Capella University Improving Retention and Job Satisfaction Strategic Planning Paper

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User Generated

User

Sryvpvn0429

Subject

Writing

School

Capella University

Description

To improve retention and overall job satisfaction, analyze PMC's survey data and develop a strategic plan with recommendations that include best practices to address employee issues for the short and long term.

Demonstration of Proficiency

By successfully completing this assessment, you will demonstrate your proficiency in the course competencies through the following assessment scoring guide criteria:

Analyze key factors that drive employee commitment.
- Analyze possible causes for the top identified issues.
Examine best practices for achieving high employee commitment.
- Compare own plan to best practices for retention and job satisfaction.
Develop strategies for cultivating organizational commitment and facilitating employee engagement.
- Develop recommendations for strategies to employ in the short term.
- Develop recommendations for strategies to employ over the long term.
Communicate human resource management needs, opportunities, and strategies effectively with multiple stakeholders.
- Communicate in a manner that is professional and consistent with expectations for human resource professionals and master's level programs.

Instructions

Click Power Manufacturing Company: Job Satisfaction Survey | Transcript multimedia piece for survey results that identify areas of particular concern that require a plan for immediate resolution. In your role as the HR Manager for PMC, you have been tasked by executive leadership with analyzing the survey data and developing a strategic plan to improve PMC's employee retention and overall job satisfaction.

Requirements

For the areas of pay satisfaction, career planning, and the accessibility of top management, include the following in your strategic plan to PMC's executive leadership:

To assist leadership in their interpretation, analyze possible causes for the top identified issues. Support your analysis with professional resources.
Develop recommendations for strategies to employ in the short term. What steps or actions can be taken to begin improving retention and job satisfaction within six months? Justify your recommendations with academic, scholarly, or professional sources.
Develop recommendations for strategies to employ over the long term. What steps or actions can be taken to significantly improve retention and job satisfaction within three years? Justify your recommendations with academic, scholarly, or professional sources.
Compare your own plan to best practices for retention and job satisfaction. Use course resources to support your comparison.

Your strategic plan should demonstrate graduate-level writing skills through the accurate communication of thoughts that support a central idea and use of correct grammar and mechanics as expected of a human resources professional.

Additional Requirements

References: Support your analysis with at least 3 academic, scholarly, or professional resources from the Capella University Library.
Format: Resources and citations are formatted according to current APA style and format.
Length: 8 pages, not including the references list.
Font and font size: Times New Roman, 12 point.

Refer to the Strategic Planning for Improving Retention and Job Satisfaction scoring guide to ensure that you meet the grading criteria for this assessment before submission.

Note: You may consider saving this activity to your ePortfolio for future reference in the workplace. When placing assignments and other work in your ePortfolio, you will have access to this tool after your courses are completed with Capella.

Unformatted Attachment Preview

3/26/2020 Power Manufacturing Company POWER MANUFACTURING COMPANY JOB SATISFACTION SURVEY After reviewing a variety of options, PMC’s management decided to use the survey that had been developed for them by an outside consulting organization, and to make distribute the survey to all 600 employees using an online survey provider. This survey would be conducted anonymously but the following demographic question was added to compare results by length of employment with PMC: Tenure with PMC (0-5 years, 5-15 years, > 15 years) After conducting this survey the following items stand out as being of particular concern and requiring immediate attention. 0-5 years Satisfaction with pay 3.1 Developing a career plan 2.2 Accessibility of top management 2.9 5-15 years 2.4 2.4 3.0 >15 years 1.8 3.5 3.0 If you would like to review PMC’s Attitude Survey or PMC’s Setting the Stage information, view the other two tabs. ATTITUDE SURVEY PMC Management agreed to try an attitude survey so that they could address any issues that the survey uncovered. The summative results of this survey are shown below: Items measured in the culture survey Overall satisfaction with your job Employee commitment to PMC The workplace culture at PMC Satisfaction with pay Work-life balance Training & professional development Employee creativity & innovation is encouraged A teamwork atmosphere is encouraged Communication - employees know what is going on E ectiveness of rst line supervisor Accessibility of top management Employees are encouraged to develop and pursue a career plan Score (see below) 2.9 3.1 3.2 2.2 4.1 2.4 3.5 3.7 3.4 4.1 2.7 2.4 All items are summative average of at least 3 questions - using the following Likert scale: 1. = Strongly disagree 2. = Disagree 3. = Neither agree nor disagree media.capella.edu/CourseMedia/HRM5122/jobsatisfactionsurvey/transcript.asp 1/2 3/26/2020 Power Manufacturing Company 4. = Agree 5. = Strongly agree THE BACKGROUND OF PMC: PMC (Power Manufacturing Company) is a growing manufacturer or various types of power tools and equipment. Its product line includes lawn mowers, trimmers, etc. and a variety of both corded and cordless power tools (drills, saws, etc.). All of its products are re-branded and sold by a variety of retailers nationwide. PMC was found by brothers Ted and Ray Fallow in1960 as a manufacturer of lawn mower parts and has grown to now include 4 manufacturing facilities (Lima, OH, Winona, MN, Bowling Green, KY& Provo, UT) and 2 Distribution Centers (Topeka, KS & Terra Haute, IN). The brothers ran the company In Lima until 1985 and had greatly expanded the product line. They opened a second manufacturing facility (Bowling Green) in 1978. Both retired in 1985 and turned the company over to 5 of their children to run. This went ne and the rst distribution center in Terra Haute in 1990. In 1996 the PMC went public and 3 of the children got out of the business. By 2002 the last 2 family members sold their interest and the company is now managed by a team of Professional Managers. The plant in Bowling Green was added in 2004 and the one in Winona two years later, along with the Distribution Center in Topeka. Since that time expansion has been within the existing locations. WHERE PMC IS TODAY: The two original manufacturing plants (Lima & Bowling Green) have both been encountering some employee issues. Lima now employees 600 non-union workers and has traditionally had a very stable work force. In the last 5 years the demographics of the work force has changed dramatically and turnover has gone from the usual 3 or 4 percent to upwards of 15% and appears to be climbing. Pay surveys have suggested the hourly wage at Lima is competitive with the area. Similar problems are occurring at Bowling Green - which employees 500 non-union workers and is now seeing turnover at 18%. The Management at both plants and at PMC corporate are, so far, ba ed as to the causes of this turnover. Licensed under a Creative Commons Attribution 3.0 License. media.capella.edu/CourseMedia/HRM5122/jobsatisfactionsurvey/transcript.asp 2/2
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Explanation & Answer

