Measuring Employee Opinion to Enhance Employee Productivity at Wausakee Composites - Research Paper Example

Measuring Employee Opinion to Enhance Employee Productivity at Wausakee Composites TO Mr. Dave Rankin FROM May 4, : Conduct of Wausakee Composites’ Employee Opinion Survey In the past years, Wausakee Composites has witnessed how its leaders have achieved balanced and profitable growth – not just growth for growths sake. The company has gained new and promising clients, and yet has barely begun expanding into what is a truly broad market. Presently, it continues to drive the business towards our vision of making a niche in the construction industry of the US. Problem Behind the success of all these undertakings are our employees and their motivation to work – which is believed is Wausakee Composites’ most valuable asset. Since the company believes in the value of people and their engagement, the researcher proposes the conduct of an Employee Opinion Survey to gauge the best ways of increasing productivity within the company and to enhance communication and teamwork among employees. Briefly, the survey is a pulse of employees opinions about various facets of work such as job fulfillment, leadership and management, supervision, teamwork, among others. Purpose The purpose of this report is to validate the work-related issues that exist within Wausakee Composites, so that appropriate recommendations may be made towards improving the productivity of its workforce. The intent is to arrive at honest employee opinions to dovetail strategies for addressing areas for improvement, and further leverage on strengths. The data shall also serve as valuable input to the design of future people programs of its Human Resources Department. Forecast The following components shall be presented in the current report: 1) Problem; 2) Findings; 3) Recommendations; 4) Conclusions; and 5) Closing. I am more than willing to discuss the results of the survey with you to enable more effective deployment of the recommendations. Executive Summary Purposes of the Report The current report is meant to ascertain the work-related issues which affect the productivity of Wausakee Composites employees. This has been done through an assessment of the following work-related factors, as follows: corporate pride and commitment; job fulfillment; training and growth; management and supervision; leadership; tangible rewards and benefits; work life balance; teamwork and collaboration; work place and resources; and overall satisfaction. The intent is to put forth recommendations which may address improvement areas identified from the survey. Research The main research tool that was used is a survey instrument. The means of each statement presented in the tool were computed, and these were the bases for the recommendations. Recommendations Based on the results of the survey, the lowest rated clusters are compensation and benefits; training and development; and work life balance. The recommendations of the report revolved around these areas. Introduction Wausaukee Composites is a company which produces fiberglass products, and boasts of distinguished customer portfolio, mainly because of its exceptional capacity to delight its customers. It produces composite plastic and fiber glass parts to greater than 35 OEM clients worldwide. The length of patronage of their customers is at least a decade on average. The company has been successful at earning the praise of its customers because of its capability of delivering high quality products while being cost efficient at the same time. The present report gauges various work-related factors that may influence the productivity of Wausakee Composite’s workforce. Forecast The present report shall have the following components and subcomponents: 1) Problem a) Background Information b) Detailed Description of the Problem c) The Importance of Focusing on Employee Opinion d) Purpose of the Project 2) Research a) Surveys 3) Recommendations 4) Conclusions Background Information Wausaukee Composites leads in the OEM manufacture of various equipment, including construction, agricultural, mass transportation, energy, among others. It is located in Wausakee, Wisconsin and is ISO-certified. Its workforce is composed of nearly 600 employees, who man its four manufacturing facilities (Wausaukee Composites.com 2010). Problem While the financial and process bottomlines of Wausakee are positive, there is an upward trend in its employee turnover over the past 3 years. This has begun with 3% in 2008; 4% in 2009; and 6% in 2010. This makes it rational to assess the factors which may have an impact on employee motivation, productivity, and retention. Why Employee Motivation is Important Empowering employees should result to excellent customer relations, employee satisfaction, and organizational success. People