1 2016

York University

Albulena Agushi and Tanya Shulha

DECREASING TURNOVER RATE OF TEMPORARY EMPLOYEES IN

BLUE COLLARS INDUSTRY

BUSINESS CASE OF A CANADIAN PRODUCTION COMPANY

2 2016

York University

TABLE OF CONTENTS

EXECUTIVE SUMMARY

INTRODUCTION & BACKGROUND

HERZBERG'S MOTIVATORS AND HYGIENE FACTORS

RESEARCH RESULTS

SALARY

JOB SECURITY

STATUS

WORK CONDITIONS

WORK SCOPE

QUALITY OF LEADERSHIP

RESIGNATION REASONS

SUGGESTIONS FOR TURNOVER RATE DECREASE

IMPLEMENTATION TIMEFRAME

APPENDICES

3 2016

York University

EXECUTIVE SUMMARY

Decreasing high turnover rate has been one of the main targets of many companies

worldwide. The negative impact of high turnover rate is tremendous. It causes low workplace

morale, deteriorating product or services quality, reduction in marketing return on

investment, decreased revenues. Besides, high turnover rate sharply increases hiring

expenses, training labor, and negatively affects reputation of the company as an employer.

According to the "Organization Science" magazine, the estimated cost of a lost employee

earning $8 per hour at a retail chain store is $3,500 to $25,000. (retrieved from

http://smallbusiness.chron.com/negative-impacts-high-turnover-rate-20269.html).

Among many categories of employees the highest turnover rate is in so-called “100%

turnover industries”, such as retail, fast-food, trucking businesses, where average turnover

rate reaches 200% (retrieved from

http://faculty.haas.berkeley.edu/kurkoski/BA105/BA%20105%20materials/READINGS/Motiv

ation/turnover%20is%20normal.htm). Finally, the highest turnover rate numbers are

generated by temporary and contract employees. Though the data is contradictory (ASA

reports that turnover rate of temporary and contract employees reached 386% in 2015 in the

USA with an average tenure of 10.7 weeks, while Hess Associates Executive Search

mentions 65% for retail industry in Canada), the pain is tremendous for employers.

(retrieved from https://americanstaffing.net/staffing-research-data/turnover-and-tenure/)

Finding the methods of decreasing turnover rate is a complicated process that requires

case-by-case approach. However, there is one common strategy that should be applied for

blue collar temporary and contract employees if an employer wants to decrease the turnover

rate. As blue collar jobs nature assumes meeting basic human needs (in comparison to

4 2016

York University

philological and self-fulfilment needs of more advanced jobs), the employer should eliminate

dissatisfaction factors first before moving to motivation factors of temporary staff. To be

more precise, the job factors such as job security, working conditions, communication with

management are predominant in insuring the temporary workers feel comfortable working

for the employer.

Our research is based on the analysis of the business relations of a staffing agency and

their key client, one of the reputable production companies in Canada. Though the

manufacturer has a good reputation as an employer, the tenure period of contract

employees often reaches 1-2 days, rocketing annual turnover rate far above 800%.

Non-loyalty of employees creates negative effect for both agents: on the one hand, it

increases recruitment cost for the staffing agency, evaporating its profit generated by the

client; on the other hand, it increases training cost of the employer and undermines its

reputation. All that said, decrease of turnover rate would become beneficial for both

partners.

We applied Herzberg's two-factor motivation theory to analyze hygiene factors that cause

high turnover rate at the production company. To analyze the resignation reasons we

developed and conducted an Exit Interview for resigned temporary employees. In addition,

to understand whether there is an essential difference between motives of the employees

that resigned quickly, and those who decide to stay, we conducted an Employee

Satisfaction Survey interview among current temporary employees, which included the

similar set of questions as the Exit Interview. In general, we interviewed 20 current and

former temporary blue collar employees. Our recommendations are based on identified

essential factors that caused job dissatisfaction. After eliminating job dissatisfaction factors,

the employer will be able to work further on classical motivation policies.

