HRM FPX 5122 Assessment 3 PMC Employee Attitudes

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Capella University

HRM-FPX 5122 Developing an Effective Workplace

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Date

HRM FPX 5122 Assessment 3: PMC Employee Attitudes and Job Satisfaction

Power Manufacturing Company (PMC) can improve employee satisfaction and reduce turnover by strengthening compensation and benefits, increasing managerial accessibility, and investing in employee training and development. The company’s recent employee survey identified these areas as important concerns, particularly among new hires. By addressing these issues through targeted human resource management strategies and follow-up surveys, PMC can improve employee engagement, workplace satisfaction, and long-term employee retention.

Background of Power Manufacturing Company

Power Manufacturing Company (PMC) manufactures lawnmowers, trimmers, and corded and cordless power equipment. The organization operates four manufacturing facilities and two distribution centers. Historically, PMC has maintained an employee turnover rate of approximately 3% to 4%. However, during the past five years, turnover at two facilities has increased significantly, reaching 15% and 18%, respectively.

This increase suggests that employee retention has become a significant organizational concern. High turnover can create additional recruitment and training expenses, disrupt production, reduce workforce stability, and place additional responsibilities on existing employees. To understand the reasons behind these challenges, PMC conducted an employee satisfaction survey focusing on compensation, managerial accessibility, and training and development.

The survey provides a foundation for identifying employee concerns and developing human resource strategies that address the underlying causes of dissatisfaction.

Employee Attitudes and Job Satisfaction at PMC

Employee attitudes influence workplace performance, motivation, organizational commitment, and the likelihood that employees will remain with an organization. At PMC, the survey highlighted three areas that require attention: pay satisfaction, access to managers, and opportunities for training and professional development.

These factors are interconnected. Employees may become dissatisfied when they believe their compensation is unfair, their managers are unavailable, or their opportunities for advancement are limited. Similarly, new employees may struggle to adjust when onboarding and training programs fail to provide adequate guidance.

PMC should therefore approach employee satisfaction as a comprehensive human resource management priority rather than treating each concern as an isolated problem.

Causes of Employee Pay Dissatisfaction

Pay satisfaction involves more than the amount of money employees receive. It also includes perceptions of fairness, benefits, recognition, job security, and opportunities for financial advancement. Vance (2006) emphasized the importance of employee engagement and commitment, while Folkman (2017) discussed approaches to improving satisfaction with compensation without relying exclusively on salary increases.

Several factors may contribute to pay dissatisfaction at PMC. Employees may feel that their compensation does not reflect their responsibilities, experience, or performance. A lack of retirement benefits and other meaningful rewards can also reduce the perceived value of employment.

Comparisons with coworkers may create additional concerns when employees believe that compensation or advancement opportunities are distributed unfairly. Furthermore, limited promotion opportunities and inadequate professional growth can make employees feel that their long-term financial prospects are restricted.

To address these concerns, PMC should review its compensation structure, evaluate the competitiveness of its benefits, and communicate clearly how pay decisions are made. Transparent compensation policies can help employees understand the relationship between their performance, skills, responsibilities, and potential earnings.

Causes of Managerial Accessibility and Training and Development Problems

Managerial accessibility and employee development are essential components of a supportive workplace. When employees cannot communicate easily with supervisors or receive adequate training, they may experience uncertainty, frustration, and reduced confidence in their roles.

Munde (2010) identified human resource management challenges associated with recruitment, development, and retention, while Al Mamun and Hasan (2017) discussed factors affecting employee turnover and retention strategies.

At PMC, limited managerial accessibility may result from managers who are unavailable, provide insufficient feedback, or fail to recognize employee contributions. New hires may feel particularly unsupported when supervisors overlook their questions or do not provide clear expectations during the initial stages of employment.

Training and development concerns may arise from ineffective onboarding, inadequate on-the-job instruction, and limited opportunities to develop new skills. Employees may also become dissatisfied when they cannot apply their existing abilities or see a clear pathway toward promotion.

These issues can reinforce one another. For example, a new employee who receives insufficient training and little managerial support may struggle to perform effectively and become dissatisfied with the organization. PMC should address these challenges through structured onboarding, consistent communication, and accessible development opportunities.

Recommendations for Improving Pay Satisfaction

PMC should implement compensation strategies that help employees feel valued and fairly rewarded for their contributions. Although increasing salaries may not always be financially practical, the company can improve the overall value and transparency of its compensation program.

One recommendation is to review employee benefits, including retirement plans and other appropriate financial incentives. Offering competitive benefits can strengthen the overall employment package and help employees evaluate their long-term financial security.

