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FABRICS of NY is a 70 year old company of 315 people, which manufactures materials for the furniture industry. The company was run for the last 38 years by Susan Quinn, daughter of the founder, who knew all 315 employees by name, and was very well thought of by her employees. She retired two years ago after three investors from Indiana acquired a 51% share of stock in FABRICS. The new owners appeared occasionally at the company and were considered pleasant but unapproachable. They were very clear in their objectives, profits were up by 23%, business volume was up 17%, jobs were secure, and pay increases were consistent with their pattern over the last 10 years. But, 71 people have left over the last two years, morale is extremely low, and the best employees are looking for other jobs.
What might be wrong, and what ideas from this module will help improve the quality of worklife at FABRICS of NY? (Bear in mind that FABRICS of NY is a fictional company.)
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