indirectly influence the success of the organization, which for businesses that rely on profits from the consumer, customer satisfaction is key. Attention to employee empowerment has been linked with majority of the central themes associated with common employment practices, such as in securing a competitive edge through a better quality of service. Statement of Purpose The globalization of the OEM market brings with it increased competition, and a more complex range of customer needs. Empowerment programs strive to address these challenges, starting from the root of the management, to the faces that employees show their customers. With empowerment, organizations reap benefits from the inflation in customer ties as the latter are exposed to an esteemed, exceptional service. Employees are found to have increased productivity, enthusiasm, confidence, innovation, improved teamwork, and these are extended to the customers, especially for front of the line employees. This is why Wausakee Composites justified the need to run a survey measuring employee motivation. Research Method. A list of all regular employees was used to identify those who were qualified to respond to the survey. Respondents were asked to answer the instrument in a classroom setting, where giving of instructions and other conditions were kept uniform and standardized across survey administration sessions. They were to answer two (2) major portions of the instrument: 1.) demographics; and 2.) opinions to work-related statements. Demographics. Demographic information were furnished by the respondents, as follows: gender, civil status, age, tenure and position. All respondents were kept anonymous throughout the process, and all information were gathered for research purposes only. Results were presented in groups, and there were no attempts to identify individual respondents. Opinions to Work-related Statements. For all 54 work-related statements, each respondent was asked to express his or her level of disagreement by shading the circle that best expresses his opinion. The following Likert scale was used: 4 – Strongly Agree 3 – Agree 2 – Disagree 1 – Strongly Disagree Cluster Averages Figure 6. Weighted average per factor. The averages per cluster were computed by getting the average of the items measuring that cluster. For instance, the cluster Corporate Pride and Commitment are measured by Items 1, 11, 20 and 30; therefore, its cluster average is computed from the averages of these four items. Cluster/Factor Ranking The following scale is used for the interpretation of the averages for both clusters and individual items: Upper Bound Lower Bound Substantive Interpretation 1.00 1.49 Strongly Disagree 1.50 2.49 Disagree 2.50 3.49 Agree 3.50 4.00 Strongly Agree Ranking of Factors Cluster Average Rank Corporate Pride and Commitment 3.59 1 Job Fulfillment 3.21 2 Training and Growth 2.64 9 Management and Supervision 3.07 4 Leadership 2.85 5 Tangible Rewards and Benefits 2.23 10 Work life Balance 2.67 8 Teamwork and Collaboration 3.11 3 Work Place and Resources 2.85 6 Overall Satisfaction 2.82 7 From the foregoing results, the lowest rated clusters are Tangible Rewards and Benefits, Training and Growth, and Work Life Balance. These are some of the areas that HR may focus on towards improving employee motivation in the workplace. Recommendations Based on the results of the survey, it may be worthwhile to further probe into related issues. To begin, HR may consider the following Human Resources best practices: 1) The company ought to analyze its corporate culture relative to the requirements of the business and develop a strategy for making changes in order to ensure that everyone’s behaviors are aligned with the business needs. This is particularly true for the Compensation, Benefits and Recognition system which figured as the lowest rated cluster. 2) A selection system may be developed based on competencies needed by executives, managers and team members to help the company make the needed changes in the workforce and minimize the need for training. Training and Development also needs to be focused on since it is the lowest rated cluster. 3) Improve employees’ sense of work life balance. Conclusion The report shows that Wausakee Composite employees have concerns about their compensation and benefits; training and development; and work life balance. These areas may be investigated further through focus group discussion towards the enhancement of productivity and increasing retention within the company. Beneficiaries Both employees and the company shall benefit from the implementation of the foregoing recommendations. On one hand, employees will receive more equitable and competitive pay. On the other, the organization will benefit from the increased productivity and retention that these recommendations are expected to generate. Steps to Implementation 1) The company ought to analyze its corporate culture relative to the requirements of the business and develop a strategy for making changes in order to ensure that everyone’s behaviors are aligned with the business needs. This is particularly true for the Compensation, Benefits and Recognition system which figured as the lowest rated cluster. The compensation process may be reviewed and redesigned so that employees are rewarded for demonstrating the right behaviors. 