Attached.

Running head: STRATEGIC PLAN

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Improving Retention and Job Satisfaction Strategic Plan

Institution Affiliation

Date

STRATEGIC PLAN

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Executive Summary

Power Manufacturing Company is dealing with employee retention and satisfaction issues. The
three problems that are contributing to the retention and satisfaction issues are pay
dissatisfaction, poor or lack of a career development plan, and difficulty in accessing top
management. Effective strategies are needed to deal with the three issues and enhance retention
and satisfaction. Short-term strategies that PMC should implement to address the pay satisfaction
problem are increasing pay for employees who have worked in the firm for over 15 years, match
workload with salary, and create a new payment plan. To deal with the career plan issue, the
short-term actions that PMC should take are to create a new career progression plan and train
employees to develop career plans. Regarding top management accessibility, PMC should, in the
short-term, adopt an open-door policy and get the senior management to meet employees
regularly. The long-term recommendations for PMC are to implement the developed payment
and career progression plans and to evaluate employees' career plans.
Introduction
Power Manufacturing Company or PMC is facing two serious human resources (HR)
problems. The two issues are low levels of employee job satisfaction and a high employee
turnover rate. The rate of employee turnover is quite high in two of its original plants, the Lima
and Bowling Green plants. The current turnover rates in the Lima and Bowling Green plants are
15 and 18 percent, respectively. Earlier on, the turnover rate at the Lima plant was 3 or 4 percent.
An organization’s employee retention rate is influenced by job satisfaction. If employees are
satisfied with their jobs, they will often stay in an organization. PMC recently conducted a
survey to measure employee satisfaction and causes of dissatisfaction and high turnover rates.

STRATEGIC PLAN

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The online survey gathered data from 600 PMC employees. The survey revealed that there are
three issues at PMC, which are largely to blame for the low employee job satisfaction and low
retention rates. The three problems are pay dissatisfaction, poor or lack of a career development
plan, and difficulty in accessing top management. PMC needs a strategic plan with effective
strategies to deal with the three issues and improve job satisfaction and retention rates.
Retention and Job Satisfaction Issues
A five-point Likert scale was used in the survey to measure PMC employees’ attitudes
regarding several items in the survey that are related to retention and job satisfaction. One
demographic question that was included in the survey was a worker’s length of employment with
PMC. Satisfaction levels in the several items in the survey often differed in relation to a worker’s
length of employment.
Pay Satisfaction
Employee compensation is critical to job satisfaction. If an employee is not satisfied with
their pay, they are likely to be dissatisfied with their job and to leave their employer (Gelard &
Rezaei, 2016). The analysis of collected survey data revealed that satisfaction with pay was
significantly influenced by the number of years that an employee worked with the firm. Those
who worked for PMC for zero to five years had a satisfaction level of 3.1. Those who worked for
the firm for a period ranging between 5 to 15 years had a pay satisfaction level of ...