Turnover

Cyklop: Service Domain Employees and Turnover Case Solution

Case Solution & Analysis for Cyklop: Service Domain Employees and Turnover by Geeta Mishra, Sandeep Puri.

Complete Case details are given below :

Case Name :      Cyklop: Service Domain Employees and Turnover
Authors :           Geeta Mishra, Sandeep Puri
Source :              Ivey Publishing
Case ID :           9B16M224 / W16884
Discipline :        General Management
Case Length :    09 pages
Plagiarism : NO (100% Original work)
Description for case is given below :
In the spring of 2016, Cyklop Packaging Systems India Private Limited (Cyklop) was facing the critical situation of high employee turnover. One out of every two employees was leaving the company each month. Although most employees were leaving voluntarily, some were being asked to leave because of below-par performance. The problem was not grave for major competitors as they were able to retain most of their employees. Cyklop’s managing director, was concerned about the impact the turnover would have on relationships with key clients. He was also worried about increasing managerial and other costs. He asked the head of human resources to analyze the problem and provide an action plan for containing turnover in the service domain.
 
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Case Solution for Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Plant
Complete Case details are given below :
Case Name :      Treadway Tire Company: Job Dissatisfaction and High Turnover at the Lima Plant
Authors :           C. Wickham Skinner, Heather Beckham
Source :             HBS Brief Cases
Case ID :            2189
Discipline :        Organizational Behavior
Case Length :    12 pages
Solution Sample availability : YES
Plagiarism : NO (100% Original work)
Description for case is given below :
Treadway Tire’s plant in Lima, Ohio must confront strong job dissatisfaction and high turnover among its line foremen. The foremen are caught in the middle of an adversarial relationship between the union and management, and they must cope with the needs and interests of both. They also perceive limited opportunity for career advancement. Solving the problem requires rethinking the philosophy that guides workforce management and changing the Treadway culture that has grown up around that philosophy. Facing mounting pressure to reduce costs and increase productivity, director of human resources Ashley Wall must work quickly to analyze the root causes of the problem and provide an action plan to reduce turnover of the line foreman segment.
 
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