5 2016

York University

1. INTRODUCTION & BACKGROUND

There are two business agents that have long-term relations. Doom Employment is a large

staffing company that places temporary staff to different corporations. The company is

located in North York and has approximately 15 middle and large size clients in the pull. The

number of outsourced personnel reaches 100 candidates per month. An average time

required for the recruitment agency to place one candidate is about 5-8 labor hours. The

process, consisting of searching, contacting, screening applicants through face-to-face

interviews and communication with the client, sums up to $150 - $200 Canadian dollars cost

that includes recruiter and operator salaries and job advertisement fees. An average profit

generated through placement of 1 candidate is about 3 dollars per hour worked. This

means that the break-even point is reached after the placed candidate has worked 50 – 70

hours with the client.

Among the key clients of the staffing agency there is a large manufacturing company Toys

Manufacturing that is located in Mississauga. The organization produces plastic cups and

plastic kits for Tim Hortons and other brands. The production process is organized by means

of continental shifts from 7 a.m. to 7 p.m. and from 7 p.m. to 7 a.m. with shift rotation every

two weeks. The environment is hot and noisy. The employees must follow strict Good

Manufactures Rules (no jewelry, heavy makeup, perfume etc.). The job tasks are routing

being restricted to putting items into box, closing and tapping the box, labelling properly and

shredding the leftover material. Though the job tasks are very simple, the employer has high

requirements to the candidates including fluent English. Most of production employees are

temporary employees hired by outsourcing agencies. The salary level is competitive

reaching $18 per hour fixed salary and includes all benefits.

6 2016

York University

Though the company is very reputable, the turnover rate for their blue collar staff is

extremely high. Many new employees exit the company within few hours or several days of

employment, resulting in 400% turnover rate that is far above 200% of an average blue

collars turnover rate in manufacturing industry.

Non-loyalty of employees creates negative effect for both agents: on one hand, it increases

recruitment cost for Doom Employment evaporating profit generated by the client (the

placed candidates do not work more that 50 – 70 hours); on the other hand, it increases

training cost of the employer and undermines its reputation. Consequently, decrease of

turnover rate would become beneficial for both partners.

7 2016

York University

2. HERZBERG'S MOTIVATORS AND HYGIENE FACTORS

Retrieved from MindTools. Herzberg's Motivators and Hygiene Factors Learn how to

Motivate Your Team. https://www.mindtools.com/pages/article/herzberg-motivators-hygiene-

factors.htm

Picture 1. Herzberg’ motivational theory. Source: EBA. Education Business Articles.

Herzberg's findings revealed that certain characteristics of a job are consistently related to

job satisfaction, while different factors are associated with job dissatisfaction. The conclusion

he drew is that job satisfaction and job dissatisfaction are not opposites.

8 2016

York University

The opposite of Satisfaction is No Satisfaction.

The opposite of Dissatisfaction is No Dissatisfaction.

Remedying the causes of dissatisfaction will not create satisfaction. Nor will adding the

factors of job satisfaction eliminate job dissatisfaction. If you have a hostile work

environment, giving someone a promotion will not make him or her satisfied. If you create a

healthy work environment but do not provide members of your team with any of the

satisfaction factors, the work they're doing will still not be satisfying.

According to Herzberg, the factors leading to job satisfaction are "separate and distinct from

those that lead to job dissatisfaction." Therefore, if you set about eliminating dissatisfying job

factors, you may create peace but not necessarily enhance performance. This placates your

workforce instead of actually motivating them to improve performance.

The characteristics associated with job dissatisfaction are called hygiene factors. When

these have been adequately addressed, people will not be dissatisfied nor will they be

satisfied. If you want to motivate your team, you then have to focus on satisfaction factors

like achievement, recognition and responsibility.

To apply the theory, you need to adopt a two-stage process to motivate people. Firstly, you

need to eliminate the dissatisfaction they're experiencing and, secondly, you need to help

them find satisfaction.

Step One: Eliminate Job Dissatisfaction

Herzberg called the causes of dissatisfaction "hygiene factors." To get rid of them, you need

to:

Fix poor and obstructive company policies.

9 2016

York University

Provide effective, supportive and non-intrusive supervision.

Create and support a culture of respect and dignity for all team members.

Ensure that wages are competitive.

Build job status by providing meaningful work for all positions.

Provide job security.

All of these actions help you eliminate job dissatisfaction in your organization. And there's no

point trying to motivate people until these issues are out of the way!

