Amanda Fajrina Fitri Nasution (29115584)

THE TREADWAY TIRE COMPANY:

TURNOVER AT THE LIMA TIRE PLANT

JOB

DISSATISFACTION

AND

HIGH

Lima Tire Plant is facing serious problem about high turnover rates among the
foreman. 23 out of 50 foremen have turned over in 2007.
Currently the composition for line foremen mostly coming from internal
hiring. The second is coming from external hiring and the last is from
transfers.
There are 3 main issue addressed to the problem which is morale, hiring and
training.
Bottom-line problem about the rate of turned over from morale perspective
was union workers versus line foremen. Foremen felt powerless authority
while their supervisor didnt give any help towards this kind of situation.
Foremen position also on the second layer which susceptive to influence by
bad rumors toward their position.
Bottom-line problem from the hiring perspective was the procedure is very
technical yet given non technic procedures such as personality or attitude
requirement to fill the position especially for internal recruitment
Recruitment mechanism is also only based on the result during the
recruitment without any consideration on how the candidates performance in
the work place.
The evaluation for foremen only based on technical aspects which will not
give any emotional support for the foremen after evaluation besides
increasing of salary.
Bottom-line problem from training perspective is there is no formal training
provided by the company since the company needs to decrease the number
of production cost while formal training can help employee to get a better
career enhancement.
When company cant provide any formal training, it is supposed to do on-job
training with competence employee or under supervisors supervision.
However in this case, the supervisor didnt give clear guidance for line
foremen on how to deal with their job and workers union while on the other
hand line foremen also had target to be accomplished.
Overall conclusion for Lima Tire Plants problem can be drawn on diagram
below. Herzbergs two factor principles show factors influencing employee
with their job dissatisfaction. Lima tire plant has 4 out of 5 factors due to job
dissatisfactions factors. Lima tire plant should improving hygiene factors to
decreases job dissatisfaction toward the line foremen.

Amanda Fajrina Fitri Nasution (29115584)

SOUTHWEST AIRLINES: FOCUSED ON TAKE OFFS NOT LAY-OFFS

Amanda Fajrina Fitri Nasution (29115584)

Southwest Airlines was bucked the trends of slumping business traveler and
vacationer demand due to their HR strategic policy

The policy focused on take offs- not lay-offs creates positive vibrant
workforce amongst the employee
In Southwest Airlines, employees were positioned as main resources which
need to appreciate. No wonder this value creates fiercely loyal, productive
and flexible workforce as the result.
Employees on Southwest Airlines felt the high level of job security which
promotes them to be innovative on the job without fearing that they will
punished for any mistakes.
Each personal accomplishment related to organizational value is highly
respected which make Southwest Airlines employee had strong engagement
with their job.
Recruitment process is not only looking for skills but also attitude. This
mechanism will be translated into employee branding as a method of
engaging employees.
Southwest Airlines value and talent management creating engaged actively
employees to accomplished specific organizational competencies through
changing strategic needs and needs assessments.
Sample of how Southwest Airlines treat their employees well is LUV and
FUN ideology. This ideology permitting employees to dress up on
Halloween, have a casual dress code in the summer months, and by
providing a teaching video on the Southwest Airlines Shuffle Dance.