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J.P. Hunt Company: Organizational Development Report

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Updated: Jul 1st, 2020

Strengths and Problems at the Company

J.P. Hunt is a large retailing company in Boston. The Company sells different products such as furniture, appliances, and apparels. The retailing industry has been recording an increasing rate of employee turnover. The rate of employee turnover is capable of affecting the performance of every business organization. The above company enjoys a set of strengths.

The company is a leading retailer in the United States. The supervisory behavior in the corporation is also acceptable. Most of the employees are aware of such behaviors. Every company in the industry records similar results. The workflow planning is efficient for managers. The managers also experience the highest level of cooperation. This retailing company provides positive rewards to its managers.

These practices explain why most of the employees support the company’s strategy (Legge, 2005). Every employee also experiences a level of autonomy. This practice has encouraged the employees to continue working for the company (Ivancevich, Konopaske, & Matteson, 2013). The company also maintains the best gender balance.

The company pays uncompetitive remunerations and salaries to its supervisors and non-supervisors. The practice increases the level of employee turnover. The company lags behind when it comes to rewarding its employees. The other possible challenge affecting the company is the ambiguity associated with every organizational practice (Wiley, 2007). The managers do not cooperate with the non-supervisors. Most of the supervisors and non-supervisors are unhappy with their working conditions. The managers experience the best workflow planning. The American retailing industry should undertake some of the best measures in order to deal with the challenge.

Suggestions to Resolve the Above Problems

This case study explains why this retailing industry continues to record an increasing level of employee turnover. The presented data explains why the company should address its problems by fosters employee development. This practice should support the needs of both the non-supervisors and the supervisors. The managers should always mentor every non-supervisor in the business. According to Ton & Huckman (2008), the company should also communicate its objectives to every new employee.

The approach will ensure every employee understands his or her duties in the company. The company should use the approach to employ and retain its employees. The “nature of communication between a manager and his or her employees is critical in every sector” (Vries, Bakker-Pieper, & Oostenveld, 2010, p. 74). This company should foster open communication. The plan will support the needs of every stakeholder.

The issue of satisfaction is necessary towards dealing with the above problems. The level of supervision for these employees is also unsatisfactory. The company should consider the best theories such as Maslow’s Hierarchy of Needs to support the needs of every employee. The approach “will consider different approaches such as pay increments, promotions, and motivations” (Wiley, 2007, p. 274). The company can achieve greater goals by offering competitive benefits.

The company can provide health insurance covers and accommodation to the employees. The strategy will reduce the level of employee turnover. The organization can hire new managers to mentor and motivate every employee (Rao & Argote, 2006). The plan will motivate every employee. The business needs to conduct more studies in order to identify some of the critical issues affecting the employees. The above strategies will reduce the rate of employee turnover at the company.

Reference List

Ivancevich, J., Konopaske, R., & Matteson, M. (2013). Organizational Behavior and Management. New York: McGraw-Hill Book Company.

Legge, K. (2005). Human Resource Management: Rhetoric and Realities. London: Palgrave Macmillan.

Rao, R., & Argote, L. (2006). Organizational learning and forgetting: The effects of turnover and structure. European Management Review, 3(2), 77-85.

Ton, Z., & Huckman, R. (2008). Managing the Impact of Employee Turnover on Performance: The Role of Process Conformance. Organization Science, 19(1), 56-68.

Vries, R., Bakker-Pieper, A., & Oostenveld, W. (2010). Leadership = Communication? The Relations of Leaders’ Communication Styles with Leadership Styles, Knowledge Sharing and Leadership Outcomes. Journal of Business and Psychology, 25(3), 367-380.

Wiley, C. (2007). What motivates employees according to over 40 years of Motivation surveys. International Journal of Manpower, 18(3), 264-280.

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