You can't stop there, though. Remember, just because someone is not dissatisfied, it

doesn't mean he or she is satisfied either! Now you have to turn your attention to building

job satisfaction.

Step Two: Create Conditions for Job Satisfaction

To create satisfaction, Herzberg says you need to address the motivating factors associated

with work. He called this "job enrichment." His premise was that every job should be

examined to determine how it could be made better and more satisfying to the person doing

the work. Things to consider include:

Providing opportunities for achievement.

Recognizing people's contributions.

Creating work that is rewarding and that matches people's skills and abilities.

Giving as much responsibility to each team member as possible.

Providing opportunities to advance in the company through internal promotions.

Offering training and development opportunities, so that people can pursue the

positions they want within the company.

10 2016

York University

3. EMPLOYEE SATISFACTION SURVEY AND EXIT INTERVIEWS

We completed 11 exit interviews with former blue collar temporary employees and

conducted Employee Satisfaction Survey among 10 current blue collar temporary

employees. The exit interview questionnaire and Employee Satisfaction Survey included

24 analogous questions, while exit interview included 1 additional question highlighting

the reason of resignation. The questionnaires questions were dedicated to analysis of

the following hygiene factors:

Salary

Status

Work conditions

Work scope

Quality of leadership and relationship

The questions were mixed in a random order to avoid bias in the assessment by

receiving socially preferable answers.

The full list of questions could be found in Appendix 2 and Appendix 3.

11 2016

York University

4. RESEARCH RESULTS

4A. SALARY

To analyze the salary we asked the following question to former and current

temporary employees:

Rate the following benefits under the scale Very Good, Good, Fair, Poor, Very

Poor:

Base salary Paid time off Vision Dental Medical

Base salary

90% of current and 40% of former employees rated base salary as Very Poor or Poor.

Interestingly, that the base salary of the production company is $16 per hour, that is above

the market level for similar level of positions. In spite of the higher than market level salary,

the employees claimed non-satisfaction with the base salary level. Moreover, those, who

stayed, are more unsatisfied with the base salary than resigned employees. This could

mean that the employees are rather unsatisfied with the base salary in relation to efforts

needed to complete the job, not the real base salary level. We could assume that the long

shifts and huge overload could make the employees feel that they are exhausted. This

fatigue is escalating over time of employment, meaning that the more a person works for the

employer, the higher is non-satisfaction of the relation base salary-work load.

12 2016

York University

Paid time off

60% of current employees rated paid time off as Very Poor, nobody among former

employees rated base salary as Very Poor;

40% of current and 40% former employees rated paid time off as Poor;

30% of former and 10% of current of former employees rated paid time off as Fair;

30% of former employees paid time off salary as Good;

Nobody rated paid time off as Very Good.

In short, 40% of former and all current employees paid time off worse than Fair.

The explanation of the phenomenon could be the same as for base salary:

The long shifts and huge overload could make the employees feel that they are exhausted.

This fatigue is escalating over time of employment, meaning that the more a person works

for the employer, the higher is non-satisfaction of the relation base salary-work load.

Vision, Dental, Medical Insurance Coverage

All current and former employees rated vision, dental and medical insurance coverage as

Good.

One of the explanations of such a high ranking of insurance coverage in relationship to low

ranking of relatively good base salary and paid time off could be better than at the market

perks compensation package offered. On the other hand, for tired employees medical visits

might be a very usual thing and they value these perks offered by the company.

13 2016

York University

Picture 2. Survey results. Salary analysis.

14 2016

York University

4B. JOB SECURITY

To analyze job security we asked the following question to former and current temporary

employees:

Rate the following statement under the scale “Strongly agree, Somewhat agree, Somewhat disagree, Strongly disagree”:

I felt that the company provided me with job security.

80% of current employees strongly agreed with job security presence.

30% former employees and 20% of current employees answered the question as Somewhat

agree.

70% of former employees answered the question as Somewhat disagree.

In general, 100% of current employees and only 30% of former employees agreed that the

employer provides job security.

15 2016

York University

Picture 3. Survey results. Job security analysis. Rate the following statement under the scale “Strongly

agree, Somewhat agree, Somewhat disagree, Strongly disagree”: I felt that the company provided me with job security.