2) A selection system may be developed based on competencies needed by executives, managers and team members to help the company make the needed changes in the workforce and minimize the need for training. Training and Development also needs to be focused on since it is the lowest rated cluster. Leaders should be developed so that they are able to model the needed leadership competencies to help employees change their behavior in response to business needs. HR must be able to manage the succession planning process so that the company has leaders in place who are ready to manage and lead the business. 3) The company ought to determine ways on how to improve the sense of work life balance of employees. This may be done by first determining which particular departments are heavily loaded with work and introducing a formal work life balance program in the organization. Action Required Since most of the interventions mentioned above involve Organizational Development, this suggests the need for management support and approval. Following this step, the formal programs may be designed by the Human Resources Department, with the corresponding communication and change management plans. Closing Recommendations and Benefits Enhancing the current culture of the company through a review of its compensation and benefits programs; enhancement of training and development initiatives; and establishing a robust work life balance program is expected to yield positive benefits for Wausakee Composites. Some of these benefits include increased productivity; decreased absences; enhanced sense of organizational commitment; and willingness to carry out extra-role behaviors beyond what their job descriptions state. Works Cited Kinlaw, D.C. (1995). The Practice of Empowerment: Making the Most of Human Competence. Hampshire: Gower. Lashley C. (1999). Employee empowerment in services: a framework for analysis, Personnel Review, 28(3), 169-191. Wausaukee Composites.com (2010). About us. Retrieved on May 4, 2011 from http://www.wauscomp.com/about-us/ Wilkinson A. (1997). Empowerment: Theory and practice, Personnel Review, 27(1), 40-56. Appendix A – Weighted Averages by Item of the Survey Item Ranking Table 6. Ranking of items of the EOS according to weighted average. Item Statement Cluster Average Rank Corporate Pride and Commitment         1 Our company’s services are superior when compared to our competitors. Corporate Pride and Commitment 3.59 2 11 I am proud of telling my friends where I work. Corporate Pride and Commitment 3.33 4 20 This organization is a good place to work in. Corporate Pride and Commitment 3.09 15 30 I would recommend this company to my friends. Corporate Pride and Commitment 2.92 27 Job Fulfillment 2 I have a clear understanding of how my job contributes to the vision and mission of the Wausakee Composites. Job Fulfillment 3.63 1 12 I have a good grasp of my responsibilities. Job Fulfillment 3.42 3 21 I am learning so much from my job. Job Fulfillment 3.21 9 31 I find my job challenging and fulfilling. Job Fulfillment 3.01 21 39 I feel my capabilities are being fully utilized in my job. Job Fulfillment 3.14 13 46 I am equipped/trained on the competencies that I need to do my job well. Job Fulfillment 3.07 17 51 My work gives me a sense of personal accomplishment . Job Fulfillment 3.03 18 Training and Growth 3 The company gives adequate training for employees professional development. Training and Growth 2.94 26 13 There are opportunities for professional advancement/promotion in this organization. Training and Growth 2.68 40 22 The standards for evaluating individual performance are clear. Training and Growth 2.49 50 32 The organization hires the most qualified job candidates. Training and Growth 2.72 38 40 Promotion criteria are clear to me. Training and Growth 2.43 51 47 There is sufficient recognition for good performance in this organization. Training and Growth 2.55 47 Management and Supervision 4 My superior clearly informs me of the performance he expects from the group. Management and Supervision 3.15 11 14 My boss clearly shows that he believes in my capabilities. Management and Supervision 3.14 12 23 My superior treats me with respect. Management and Supervision 3.22 8 33 I can openly approach and talk to my boss if I have work-related problems or concerns. Management and Supervision 3.28 5 41 My superior promotes