Tanglewood Case Study

Tanglewood Case Study

Nathalie C. Bourdereau

University of Maryland University College

December 1, 2013

Tanglewood’s high voluntary turnover is a cause for concern because it is caused by key strategic staffing failures on the company’s part. The weaknesses of the current feedback mechanism mean that the company is not responding to concerns about satisfaction with the expediency required. Its competitors are benefitting from well-trained managerial staff without having to put in as much investment as Tanglewood does. The lack of a concerted effort among the different regions, including higher work satisfaction through a single organizational culture, has also led to the dismal employee retention rate.

Analysis of Regional Data

The person to job fit in the Tanglewood context is very low because of the unsuitability of the work conditions especially when compared to the high competition index. Northern California has the highest Competition Index and turnover rate that epitomizes the weaknesses of the current job model. Its total turnover of 221 is three times higher than the lowest for any region. The high competitive index in the region explains high turnover rate despite the average work and pay satisfaction. A key issue in the turnover might be pay satisfaction at 4.1 that is one of the highest among the different regions. Given the environment input of opportunistic hiring to fill on immediate needs for the company, the regional data indicates low work satisfaction and

Montana and Wyoming exhibit the lowest work satisfaction, the third lowest pay satisfaction, and the second lowest competition index. The resulting turnover rate is high. Work satisfaction has a 0.28 correlation with performance. The performance indicator has a similarly positive correlation with all other types of satisfaction. Dissatisfied employees are thus more likely to perform worse, and to eventually...