Case Study of Copper Coil

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 features that comprise of aspects such as gender, race, ethnicity, sexual orientation, religious and political philosophies, educational level and socioeconomic backgrounds (Rasool, Khatir, and Nadir, 2018).

A diverse workforce comprises of persons from an assortment of cultures, viewpoints and background is essential. Companies that produce inclusivity within the workplace environment attain increased productivity and job satisfaction for their employees, therefore diminishing employee turnover. Employee diversity can also produce conflicts amongst the staff owing to variances in perceptions, notions, behaviors, and political and religious dissimilarities. Employee Engagement Employee engagement is delineated as the level of dynamism, dedication and captivation of the employees towards their organization (Mercy and Choudhary, 2019). Employee engagement takes into account three different aspects.

First there is traits engagement, which takes into account the constructive perspective of life and work. Secondly, there is state engagement and this takes into account the sentiment of energy and interest. Lastly, there is behavioral engagement, which encompasses additional role behavior (Cheche, Muathe, and Maina, 2019). Employee engagement is a strategic endeavor that impels employee performance, attainment, and incessant improvement throughout the year. It is the result from how an organization interrelates with people to steer business outcomes.

Employee engagement makes certain that employees feel devoted to the goals, objectives and values of the organization and motivated to make a contribution towards organizational success. Employee engagement facilitates greater employee satisfaction, which gives rise to passion in their role and diminishes the likelihood of leaving the company, therefore greater retention and lower turnover. Employee Commitment Employee commitment is one of the elementary subjects in the success of an organization. Commitment from the employees is an assurance that they are not likely to leave to other organizations (Salleh et al., 2013).

The major motivating factors comprise of good remuneration, benefits in monetary terms, job training, job promotion prospects and nonmonetary benefits. However, factors necessary for the commitment to the organization take into account commendable salary, benefits which were non-monetary and growth in career, training, and recognition by both colleagues and the management. Managers are in a constant battle to establish a reasonable balance between the performance of an organization and the commitment of the employees towards the organizational goals.

The reward and recognition programs have been established as some of the most contingent factors the help keep employees passionate and with high self-esteems. In fact, it is among the managers roles to keep employees motivated and willing to work (Danish, & Usman, 2010). Employee Satisfaction Employee satisfaction with the job is key aspect that has been researched upon, fundamentally owing to the reason that it is linked to different results such as turnover, performance, and productivity. According to Judge et al.

(2001), the researchers established that there is a correlation between job performance and the individual work performance of an employee, the overall performance of the workforce, the success of the organization and also the employee turnover of the organization. In delineation, job performance alludes to the general orientation that an employee feels towards their whole work role and position (O’Reilly and Caldwell, 1980). There are extrinsic motivations, intrinsic motivation, enhanced rewards systems, and several training and engagement techniques that aim for the development of job satisfaction (Wernimont, 1966).

According to Bhattacharya (2014) the factors influencing employee satisfaction within the work setting include leadership, motivation, wages and benefits, expectations, job organization, and work environment. Employee job satisfaction can augment service quality and upsurge employee satisfaction. Organizations with more satisfied employees have the upper hand as far as staff performance is concerned (Williams and Andeson, 1991). Analysis Research Question 1 The first research question of this analysis is to examine the relationship between gender and perceptions of employee engagement.

So as to further investigate this particular topic, I conducted a one-way ANOVA analysis to ascertain the impact that gender has on the perceptions of employee engagement. In particular, the gender column for the analysis comprised of three different categories including males, females and the individual that opted not to answer. The p-value obtained was 5.63062E-08 (p<0.05) indicating that there was statistical significance.

Thereafter, I conducted a Turkey post hoc comparison test, which demonstrated that there was a statistically significant difference in regard to the mean scores between females and the individuals that opted not to state their gender, and also a statistical difference between the individuals that chose not to state their gender and males. Based on the statistical findings, males and females did not have a statistical significant difference. Research Question 2 The second research question was to examine the relationship that exists between the ages of the employees and the turnover.

In the same sequence that was ascertained in the two preceding questions above, I conducted a one-way ANOVA analysis in order to compare the ages and the intent to turnover. Results indicated that there was no statistically significant outcome owing to the fact that the p-value was 0.982 (p-value > 0.05). The inference of this indicates that the different age groups at Copper Coil do not significantly vary with respect to their intention to leave the organization and the point of view of the corporation’s compensation package.

Research Question 3 The third question was to examine the relationship between the employee gender at Copper Coil and their perceptions of organizational support. In order to make a comparison of the manner in which the gender impacted the perceptions of organizational support at the entity, I conducted a one-way ANOVA analysis. There was a statistical difference obtained from the analysis. As a result, the subsequent step was to conduct a Turkey post hoc comparison. This test demonstrated that there was no significant dissimilarity between the males and the females.

Nonetheless, the data also showed that there was a statistical difference between the individuals that opted not to state their gender and males and females. Taking this into consideration, Pearson correlation test was conducted in order to examine the perceptions of organizational support, perceptions for growing within the organization and intent to turnover for the three different gender categories including males, females and the individuals that opted not to state their gender orientation.

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. Findings / Results In order to investigate the data and make a comparison of the manner in which employee gender impacted the employee perceptions of organizational support at the organization, I conducted a one-way ANOVA analysis. The outcomes of the analysis indicated that there was statistical significance.

An ANOVA analysis established that there was a statistically significant difference between the individuals that opted not to state their gender and the other two gender categories for males and females. Imperatively, the correlation test demonstrated that there were significant correlations between the perceptions of organizational support and employee intent to turnover for all of the three groups in the gender category. Notably, each of the three groups had a negative correlation.

In regard to the second research question, the ANOVA analysis indicated that there was no statistically significant difference with the age groups in regard to the intent to turnover and compensation package perception. Based on the table below, it can be demonstrated that the age bracket for employees aged between 30 and 40 were the highest, followed by employees between the ages of 20 and 30 and then between 40 and 50. The least number were the employees aged 50 years and above.

It is also imperative to note that individuals that failed to disclose their age comprised of 15% of the participants in the survey. Age Group Number 20 – 24 157 24 – 29 302 30 -34 386 35 – 39 353 40 – 44 91 45 – 49 6 50 and above 96 Not stated 228 Recommendations The results of the analyses examining the manner in which gender impacts perceptions of organizational support, perceptions of employee engagement and intent to turnover, suggest numerous aspects that Copper Coil can undertake in the forthcoming periods.

To begin with, data analysis gives the suggestion that both the male and female employees within the organization have the same magnitudes of employee engagement. In conventionally male-dominated industries such as the manufacturing one, more often than not, the male employees have a tendency of attaining greater engagement owing to the perception of them being more competent and proficiency. There are usually higher chances of women not attaining high levels of job satisfaction. In accordance to the figures given, the workforce of the company comprises of 60% women 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.