participation in decisions that have an impact on our group. Management and Supervision 2.98 22 48 I receive adequate guidance from my boss that allows me to improve my performance. Management and Supervision 2.95 25 52 My boss gives me adequate recognition for a job well done. Management and Supervision 2.75 36 Leadership         5 Wausakee Composites management informs us of concerns or issues that may affect our work. Leadership 2.90 29 15 The Management Team of Wausakee Composites provides clear company directions. Leadership 3.03 18 24 The Company exhibits concern towards employees. Leadership 2.80 34 34 Employees opinions and suggestions are heard in this organization. Leadership 2.50 48 42 Overall, management team members are approachable. Leadership 3.02 20 Tangible Rewards and Benefits     6 Our benefits are relevant to my needs. Tangible Rewards and Benefits 2.55 46 16 I receive adequate compensation, considering the requirements of my job and how it compares with other jobs within the company. Tangible Rewards and Benefits 2.10 53 25 The rewards / pay I receive are adequate for the kind of work that I do. Tangible Rewards and Benefits 2.09 54 35 The company provides compensation and benefits comparable to those offered by other companies . Tangible Rewards and Benefits 2.18 52 Work life Balance     7 There are programs to ensure the work-life balance of employees. Work life Balance 2.62 44 26 My work takes up just enough time, and I am still able to spend with enough time with family/friends. Work life Balance 2.63 42 36 I go on overtime less often than I go home on time. Work life Balance 2.63 43 43 When I am at home, I am not preoccupied with work concerns Work life Balance 2.50 48 49 I still have time for my hobbies and personal interests considering my work load. Work life Balance 2.72 39 53 The pace of the work in this organization enables me to do a good job . Work life Balance 2.88 30 Teamwork and Collaboration 8 Overall, employees within my work group have good working relationships. Teamwork and Collaboration 3.07 16 17 In general, my group has effective working relationships with other work groups. Teamwork and Collaboration 3.09 14 27 My co-workers lend assistance to me when I need help at work. Teamwork and Collaboration 3.22 6 37 Cooperation within the department is apparent. Teamwork and Collaboration 2.96 24 44 We treat each other like family in my Department. Teamwork and Collaboration 3.22 7 Work Place and Resources 9 There is sufficient lighting in my work area. Work Place and Resources 3.17 10 18 My workspace has adequate room to move around. Work Place and Resources 2.79 35 28 Our work place is clean most of the time. Work Place and Resources 2.88 31 38 There is adequate ventilation in my work place. Work Place and Resources 2.73 37 45 The room temperature in my work place is just right. Work Place and Resources 2.67 41 50 I have the resources I need to do my job well . Work Place and Resources 2.85 33 54 I have all the information I need to do my job effectively. Work Place and Resources 2.86 32 Overall Satisfaction 10 I am satisfied with my job. Overall Satisfaction 2.98 23 19 I am satisfied with my employment at Wausakee Composites. Overall Satisfaction 2.91 28 29 I will stay here even if I had other job offers. Overall Satisfaction 2.57 45 Appendix B – Demographic Profile of Respondents Gender Table 1. Frequency and percentage distribution of respondents by GENDER. The total frequency may not be equal across demographic characteristics; the discrepancies are due to invalid responses or non-response. The company is predominantly female (61.36%). Males account for 38.64% of the total sample size. Figure 1. Percentage distribution of respondents by GENDER. Civil Status Table 2 Frequency and percentage distribution of respondents by CIVIL STATUS. 55.79% of the respondents are single. Married respondents would account for the remaining 44.21%. Figure 2. Percentage distribution of respondents by CIVIL STATUS. Age Table 3. Frequency and percentage distribution of respondents by AGE. 31.14% of the respondents were within the 26 to 30 years old bracket. The 31 to 35 years old bracket comprises 28.41% of the total respondent sample. Figure 3. Percentage distribution of respondents by AGE. Years of Service Table 4. Frequency and percentage distribution of respondents by YEARS OF SERVICE. 139 out of 431(32.25%) respondents has worked for the company for 5 but less than 10 years. 32.02% has worked for the company for 1 but less than 3 years. Figure 4. Percentage distribution of respondents by YEARS OF SERVICE. Position Table 5. Frequency and percentage distribution of respondents by POSITION. Most of the personnel belong to Rank and File positions, which account for 69.27% of the total workforce. Figure 5. Percentage distribution of respondents by POSITION. Read More