case study
Submitted by:
Nicolas, Judy Ann C.
Section/Course:
CBET-05-302A
Submitted to:
Prof. Mario Barrera
(Management 2 Professor)
I. Overview of the Problem Sko-Die is a medium-size manufacturing company. The company is more than 50 years old and many of the managers in the company have come from the ranks, so to speak. Recently, the Baby Boomers have started to retire and they are being replaced with Generations Yers/Gamers. The remaining staff members taking the roles in the manager team are Generation Xers. These two generations (Gen X and Gen Y/Gamers) are clashing in the workplace. Since the Gen Y employees have been at the company for such a short amount of time, they have very little loyalty or reason to stay. Hence, they leaving the company at an alarming rate and the incoming replacement also are from the Gen Y group, soothe problem will almost likely repeat itself over and over.
What needs to happen to slow down the exit rate, get some of the people to come back, and make sure the situation doesn’t repeat itself with the new staff?
Where could you focus your efforts, as a team, in the first six months, to improve the people/human resource issues of the company?
II. Statement of the Problem The two generations (Gen X and Gen Y/Gamers)are clashing in the workplace. Since the Gen Y employees have been at the company for such a short amount of time, they have very little loyalty or reason to stay. Hence, they leaving the company at an alarming rate and the incoming replacement also are from the Gen Y group, soothe problem will almost likely repeat itself over and over.
III. Objective/Rationale
The difference between happy employees and disgruntled employees often comes down to one important factor: inclusiveness. Employees who feel as though their opinions and ideas are important are typically happier, more productive employees, so it goes to reason that involving employees in decisions that affect their work environment
Nicolas, Judy Ann C.
Section/Course:
CBET-05-302A
Submitted to:
Prof. Mario Barrera
(Management 2 Professor)
I. Overview of the Problem Sko-Die is a medium-size manufacturing company. The company is more than 50 years old and many of the managers in the company have come from the ranks, so to speak. Recently, the Baby Boomers have started to retire and they are being replaced with Generations Yers/Gamers. The remaining staff members taking the roles in the manager team are Generation Xers. These two generations (Gen X and Gen Y/Gamers) are clashing in the workplace. Since the Gen Y employees have been at the company for such a short amount of time, they have very little loyalty or reason to stay. Hence, they leaving the company at an alarming rate and the incoming replacement also are from the Gen Y group, soothe problem will almost likely repeat itself over and over.
What needs to happen to slow down the exit rate, get some of the people to come back, and make sure the situation doesn’t repeat itself with the new staff?
Where could you focus your efforts, as a team, in the first six months, to improve the people/human resource issues of the company?
II. Statement of the Problem The two generations (Gen X and Gen Y/Gamers)are clashing in the workplace. Since the Gen Y employees have been at the company for such a short amount of time, they have very little loyalty or reason to stay. Hence, they leaving the company at an alarming rate and the incoming replacement also are from the Gen Y group, soothe problem will almost likely repeat itself over and over.
III. Objective/Rationale
The difference between happy employees and disgruntled employees often comes down to one important factor: inclusiveness. Employees who feel as though their opinions and ideas are important are typically happier, more productive employees, so it goes to reason that involving employees in decisions that affect their work environment