HRM FPX 5122 Assessment 3 PMC Employee Attitudes

PMC should also introduce a structured performance appraisal and rewards system. Regular performance evaluations can clarify expectations, recognize achievements, and connect employee contributions with appropriate rewards. A transparent process can help reduce perceptions of favoritism and improve confidence in management decisions.

Competency-based pay is another potential strategy. Under this approach, compensation increases may be linked to employees’ demonstrated skills, qualifications, and competencies relevant to their positions. Vance (2006) highlighted the importance of engagement and commitment, which can be supported by employment practices that recognize employee contributions.

Finally, PMC should establish clearer promotion pathways. Employees should understand the qualifications, skills, and performance standards required to advance. Providing visible opportunities for career progression may increase motivation and encourage experienced employees to remain with the organization.

Recommendations for Improving Managerial Accessibility

PMC should ensure that employees can communicate with supervisors, obtain timely guidance, and discuss workplace concerns without unnecessary barriers. Accessible managers can help identify problems early, clarify expectations, and build stronger working relationships.

Manager training should be a central part of this effort. Supervisors should receive instruction in communication, active listening, constructive feedback, conflict resolution, and employee recognition. Al Mamun and Hasan (2017) emphasized the importance of retention strategies, and effective supervisory practices can contribute to a more supportive work environment.

The company should also establish an open-door policy that encourages employees to approach managers with questions, concerns, and suggestions. However, this policy must be supported by actual managerial availability rather than existing only as a written statement.

HRM FPX 5122 Assessment 3 PMC Employee Attitudes

Frequent individual check-ins and team meetings can provide additional opportunities for communication. Managers should use these meetings to discuss work expectations, recognize accomplishments, address challenges, and identify employees who may need additional assistance.

Reilly (2014) discussed practical approaches to improving employee engagement, including actions that help employees feel more connected to their workplace. PMC can apply this principle by encouraging managers to understand employees’ professional goals, acknowledge their contributions, and demonstrate genuine interest in their workplace experiences.

These practices should be implemented consistently across all manufacturing facilities and distribution centers to ensure that employees receive comparable levels of managerial support.

Recommendations for Strengthening Training and Development

PMC should develop a structured training and development program that supports employees from the beginning of their employment through later stages of their careers. Effective training can improve job competence, confidence, productivity, and employee retention.

A standardized onboarding program should be introduced for all new hires. The program should explain company policies, safety procedures, job responsibilities, performance expectations, reporting relationships, and available resources. Each new employee should receive a clear introduction to the workplace and an opportunity to ask questions.

On-the-job training should also be strengthened. Experienced employees or designated trainers can demonstrate job tasks, explain equipment procedures, and observe new hires as they practice essential skills. This approach allows employees to receive practical guidance before working independently.

HRM FPX 5122 Assessment 3 PMC Employee Attitudes

PMC should provide continuing professional development opportunities, including cross-training, technical instruction, mentoring, and preparation for supervisory positions. Cloutier et al. (2015) emphasized the importance of developing employee retention strategies, while Heathfield (2017) discussed approaches organizations can use to retain valued employees.

Employees should also have opportunities to apply their existing knowledge and develop additional competencies. Managers can identify employees’ strengths during performance reviews and assign appropriate learning opportunities that support both individual development and organizational objectives.

Kappel (2018) discussed the relationship between workplace culture and employee engagement. In line with this perspective, PMC should create an environment where learning, feedback, and professional growth are treated as ongoing responsibilities rather than activities limited to the initial hiring period.

Retirement benefits and other employment benefits may complement these efforts, but they should be addressed primarily within the company’s broader compensation and retention strategy. Training initiatives should focus on building employee capabilities and creating meaningful opportunities for advancement.

Recommendations for the Follow-Up Employee Survey

PMC’s initial survey indicated that new hires were more dissatisfied than employees with longer organizational tenure. This finding suggests that the company should investigate its orientation and onboarding processes to determine why new employees experience greater dissatisfaction.

The follow-up survey should focus specifically on employees who have recently joined the organization. Questions should assess the clarity of job expectations, the quality of initial training, access to supervisors, the usefulness of orientation materials, and the extent to which employees feel welcomed and supported.

PMC should also ask new hires whether they understand their responsibilities, know whom to contact for assistance, and believe they have the resources needed to perform their jobs. Where appropriate, anonymous responses should be encouraged to help employees provide honest feedback.

In addition to the new-hire survey, PMC should repeat the original survey covering pay satisfaction, managerial accessibility, and training and development. Using the same core questions will allow the company to compare results over time and evaluate whether its interventions have improved employee attitudes.

The follow-up process should include the following steps:

• Establish baseline results: Document the initial survey findings for each facility and employee group.

• Implement improvements: Introduce the recommended compensation, management, and development initiatives.