16 2016

York University

4C. STATUS

To analyze status we asked the following question to former and current temporary

employees:

Rate the following statement under the scale “Strongly agree, Somewhat agree, Somewhat disagree, Strongly disagree”:

I felt that I was overqualified for the job

I felt that the company valued me as an employee.

60% of former employees and only 11% of current employees strongly agreed with the

statement that they felt overqualified for the job.

30% former and current employees somewhat agreed with the statement that they felt

overqualified for the job.

10% of former and 48% of current employees somewhat agreed with the statement that they

did not feel overqualified for the job.

11% of current employees strongly agreed with the statement that they did not feel

overqualified for the job.

In general, 90% of former employees and only 30% of current employees agreed that

agreed with the statement that they felt overqualified for the job.

The huge discrepancy in the answers of current and resigned employees could tell us about

selection mistake. There is a probability that not being properly screened ambitious

candidates were placed to the blue collar jobs and resigned shortly being not satisfied with

primitive repetitive job.

17 2016

York University

55 % of current employees strongly agreed with the statement that the company valued

them as employees.

45% of current and 43% of former employees somewhat agreed with the statement.

14% of former employees answered that they somewhat disagree and 43% of former

employees strongly disagreed with the statement that the company valued them as

employees.

In general, 100% of current and 43% of former employees admitted that the company

valued them as employees.

Picture 4. Survey results. Status analysis. Rate the following statement under the scale “Strongly agree, Somewhat agree, Somewhat disagree, Strongly disagree”: I felt that I was overqualified for the job; I felt that the company valued me as an employee.

18 2016

York University

4D. WORK CONDITIONS

To analyze work conditions we asked the following question to former and current temporary

employees:

Rate the following statement under the scale “Strongly agree, Somewhat agree, Somewhat disagree, Strongly disagree”:

Commute time bothered me much

The company has proper hygiene/work conditions

I felt exhausted after long shifts

I felt that I was overqualified for the job

I felt myself overloaded

The results of the answers for the questions are presented below.

Table 1. Survey results. Former employees. Work conditions analysis.

Rate the following statements: Strongly agree, Somewhat agree , Somewhat disagree , Strongly disagree

Strongly agree

Somewhat agree

Somewhat disagree

Strongly disagree

I felt myself overloaded 100% 0% 0% 0%

I felt exhausted after long shifts 92% 0% 8% 3

The company has proper hygiene/work conditions 29% 42% 29% 0%

Commute time bothered me much 71% 14% 14% 0%

Table 2. Survey results. Current employees. Work conditions analysis.

Rate the following statements: Strongly agree, Somewhat agree , Somewhat disagree , Strongly disagree

Strongly agree

Somewhat agree

Somewhat disagree

Strongly disagree

I felt myself overloaded 0% 55% 33% 12%

I felt exhausted after long shifts 33% 33% 0% 34%

The company has proper hygiene/work conditions 78% 0% 22% 0%

Commute time bothered me much 0% 44% 22% 34%

19 2016

York University

100% of former employees and only 55% of current employees felt overloaded.

92% of former and 66% of current employees felt exhausted after long shifts. Answers to

these two questions could mean that the company’s shifts are extremely long for any

person. Being overloaded employees prefer to resign and find a less intensive job.

Majority of former and current employees agreed that the company has proper hygiene

conditions meaning that there is no hygiene problem in the company.

71% of former employees mentioned that commute time bothered them much, while 56% of

current employees mentioned that commute time did not bother them.

These results could mean that commute time is an issue for blue collar. Those who live not

far from the factory, stay with the employer longer that those who live too far.

20 2016

York University

Picture5. Survey results. Working conditions analysis. Rate the following statement under the scale “Strongly agree, Somewhat agree, Somewhat disagree, Strongly disagree”: Commute time bothered me much; The company has proper hygiene/work conditions; I felt exhausted after long shifts; I felt that I was overqualified for the job.

21 2016

York University

4E. WORK SCOPE

To analyze work scope we asked the following question to former and current temporary

employees:

Rate the following statement under the scale “Strongly agree, Somewhat agree, Somewhat disagree, Strongly disagree”:

I felt non-comfortable doing routine repetitive job

I felt comfortable following strict Good Manufactures Rules

100% of former employees agreed that they felt non-comfortable doing routine repetitive job,

while 90% of former employees claimed that they are more-or-less comfortable doing

routine repetitive job. This is a classic example of selection mistake: all ambitious wrongly

selected candidates left the blue collar job shortly. 70% of former and 100% of current

employees answered that they are comfortable following strict Good Manufactures Rules

that are reasonable rules to complete the job successfully and safely.

