Case Study of Copper Coil Case Study

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Copper Coil Case Study Student Name University Name Copper Coil Case Study Abstract Copper Coil is a successful corporation that specializes with distinct metal components. The company has seen progressive sales in the past five years and such growth is projected to continue in the forthcoming periods. This analysis sought to ascertain three key aspects comprising of employee engagement, employee turnover and perceptions of organizational support. The analysis of the data comprised of the gender category, which included of three different groups including males, females, and individuals who failed to state their gender. For starters, the outcomes of the study demonstrated that there was no statistical significant difference between males and females and employee engagement. 60 percent of the workforce comprises of females, indicating that Copper Coil is distinct from other male dominated manufacturing companies. It is recommended that the company continues to recruit and sustain female employees. In addition, the results indicated that for all three categories of gender, there was a correlation between the perceptions of organizational support and the intent to turnover. The inference of this is that the company has been efficacious in ensuring that the employees have a sentiment of being valued within the organization and also providing them with the opportunities for growth and development within the entity. As a human resource specialist, the recommendation for Copper Coil is to continue to make investments in training initiatives such as workshops and also seminars. Introduction Copper Coil is a manufacturing corporation that concentrates on specialty metal constituents for corporations not only in the United States but also globally. The organization has experienced a great deal of success in the past five years with increasing sales placing the firm on a growth curve. At the present moment, they make use of a distributed organizational model which takes into account having functions such as human resources, accounts payable and receivable, and sales being handled primarily at the plant level with some coordination at the corporate level. Turnover is an imperative aspect to be taken into consideration by any corporation. This is largely owing to the reason that is correlated with different organizational elements such as job satisfaction, individual and organizational performance and also organizational success. Maintaining low turnover is important not only to guarantee steadiness within the organization, but also to avoid excessive costs in hiring. Leaders should take time when recruiting so that they can choose the best team for the correct roles hence reducing the number of employees leaving the jobs, high turnover of the staffs, and stress in the team. When the wrong people are hired, it will definitely affect productivity, and a good selection saves resources and time. Being employed as the Senior HR Director at Copper Coil’s main center of operations, I have been tasked with the responsibility of investigating the recently collected survey data and offering some suggestions to the company. As pointed out by the CHRO, there are a number of issues faced by the company. First of all, there is a need to comprehend the manner in which the employees feed regarding overall diversity in the organization and if there are any distinct racial or gender groups to be targeted for additional inclusion efforts. Secondly, there is a need to ascertain whether the different age groups at Copper Coil have differing perceptions with respect to their intention to leave the corporation and there view of the compensation package. Third, the CHRO purposes to ascertain if there exist any problems regarding employee engagement within Copper Coil. Fourth, owing to the company’s distributed model, there is a need to determine if any locations appear especially challenging with respect to their engagement, intent to leave or other problems that seem necessary. Lastly, Copper Coil begun a training program six months ago to facilitate employee engagement and the CHRO purposes to determine if the training has impacted employees on how they relate to their supervisors and if there is any relationship to their engagement and intent to leave. Taking this into consideration, this study will examine the following questions: 1. What is the relationship between gender and employee engagement? 2. What is the relationship between age and employee turnover? 3. What is the relationship between gender and perceptions of organizational support? Literature Review Employee Turnover Employee turnover alludes to the proportion of employees who leave an organization and are supplanted by new employees. Imperatively, employee turnover generates chaos and mayhem within the entity and also additional costs incurred for hiring new employees.
That is, when employees opt to leave an organization, there has to be time and resources that are invested into new employee recruitment, employment and training. Throughout the lifespan of any organization, there is an inevitability of employee turnover owing to growth and development. Nonetheless, it is essential for the organization to attempt and foretell the different reasons that may lead to an anticipated employee turnover or increasing rates of turnover (Al Mamun and Hasan, 2017). In accordance to Shaw et al. (1998), voluntary turnover takes into account the kind of turnover in which employees freely opts to leave their positions within the organization. More often than not, this sort of turnover takes into account proficient employees choosing to leave their organizational positions. On the other hand, involuntary turnover takes into account employees being sacked or terminated from their positions within their organizations owing to poor performance, infractions or bad conducts (Shaw et al., 1998). Employee Inclusion and Diversity Employee inclusion encompasses having a workplace setting in which all persons are treated in an equal and respectable manner, having equivalent accessibility to opportunities and resources and capability to entirely contribute to organizational attainment (Grisson, 2018). Employee diversity encompasses having a workplace setting that comprises of employees with differing…

