Plastec

Week 1

Now meet John and Roy, at the Plastec company. Later in the class you will apply the dialogue below and other dialogues in later weeks to resolve a case study situation:

“John, our production numbers are getting worse,” said Roy, who is John’s manager at the small plastic molding company.  “What’s going on?”

“ We've laid off several people in my area,” replied John.

“Can't you get them to work harder? asked Roy.

“Before the layoff, we had a lot of people quitting,” said John.  “And the ones who are left just don't do as much work. it&rs. 

“Why did we have so much turnover?” asked Roy.  “ What can we do to get these people up to speed?

“Well,” said John, “Some of the people said they were quitting because they could make more money someplace else.”  “Others said it was a dead-end job and there was no place to go.”  “I had two people quit awhile back who said the health insurance was better at their new jobs.”  “And to be honest, I can see now that there are a few people who shouldn’t have been hired in the first place so it was just as well that they left.”

“We’ve got to do something,” said Roy.  “The company is going to grow a lot in the next few years and we’ve got to be able to produce a lot of product once we start getting more orders again.  Our numbers need to go way up, not down.  I think we’d better go see HR.

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We’ll come back to Roy and John later because they give us a good example of how HRM fits into the organizational scheme of things.  

Week 2

Paul, the Director of HR at our small plastics company, reviewed exit interview information from voluntary terminations in the past year, after his first discussion with Roy and John.  Then he set up a meeting with them to discuss the results.

Paul:  As I looked through the exit interview notes I found some patterns that hadn’t been apparent before.  The people who left because they got a better job or went to a company that had better...