Changes in HRM Policies based on Survey of GMFC Manufacturing Plant in Central City

This presentation discusses the changes in HRM policies of GMFC Manufacturing Plant in Central City based on an employee satisfaction survey. The survey results show that employees are dissatisfied with their supervisors and promotion policies. Recommendations include improving the feedback mechanism, laying off unproductive supervisors, and creating more leaders. The positive impact of these changes during the renegotiation of the contract is also discussed.

Human Resource Management
Survey of GMFC manufacturing
plant located in Central City
Human resources policies

INTRODUCTION
• This presentation focuses on the changes inThis presentation focuses on the changes in
the HRM policies on the basis of surveythe HRM policies on the basis of survey
made.made.
• Evaluation has been made on the changesEvaluation has been made on the changes
in the HRM policies based on the changes inin the HRM policies based on the changes in
thethe union contract with Local 384 for
renegotiation in six months.

EMPLOYEE SATISFACTION SURVEY
• A well and detailed employee satisfaction survey is
important to provide an insight into the factors that
are responsible for the dissatisfaction and the degree
of the same.
• This will eventually help the management to curb the
issues and provide an environment feasible for the
employee.
• It will also assists in the changes in the HRM policies
based on the changes in the union contract with Local
384 for renegotiation in six months (Ugbomhe, et al.
2016).

OUTCOMES OF THE UNDERTAKEN SURVEY
• The improved satisfaction level and attitude towards
the work will reduce the employee turnover and
attrition rate.
• The undertaken survey result will help the
management modify the management and
leadership style, the shift in organizational culture,
improve the workplace characteristics.
• It will be done in order to improve the overall
employee productivity during the renegotiation of
the contract (Fottler, et al. 2015).

THE ANALYSES OF THE RESULTS OF THE SURVEY
ARE AS FOLLOWS
• The satisfaction score is least in context
to the relationship with the supervisors
which is just 27 percentile indicating that
a large number of employees.
• It shows that employees are dissatisfied
with the supervisors allotted, therefore
this particular segment requires an
immediate attention (Tabouli, Habtoor, &
Nashief, 2016).

PAY BENEFITS THE
SATISFACTION SCORE
ANALYSIS
• Pay benefits the satisfaction score is 53 percentile
showing that the employees were satisfied with their
payment schemes as compared to other companies.
• job roles assigned to them with the score of 62
percentile, indicating that more than 50% people are
performing according to their skills and job role defined
• The satisfaction score pertaining to promotion is 36
percentile, again indicating that a large number of
employees are dissatisfied with the promotional
activities (Singhal, 2017).

RECOMMENDATION
Improve feedback mechanism by
providing a two way feedback to
improve the employee supervisor
relationship.
HR manager for the GMFC manufacturing
plant should promote and set proper code of
conducts and norm to promote a proper
timely two way communication.
Laying off the supervisors who are
unproductive and disrupting the function of
the most productive employees (Rani, 2016).
Satisfaction Percentile Central
City
Total
Pay 53 50
Promotions 36 50
Work itself 62 50
Supervisors 27 50
Coworkers 86 50
Turnover Percentile
Rate per 18 % 50 %

RECOMMENDATION-2
• Looking at the second major factor promoting
employee dissatisfaction-
• Better position with the similar raise in pay will work
best to improve motivation and satisfaction.
• Creating more leaders and more productive and
healthy competitive supervisors (Arora, & Gupta,
2016).

RECOMMENDATIO
N-3
• HR manager for the GMFC manufacturing plant should
accept the changes to effective implement the
strategies of supervisor and promotion policies, together
with rewards and appreciation.
• improve the employee employer (supervisor)
relationship through trust building training and activities
and rewards on the performances of both as a positive
reinforcement (Yerramilli, & Babu, 2016).

POSITIVE IMPACT DURING
THE RENEGOTIATION OF
THE CONTRACT
• Turnover percentile is less as HR manager for the GMFC
manufacturing plant needs to align the interest of the
employees with the organizational development.
• Adapting with the new policies and economic changes
for successful renegotiation of the contract.
• Increasing the overall output and creation of synergy.

CONCLUSION
• A lot of issues can be resolved in theory manager for
the GMFC manufacturing plant by looking at the
supervisor functioning and their accountability and
responsibilities, promotional, employee appraisals done
by the supervisors.
• These can have a direct relationship proving a major
factor for absetiseem and high turnover.
• Transparent and proper training program should also be
promoted by HR manager for the GMFC manufacturing
plant.

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