Reference no: EM133164137

Case Study: Conflicts between "Flexible" Workforce and Employee Relationships"

The Lamson & Sessions Co. plastics factory in Bowling Green, Ohio, is a case of the relationship problems between an organization and its employees. Matters are also complicated by the relations among different groups of workers. There are five categories of employees: full-time regular, temporaries, independent contractors, summer employees, and part-time employees. Having different categories of employees offers Lamson & Sessions greater flexibility to adjust to demand for its product. Some of the less time-intensive jobs appeal to single mothers and college students. Each group of workers views their jobs and each other differently. The plant came to this situation by hiring regular full-time employees when it started. But as the plant grew, only temporaries were added so the firm could preview their capabilities before hiring them.

Temps do not get the same benefits as the regular employees, and regular employees get to vote on whether temps can become regular employees. Temps get $6.50/hr. while regular operators get $11.19/hr., plus benefits. As a result, the situation leads to a "them vs. us" mentality. Turnover among new temp employees, many of whom dislike their jobs, is as high as 40% a month. However, turnover among regular workers is only about 1% per year. About half of the temps leaving each month are told to leave because of poor productivity or attendance. Quality is not a big issue, according to the plant manager, because the work of the temps is double-checked. Also, the fulltime regular employees must constantly teach new temps how to perform the jobs. Temps say they dislike the open-ended nature of their work and the lack of commitment shown them by the company and other workers.

Independent contractors create less disturbance. For example, one contractor, the mother of two small children, carts home boxes of parts, assembles them, and brings them back a week later, earning $100 each time. She is not allowed inside the plant but does not care, and does not feel excluded. Plant managers note that tension is inevitable when employers need mixes of different types of workers to remain flexible and competitive. They also note that management must be flexible as well. But regular workers speak in derogatory terms about temps, temps feel abused, and part-timers often leave during difficult times, leaving the rest of the remaining workers to do more work. The relationship between the company and its employees is certainly "flexible," but problematic.

With reference to the case study above, please answer all the questions:

a. How would you conduct HR department to assesses effectiveness and efficiency of the degree to which operations are done in an economical manner in different groups of workers such as full-time regular, temporaries, independent contractors, and part-time employees?

b. What role does Human Resources play in making sure work/life will be more flexible between the company? Describe

c. What ethical considerations exist that may drive the organization to be more work/life balanced?