• Repeat the survey: Use the same core questions to measure changes in employee satisfaction.

• Compare findings: Evaluate differences across facilities, employee tenure groups, and survey periods.

• Develop additional actions: Adjust human resource strategies according to the results and remaining concerns.

PMC should also monitor employee turnover, new-hire retention, training completion, participation in performance reviews, and employee perceptions of managerial support. Comparing these indicators with survey findings can help the company determine whether its initiatives are associated with meaningful improvements.

The company should avoid assuming that every turnover problem has the same cause. Differences between facilities may reflect distinct management practices, working conditions, staffing needs, or local employment circumstances. Reviewing results by location can help PMC develop more targeted interventions.

Conclusion

Power Manufacturing Company can address rising employee turnover by improving pay satisfaction, increasing managerial accessibility, and strengthening training and development. These three areas are particularly important because they influence employees’ perceptions of fairness, workplace support, and long-term career opportunities.

PMC should review its compensation and benefits, train managers to communicate effectively, establish consistent onboarding procedures, and provide employees with meaningful opportunities to develop their skills. A follow-up survey focused on new hires, combined with a repeat of the original employee survey, will help the organization evaluate progress and identify areas that require further attention.

By using employee feedback and measurable retention indicators to guide its decisions, PMC can build a more supportive work environment, strengthen employee commitment, and work toward reducing turnover at its two highest-turnover facilities.

Frequently Asked Questions (FAQs)

What are the main causes of employee dissatisfaction at PMC?

The primary concerns identified in PMC’s employee survey were pay satisfaction, managerial accessibility, and training and development. Potential contributing factors include limited benefits, insufficient recognition, poor communication with supervisors, ineffective onboarding, and restricted career advancement opportunities.

How can PMC improve employee pay satisfaction without substantially increasing salaries?

PMC can improve pay satisfaction by reviewing benefits, establishing transparent performance appraisal procedures, introducing competency-based compensation where appropriate, recognizing employee achievements, and providing clearer promotion pathways. These measures can improve employees’ perceptions of fairness and the overall value of their employment.

Why is managerial accessibility important for employee retention?

Managerial accessibility allows employees to ask questions, receive feedback, resolve problems, and discuss professional goals. When managers are approachable and responsive, employees may feel more supported and better equipped to perform their responsibilities.

How can training and development reduce employee turnover?

Effective onboarding, practical job training, mentoring, and continuing education help employees develop the skills and confidence needed to succeed. Opportunities for advancement can also demonstrate that the organization values employees’ long-term contributions.

Why should PMC conduct a follow-up survey specifically for new hires?

The initial survey indicated greater dissatisfaction among new hires than among longer-tenured employees. A targeted survey can help PMC identify weaknesses in orientation, job training, communication, and early supervisory support before these problems contribute to employee departures.

How can PMC measure whether its employee satisfaction initiatives are working?

PMC can repeat its original survey and compare responses over time. It should also track turnover rates, new-hire retention, training completion, performance review participation, and employee feedback about management. Reviewing these measures by facility can help identify which interventions are most effective.

References

Al Mamun, C. A., & Hasan, M. N. (2017). Factors affecting employee turnover and sound retention strategies in business organizations: A conceptual view. Problems and Perspectives in Management, 15(1), 63–71. https://doi.org/10.21511/ppm.15(1).2017.06

Cloutier, O., Felusiak, L., Hill, C., & Pemberton-Jones, E. J. (2015). The importance of developing strategies for employee retention. Journal of Leadership, Accountability and Ethics, 12(2), 119–129.

Folkman, J. (2017, June 8). How to increase satisfaction with pay (without increasing pay). Forbes. https://www.forbes.com/sites/joefolkman/2017/06/08/how-to-increase-satisfaction-with-pay-without-increasing-pay/

HRM FPX 5122 Assessment 3 PMC Employee Attitudes

Heathfield, S. M. (2017). Top 10 ways to retain your great employees. The Balance. https://www.thebalance.com/top-ways-to-retain-your-great-employees-1919038

Kappel, M. (2018, January 4). How to establish a culture of employee engagement. Forbes. https://www.forbes.com/sites/mikekappel/2018/01/04/how-to-establish-a-culture-of-employee-engagement/

Munde, G. (2010). Global issues in human resource management and their significance to information organizations and information professionals. In P. Elisabeth (Ed.), Recruitment, development and retention of information professionals. IGI Global.

Reilly, R. (2014, January 7). 5 ways to improve employee engagement now. Gallup. https://www.gallup.com/workplace/231581/five-ways-improve-employee-engagement.aspx

Vance, J. R. (2006). Employee engagement and commitment. Society for Human Resource Management (SHRM). https://www.shrm.org/