Picture 6. Survey results. Work scope analysis. Rate the following statement under the scale “Strongly agree, Somewhat agree, Somewhat disagree, Strongly disagree”: I felt non-comfortable doing routine repetitive job; I felt comfortable following strict Good Manufactures Rules

22 2016

York University

4F. QUALITY OF LEADERSHIP

To analyze work scope we asked the following questions to former and current temporary

employees:

Rate the following statement under the scale “Strongly agree, Somewhat agree, Somewhat disagree, Strongly disagree”:

I felt non-comfortable doing routine repetitive job

I felt comfortable following strict Good Manufactures Rules

If I had questions or concerns, I felt comfortable speaking with:

My immediate supervisor

Upper management

Human Resources Rate the statements under the scale “Strongly agree, Somewhat agree, Somewhat disagree, Strongly disagree”: “Strongly agree, Somewhat agree, Somewhat disagree, Strongly disagree”:

I felt free to suggest changes to my supervisor that would improve my department.

My immediate supervisor let me know when I was doing a good job.

Employee problems and complaints were resolved fairly and promptly in my department.

This company clearly defined my job duties.

The management clearly informed me about the policies and procedures, and other important facts.

Most of current and more than half of former employees were comfortable speaking with

their immediate supervisor if they had problems or concerns. Less respondents were

comfortable speaking with upper management if they had problems. Finally, almost nobody

was comfortable to refer to HR department about problems.

Current employees were more aware about company policies, job duties, and their

performance than resigned employees. Also, current employees were more comfortable to

suggest improvements in the department and believed that problems and complaints were

properly resolved than former employees. These results might indicate about poor

information sharing policy in the company.

23 2016

York University

Table 3. Survey results. Former employees. Quality of Leadership Analysis.

Table 4. T

a

Picture 7. Survey results. Quality of leadership analysis. Part 1.

Rate the following statements: Strongly agree, Somewhat agree , Somewhat disagree , Strongly disagree

Strongly agree

Somewhat agree

Somewhat disagree

Strongly disagree

I felt free to suggest changes to my supervisor that would improve my department. 0% 29% 43% 29%

My immediate supervisor let me know when I was doing a good job. 14% 29% 29% 29%

Employee problems and complaints were resolved fairly and promptly in my department. 0% 14% 57% 29%

This company clearly defined my job duties. 0% 57% 14% 29%

The management clearly informed me about the policies and procedures, and other important facts. 14% 29% 29% 29%

24 2016

York University

4. Survey results. Current employees. Quality of Leadership Analysis.

Rate the following statements: Strongly agree, Somewhat agree , Somewhat disagree , Strongly disagree

Strongly agree

Somewhat agree

Somewhat disagree

Strongly disagree

I felt free to suggest changes to my supervisor that would improve my department. 56% 11% 33% 0%

My immediate supervisor let me know when I was doing a good job. 33% 33% 33% 0%

Employee problems and complaints were resolved fairly and promptly in my department. 22% 33% 44% 0%

This company clearly defined my job duties. 33% 56% 11% 0%

The management clearly informed me about the policies and procedures, and other important facts. 56% 44% 0% 0%

Picture 8. Survey results. Quality of leadership analysis. Part 2.

25 2016

York University

4G. RESIGNATION REASONS

Why did you leave the company? 1. Personal reason 2. Medical benefits 3. Quality of supervision 4. Work environment 5. Scope of work

Picture 9. Survey results. Resignation reasons.

Among former employees 58% left the company because of work environment and 42% left

the company because of quality of supervision.

26 2016

York University

5. SUGGESTIONS FOR TURNOVER RATE DECREASE

Analysis of the results of Exit Interviews and Employees Satisfaction Surveys show that to

decrease turnover rate the production company should implement a list of functional

changes. Moreover, both business sides should be engaged in the process to receive the

best results: the production company and the outsourcing agency as well should be

engaged.

