable.” William Pollard’s, a 20th century physicist, words show us the power of being proactive, and igniting change to strengthen a company’s productive climate (Sellers, Boone, Harper, 2011). Acme Airlines flight attendants lacked incentive to improve the quality of their work, as a result of distrustful management and overall frustration within the company. Acme took successful steps to rebuild their FA program into a more relationship oriented work environment. Through an understanding of effective leadership, we will use the
...recognize development of trust within an organization is both an opportunity and ongoing challenge. Trust creates the groundwork for effective communication, employee motivation, and retention. Trusting relationships lead to synergy, interdependence, and respect.
Trust and shared vision unify the facets of interpersonal resources leaders, direct or guide as employees, navigate through the structured network of relationships that encompasses the cooperative relationship of shared vision, shared values, and mutual goals (Frisina & Frisina, 2011; Li, 2005; McLeod & Young, 2005; Rodríguez-Campos, 2007). Faithfulness and dependability of purpose, move the organization forward from an expected ideal state or big picture whereas the behavior of the leadership becomes the forecaster of organizational performance (Frisina & Frisina, 2011; McLeod & Young, 2005; Rodríguez-Campos, 2007). Reemphasizing Frisina and Frisina (2011) quote, “Whenever performance does not match potential, there is a gap between how we are actually performing and what we could be achieving with the appropriate level of influential leadership and personal motivation” (p. 27).
The employees who were identified on the machine were on other operations. The union dates and grievant dates do not coincide. The union has provided a statement from someone who states he worked on the APBS on his Off Day but did not provide an Employee Everything on the individual. The date the witness state is neither the date union identified nor the grievant. Management has not violated any articles or settlements made with the union. There is no violation to stop but the grievances should be stopped. Management has provided enough evidence to substantiate there is no grievance. The remedy is improper; the union did not establish how they arrived at 18 hours. The employee was working and paid while employees were working. There is neither financial harm nor violation on management part by allowing employees to scan mail. No scheme is required for scanning mail. Previous settlements and Pre-Arbitration efforts are non-citable and cannot be quoted. The grievance is
Moreland, R. L., & Levine, J. M. (2002). Socialization and Trust in Work Groups. Group Processes & Intergroup Relations, 5(3), 185.
An incident report states that the manager examined Richardson's printouts back to April and s...
The confidence came from Keller’s presence. His long history with the company his respect for coworkers and his reputation as a successful problem solver almost certainly reassured employees that a turnaround could happen. Second, team members must appreciate one another’s perspectives and refrain from blaming one another for problems they may encounter. Before Jimenez’s team-based productivity project, the engineers and the operations workers at the Wichita site neither understood nor appreciated the other side’s contributions. Jimenez and Keller set up the monthly meetings to discuss problems and resolve them.
Satisfaction and productivity will be improved when the manager and employees understand each other through improved relationships and understanding of one another.
The employees were having issues and company intermingling had proven to not change without an intervention unless the workers take things into their own hands. Acknowledgements to some valiant employees, where a union was discussed and the idea came to life (Featherstone, 2012).
In the twenty first century, leaders are required to build a greater impression in which people believe in strategy, trust in management decisions, and trust in their work. Once people believe in management choice, there will be enthusiasm inside an organisation. Such an environment helps the organisation growing or flourish. A doing well leaders create a surroundings in cooperation inside and outside the organisation. (Subir chowdbhury management, 21c financial times prentice hall (2000)
? Some workers and unions opposed this theory because they feared that working harder or faster would exhaust whatever work was available, causing layoffs.
Absenteeism is a serious problem for a company, it not only reduce the productivity buy also make the company lose a lot of money. workplace bullying, employee`s health, workplace condition and Unfairness at work are the common causes of absenteeism. However, there are not just these few causes for absenteeism, the most important is manager should be good at observe and analysis, try the best to find out the reason of absenteeism and take an action to improve it. And the five basic elements of an effective absenteeism control and the Point Contingent rewards may be able to help you. But the managers should keep in mind, in order to have a successfully absenteeism control, the organization should have a comprehensive strategy or use a combined approach to approach the problem not just depend on one or two methods. (Cole & Kleiner, 1992)