Human Resources

Paper Summary:

This paper explains that XYZ Manufacturing Company, an Italian owned manufacturing company with plants in Italy, Canada and the United States, has three problems: A high employee turnover rate, constant organizational changes and cultural and diversity issues. The author points out that organizational change consists of breaking down current structures and creating new ones including new organizations, new strategies, new cultures and new methods of working. The paper recommends that, in order to stay profitable and competitive, the management of XYZ Company must be able to retain employees by adopting a critical hiring process, training their management on leadership and motivational skills, enhancing the management's relationship with their employees and receiving continuously feedback from their employees.

Table of Contents
Introduction
Background of XYZ Company
Identification of Problem Areas
Review of the Literature
Turnover
Figure: Model of the Turnover Process
Organizational Change
Figure : Model of Change Sequence of Events
Organizational Culture and Diversity
Recommendations for XYZ Company
Turnover Reduction
Proper Implementation of Organizational Change
Development of an Organizational Culture in a Diverse Company
Summary

From the Paper:

"Employees are an organizations' number one asset in labor intensive industries such as manufacturing. In this type of an organization, its success is extremely dependent on its employees and their ability to produce a quality product or to provide a quality service. Organizations must be aware of employee satisfaction and employee attrition because turnover may jeopardize their objectives, and cost them hundreds of thousands of dollars. It is ironic that most organizations will spend great sums of money on purchasing equipment and maintaining it, but do little on retaining their employees. Organizations do not think twice about securing and insuring easily replaceable physical assets, but they adopt a different attitude when it comes to their real source of value: knowledge."

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