Salary

The first paradoxical conclusion that is grounded on survey results is that there is no need to

increase salary, in spite of the fact that both current and former employees are unsatisfied

with the salary level. Being analysed in combination with other responses, this results

demonstrates that the employees are unsatisfied not with the real salary level, but rather

they are unhappy with the trade-off between salaries earned and efforts needed to perform

job tasks. As the company already pays higher that an average market salary rate, the

employees do not leave the job because of being offered higher salary by other employers.

They rather leave the company because of being overloaded and tired.

Working Conditions

Consequently, as the first step, the company should switch from two long continental 12-

hour shifts to three 8-hour shifts and avoid shifts rotation. The manufacture could offer the

employees to choose which shift to work. The company could offer a little bit higher salary

for those who would decide to work during night hours to increase the number of employees

ready to work during night shifts. Elimination of shifts fluctuation would decrease

physiological stress and boost productivity. Also, mothers would probably choose working

27 2016

York University

during day hours leaving nights for their children, while employees without dependents

would prefer to earn some extra money choosing night shift.

As Time-to-Commute is an essential hygiene factor for blue collar employees, the agency

should focus of candidates who live in Mississauga. Besides, as all candidates must be

interviewed face-to-face, the agency should relocate the recruiter to Mississauga. This will

insure that more candidates who lie in Mississauga will show up for the interview.

Work Scope

Response of most resigned employees showed that they did not like boring repetitive job,

while those who left accepted routine. A more targeted screening and selection process

should eliminate all candidates who do not like repetitive job. This might be done through

conduction of personality questionnaires such as OPQ or Hogan Test.

Status

The same suggestion refers to ambitious employees who resigned fast being not satisfied

with primitive repetitive job. Eliminating such candidates during selectin process would

ensure better fit of the candidates and blue collar jobs and would decrease turnover rate

through increased tenure rate.

Job Security

It is obvious that temporary jobs provide less security to employees than permanent jobs.

Interviewing representatives of the staffing agency, we found out that a policy of the

company is to hire best temporary employees as current employees after they prove their

performance. However, not all temporary employees knew about this policy. We assume

that most of employees who resigned fast did not know about the policy. Consequently, they

28 2016

York University

did not feel that the company provided job security. Implementing adaptation policies and

assigning a dedicated HR representative to new temporary employees would increase

awareness of the new employees with permanent placement policies and day-to-day

activities of the company.

Quality of Leadership and Relationship

Results of survey pointed on necessity to improve relationship between blue collars and

middle-management. Also, improvements in relationship between blue collars and HR

department are also required.

Implementation of structured On-boarding and Adaptation policies would decrease the gap

between temporary employees and HR department. Particularly, assigning a dedicated HR

representative who could help new employees during first several weeks, would create

some trust in HR function and ensure that HR managers are “people managers” who can

help in a difficult situation.

Finally, implementing "Closer to Production Site" policy, that assumes one-week-per-year

rotation of middle-management to general labor positions, would decrease a gap between

blue collars and middle management.

29 2016

York University

Picture 10. Turnover decrease policies implementation map.

30 2016

York University

6. IMPLEMENTATION TIMEFRAME AND MAJOR MILESTONES

Operational changes and implementation of On-boarding and Adaptation policies would take

about 3 months. This would include administrative preparations for changes in shifts

structure and collecting results for preferred shifts of blue collar employees.

Relocating a recruiter to Mississauga from North York is tricky taking into account that the

agency does not have an office in Mississauga. As an option, the company could interview

candidates in a café. Though this would create additional cost for coffee bought, the extra

cost could be eliminated by extra profit generated by higher quality candidates.

The most difficult policy for implementation will be "Closer to Production Site" policy as not

every middle manager will be ready to return to simple repetitive tasks. Adding participation

in the rotation to KPIs of the managers, that, in turn, should affect variable pay of the

leaders, would ease the task.

31 2016

York University

APPENDICES APPENDICE A – EXIT INTERVIEW QUESTIONNAIRE

Exit Interview

Why did you leave the company?

