In 1966, the Community College of Beaver County, CCBC, was first located in Freedom, Pennsylvania. In 1971, it relocated its headquarters to Monaca, Pennsylvania. There are two additional CCBC sites, the Aviation Sciences Center located at the Chippewa Airport in Beaver Falls, Pennsylvania and SouthPointe located at the Southpointe Industrial Park in Canonsburg, PA. Southpointe provides training to workers for emerging regional job opportunities in the casino and oil and gas industries. In addition to the casino and oil and gas industries, students can earn credit for degrees in the areas of criminal justice, liberal arts, and business. If the demand exists, the college will invest in offering additional degree programs at the new location. A the beginning of this year, the …show more content…
Over the years, most employees have developed a comfort zone and a daily routine of performing their day-to-day tasks. Consequently, employees are now discovering that their routines are changing and will impact their personal and work lives. The College does reimburse employees for their travel expense. At the present time, the standard mileage rate is 57.5 cents per mile. Employees must complete a travel expense statement to claim reimbursement for their travel within 30 days. If employees do not complete the form correctly or fail to turn in a travel expense form within 30 days, the implications are they will not be reimbursed for their travel expenses. Other implications arise if employees refuse to travel to the new location. This results in insubordination, and can have a dramatic impact on the organization. Employees who fail to adhere to the direct orders from the administrators to travel to the new location can lower morale and force other employees to be directed to travel to the new location. Therefore, this change could lead to a hostile workplace and an unfair distribution of duties affecting other
The next problem is poor morale. Morale is the job satisfaction, outlook, and feelings of an employee. Right now, employees do not feel secure within the business and are rebelling against it. They do not have a positive outlook for the future of the business and feel betrayed because of all of the people getting let go. The employees right now have a poor morale due to all these factors.
In this paper, I will cover the employment-at-will doctrine, cover three scenarios with actions that the Chief Operating Officer (COO) can take to resolve the problems in the scenarios. Also, cover my state’s employment -at-will doctrine and provide an example of a recent situation that has happened in the last five years.
The California Community Colleges (CCC) system is composed of 108 colleges organized into 72 districts that serve more than 1.4 million students statewide. Under the direction of the CCC board of governors, the Chancellor’s Office provides statewide guidance and leadership to the community colleges. In addition, the voters in each district elect a board of trustees charged with developing local policies that govern the day-to-day operations at the district’s colleges, including overseeing the compensation of teaching faculty and other employees. For the fall 1999 semester, the districts reported to the Chancellor’s Office a total population of 41,754 teaching faculty, of which 28,180 (67 percent) were classified as part-time and 13,574 (33
potentially make employees more hesitant to approach a situation they may see or know is
For the past few decades, receiving a college education has been a stressed importance in today’s society. However it is often misunderstood that attending a 4-year school is the best and only way to go. Following this belief, many students attend these schools with out being academically, financially, or mentally prepared. Unfortunately students like this have failed to over look the more realistic options available to them, such as community college. Junior college is a resource available to anyone regardless of his or her previous academic performance. The variety of courses and the inexpensive tuition gives students flexibility to explore the many options presented to them. Though Universities hold more prestige, community colleges provide endless opportunities for students who aren’t fully prepared for a 4-year education
When both contingent and core employees work in the same location, the following problems may arise:
This case study was about the president of Bubba Gump Shrimp Company, a restaurant chain specializing in seafood, whose practice structure and secret to success was to have and maintain minimal management turnover. In fact, his focus on turnover was so successful that he did not have a general manager leave for 3 years, and he has decreased management turnover from 36% to 16% in 2 years. The motivation of an organization’s employees significantly affects it success. Additionally, employee turnover, absenteeism, and tardiness weaken employee productivity.
This kind of uncertainty always puts employees at risk. Their knowledge and skills might be out of date; their valued work space, or social relationships might be removed and disrupted. Therefore, people resist change out of worry that they cannot adjust to the new work requirements or they will produce unknown costs. Issues such as “fear of the unknown” and “the inability to see the need for change” are common in resistance to change research (Hickins, 1998; Wienbach, 1994). For instance, if change had been poorly implemented during the past and employees have been subject to broken agreements, unfair treatment and poor management decision making, it is unlikely that trust damaged by such actions will be easily restored (Dent and Goldberg, 1999; Ford et al., 2008; Piderit, 2000). Ultimately, employees also would feel bad towards
Voluntary and involuntary turnover have an effect on organizations. Rapid changes in job descriptions, organizational structures, and inter-organizational competitiveness increase the importance of studying turnover and its relationship with organizational change. According to Leana and Van Buren (1999), "the loss of key network members can severely damage an organization 's social fabric and perhaps eradicate its social capital altogether." When businesses lose a high number of employees, problems can occur, costing the company time and money. Some of the costs incurred are associated with training, drug testing, physicals, and orientations to hire replacements that may take several months to learn the job and to achieve competency. There is a saying, “Good help is hard to find---and harder to keep”. This saying refers to good organizations trying to reduce turnover when the competition for retaining good employees is intense.
One huge disadvantage that employers face with the use of telecommuting is losing direct control over the employees.
Employee retention is a practice in which the employees are convinced to stay in the organization for the most period of time or until the accomplishment of the plan. There is no scarcity of opportunities for a capable person. There are countless organizations, which are looking for such employees. If individuals are not satisfied by the job they are doing, they might switch over to some other more appropriate job. In today’s upbringing it turns out to be very imperative for organizations to retain their employees (Dibble, 2000). Employee retention is supportive for the organization with that of the employee. Employees today are diverse. They are not the ones who don’t have first-rate opportunities in hand. As soon as they dissatisfy with the current organization or the job, they switch over to the next job. It is the duty of the organization to keep their paramount employees (Phillips and Connell, 2003). Employee retention concerns taking measures to convince employees to remain with the organization for the most period of time. Today employees’ retention has become the major issue for organizations. Hiring knowledgeable workers for the job is essential for an organization. However retention is even more crucial than hiring (Inkson, 2007).
This thread will discuss and analyze the business problem of job dissatisfaction through the application of Core Self-Evaluations and the personality-job fit theory. This work will also offer a spiritual and biblical examination of job dissatisfaction as they relate to the biblical principle of Covenant. Two key elements of Covenant, hesed and mutual accountability will also be examined.
Every organisation in the world today is putting a lot of efforts, time, and resources in the human management. As this is, an excepted reality that no organisation in the world can vie in this globalised world just on the mere basis of their product and services. In order for an organisation to be successful, it has to invest substantially into the domain of people skills, and their behaviour. Due to stressful working environment, many organisations loose employees due to lack of motivation, stress, lower employee job satisfaction and other contributing factors of behavioural sciences and psychology. All these factors have negative effects on the organisation and organizational behaviour simultaneously. Many experts are in concord that all these factors create disoriented and unmotivated employees and affect the organizational overall targets and higher dissatisfaction of the employees.
All of this is proved but still management and employees of many companies resist this change. Major reasons why people resist this change are: - 1) fear of failure 2) disruption of interpersonal relationships 3) personality conflicts 4) politics
Employee satisfaction is undoubtedly the best predictor of employee retention. A job environment consisting of good working relationships usually fosters employee satisfaction. Employees feel motivated as they believe that the company is appreciating their service and commitment. Job satisfaction results in employee retention. Employee retention could be defined as the length of time employees stay with the organization.