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…and 30 percent men. Based on these figures, the company has efficaciously been able to recruit and hire as well as retain a sufficient number of women to overcome the traditional perspective of male domination. Therefore, the recommendation for Copper Coil is to make certain that they continue to bring in female employees in order to avoid having a negative perception. The results of the study also indicated that there was no statistically significant difference between the age groups and employee intent to turnover and also the perception of the compensation package. One of the major issues of employee diversity and inclusivity is the likelihood of conflict owing to generational differences. For instance, there is a major probability of conflicts and misunderstandings between baby boomers and millennials (Kapoor and Solomon, 2011). This implies that Copper Coil has been able to manage the generational issues that may arise in the workplace setting. This indicates that it has lowered the likelihood of these employees intending to leave the organization. Management has a role to ensure that the levels of stress within an organization are not extensive or detrimental. Well-motivated employees that do not face stressful workplace conditions are a mainstay towards enhanced organization’s competitive advantage, its profitability and at the end of the day add its value (Imtiaz and Ahmad, 2009). Part of this role is to make certain that there are no conflicts or disagreements between the personnel, in this case, those of different generations. Such stressors could negatively impact the effectiveness of organizations, increase employee turnover, diminish the level of motivation (Kemery et al., 1987). The main recommendation for the organization is to continue to ascertain the characteristics of every age bracket and also foster a workplace setting that facilitates productivity for every age bracket. This includes providing the employees with the necessitated skills and information to generate increased understanding amongst employees. In addition creating work partnerships between the employees of the different age brackets will also help the organization in improved performance. Additional outcomes of the study demonstrated that for all three categories of gender, there was a correlation between the perceptions of organizational support and the intent to turnover. This means that Copper Coil has been largely effective in guaranteeing that all of its employee feel valued and provides them with prospects for growth and progression within the organization. For both intrinsic and extrinsic factors, the organization has managed to guarantee job satisfaction and therefore diminishing the likelihood of employees intending to leave (Hegney et al., 2006). As an assigned human resource expert, my recommendation for Copper Coil is to maintain this momentum simply by continuing to capitalize on different employee growth initiatives such as training, seminars, workshops and also employee educational advancement (Mottaz, 1985). This will enable employees to horn their skills for growth and internal promotion. In addition, such growth will give the company incentive to….....

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References

Al Mamun, C. A., & Hasan, M. N. (2017). Factors affecting employee turnover and sound retention strategies in business organization: A conceptual view. Problems and Perspectives in Management, 15(1), 63-71.

Cheche, S. G., Muathe, S. M. A., & Maina, S. M. (2019). Employee Engagement, Demographic Characteristics and Performance of State Research and Training Corporations in Kenya. IUP Journal of Organizational Behavior, 18(1), 55–70.

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Grissom, A. R. (2018). Workplace Diversity and Inclusion. Reference & User Services Quarterly, 57(4), 242–247. 

Hegney, D., Plank, A., & Parker, V. (2006). Extrinsic and intrinsic work values: their impact on job satisfaction in nursing. Journal of Nursing Management, 14(4), 271-281.

Imtiaz, S., & Ahmad, S. (2009). Impact of stress on employee productivity, performance and turnover; an important managerial issue. International Review of Business Research Papers, 5(4), 468-477.

Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction–job performance relationship: A qualitative and quantitative review. Psychological bulletin, 127(3), 376.

Kapoor, C., & Solomon, N. (2011). Understanding and managing generational differences in the workplace. Worldwide Hospitality and Tourism Themes, 3(4), 308-318.

Kemery, E. R., Mossholder, K. W., & Bedeian, A. G. (1987). Role stress, physical symptomatology, and turnover intentions: A causal analysis of three alternative specifications. Journal of Organizational Behavior, 8(1), 11-23.

Mercy, R. J., & Choudhary, J. K. (2019). An Exploratory Study on Organizational Factors Affecting Employee Engagement. CLEAR International Journal of Research in Commerce & Management, 10(1), 6–9.

Mottaz, C. J. (1985). The relative importance of intrinsic and extrinsic rewards as determinants of work satisfaction. The Sociological Quarterly, 26(3), 365-385.

O\'reilly, C. A., & Caldwell, D. F. (1980). Job choice: The impact of intrinsic and extrinsic factors on subsequent satisfaction and commitment. Journal of Applied Psychology, 65(5), 559.

Rasool, A., Khatir, G., & Nadir, N. S. (2018). Diversity And Its Impact On Employee Satisfaction And Performance. Clear International Journal Of Research In Commerce & Management, 9(7), 12–15.

Salleh, M., Amin, A., Muda, S., & Halim, M. A. S. A. (2013). Fairness of performance appraisal and organizational commitment. Asian Social Science, 9(2), 121.

Shaw, J. D., Delery, J. E., Jenkins Jr, G. D., & Gupta, N. (1998). An organization-level analysis of voluntary and involuntary turnover. Academy of management journal, 41(5), 511-525.

Wernimont, P. F. (1966). Intrinsic and extrinsic factors in job satisfaction. Journal of applied psychology, 50(1), 41.

Williams, L. J., & Anderson, S. E. (1991). Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors. Journal of management, 17(3), 601-617.

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