1. Personal reason 2. Medical benefits 3. Quality of supervision 4. Work environment 5. Scope of work

Rate the following statements:

Rating Strongly

agree Somewhat

agree Somewhat

disagree Strongly disagree

1 This company valued me as an employee. 1 2 3 4

2 I received the proper training in order to perform the job effectively 1 2 3 4

3

I felt free to suggest changes to my supervisor that would improve my department. 1 2 3 4

4 My immediate supervisor let me know when I was doing a good job. 1 2 3 4

5

Employee problems and complaints were resolved fairly and promptly in my department. 1 2 3 4

6 This company clearly defined my job duties. 1 2 3 4

7

The management clearly informed me about the policies and procedures, and other important facts. 1 2 3 4

8 I felt that the company provided me with job security. 1 2 3 4

9 I felt myself overloaded 1 2 3 4

10 I felt exhausted after long shifts 1 2 3 4

11 I felt comfortable following strict Good Manufactures Rules 1 2 3 4

12 The company has proper hygiene/work conditions 1 2 3 4

13 I felt non-comfortable doing routine repetitive work 1 2 3 4

32 2016

York University

14 Commute time bothered me much 1 2 3 4

15 I felt that I was overqualified for the job 1 2 3 4

16 I shared values with the company 1 2 3 4

If I had questions or concerns, I felt comfortable speaking with:

17 My immediate supervisor 1 2 3 4

18 Upper management 1 2 3 4

19 Human Resources 1 2 3 4

Rate the following benefits:

20 Medical 1 2 3 4

21 Dental 1 2 3 4

22 Vision 1 2 3 4

23 Paid time off 1 2 3 4

24 Base salary 1 2 3 4

25 Additional comments and suggestions are encouraged. Use the space provided below for any additional comments

26 Your e-mail if you want to take part in on-line drawing.

APPENDICE B – CURRENT EMPLOYEES INTERVIEW QUESTIONNAIRE

Current Employees Interview Rate the following statements:

Rating Strongly

agree Somewhat

agree Somewhat

disagree Strongly disagree

1 This company values me as an employee. 1 2 3 4

2 I receive the proper training in order to perform the job effectively 1 2 3 4

3

I feel free to suggest changes to my supervisor that would improve my department. 1 2 3 4

4 My immediate supervisor lets me know when I was doing a good job. 1 2 3 4

5

Employee problems and complaints are resolved fairly and promptly in my department. 1 2 3 4

6 This company clearly defines my job duties. 1 2 3 4

33 2016

York University

7

The management clearly informs me about the policies and procedures, and other important facts. 1 2 3 4

8 I feel that the company provided me with job security. 1 2 3 4

9 I feel myself overloaded 1 2 3 4

10 I feel exhausted after long shifts 1 2 3 4

11 I feel comfortable following strict Good Manufactures Rules 1 2 3 4

12 The company has proper hygiene/work conditions 1 2 3 4

13 I feel non-comfortable doing routine repetitive work 1 2 3 4

14 Commute time bothers me much 1 2 3 4

15 I feel that I am overqualified for the job 1 2 3 4

16 I share values with the company 1 2 3 4

If I have questions or concerns, I feel comfortable speaking with:

17 My immediate supervisor 1 2 3 4

18 Upper management 1 2 3 4

19 Human Resources 1 2 3 4

Rate the following benefits:

20 Medical 1 2 3 4

21 Dental 1 2 3 4

22 Vision 1 2 3 4

23 Paid time off 1 2 3 4

24 Base salary 1 2 3 4

25 Additional comments and suggestions are encouraged. Use the space provided below for any additional comments

26 Your e-mail if you want to take part in on-line drawing.

34 2016

York University

ABOUT THE AUTHORS

TANYA SHULHA

Tanya Shulha is an Organizational Changes Consultant with extensive

organizational transformation experience. During fast expansion of a

recruitment agency she was responsible for business processes

optimization that tripled efficiency of the organization. Also, she worked

as the Head of Recruitment at a European bank where she was one of

the members of the organizational restructuring team. Currently Tanya

takes part in implementation of a software program for a Canadian manufacturing company

that is aimed to systemize business processes of the organization and increase its

efficiency. In addition to being a certified SHL assessor, Mrs. Shulha has MA degree in

Economics, is pursuing CHRP designation and studies at Business Management program

for IEP at York University. She can be contacted at tanya.shulha.v@gmail.com.

ALBULENA AGUSHI