Proposed Organization Behavior Interventions and Analysis Before proceeding to propose the groups formulated Organizational Behavior interventions,

to serve as a reference, it is important to outline the relationships between the diagnosed company complications. (Diagram) The problem framework above highlights the immediate problems, along with their respective sub-problems. Based on the surveys that the group has conducted among select employees, the two principal problems would be the location of the workplace and the companys hiring scheme. Also, from the number of second tier problems that extend from it, it is evident that the contractual basis has led to the majority of employee discontent. Although not within the scope of OB, thus excluded in the diagram, a problem that may have possibly contributed indirectly to general worker dissatisfaction would be the recent inflation on commodities, as a result of the fluctuating oil prices in the world market. The said fluctuation was the result of the conflicts in Libya, specifically the raid on the US consulate. For the benefit of the companys management, the group feels that this contemporary incident must be considered in accurately evaluating the results of the conducted survey and proposing feasible OB interventions. With regards to the employee concern on the workplace location, one of the major complications affecting the employees, it would be very impractical for the factory to move. Production would halt, machineries would have to be moved, certain utilities would have to be forgone, and lease arrangements would have to be settled. Although it may potentially impart long-term employee satisfaction and other benefits, unplanned relocation generally proves to be detrimental to any company, specifically considering the nature of this companys operations. As the groups main proposed intervention, the company should establish a carpool or service system that would cater to employees that live in particular vicinities. In applying this system, majority of employee concerns regarding transportation to their work would be eased, slightly encouraging them to report for work, thus minimizing instances of absenteeism. The most costeffective way for the company to apply this measure would be to collaborate with the external agency handling the employee contracts and deduct a reasonable fee in the salaries of those who are availing of the service. The agency could then partner with transportation franchises, like UV Express Service, and set certain pick-up and drop-off points for respective areas. For the subproblem of fortuitous events, like typhoons and floods, the company should allow compensation pay for workers who have reported to work. This is the simplest way of establishing a perceived organizational support, which makes all employees feel that they are, to some extent, valued by their employer. Implementing such a provision would generally enhance employee loyalty, hinder feelings of inequity, and eliminate exit responses to dissatisfaction, as they would see that they are not as dispensable as they perceive themselves to be. At first glance, changing the hiring scheme would immediately seem to be the definite solution for employee dissatisfaction. However, this measure would prove to be very tedious and inefficient, in direct relation to company operations. An entire overhaul would mean the restructuring of the period cost budgets, increased expenses from permanent worker benefits, and

is time consuming, among its other adverse effects. Also, from the very nature of the company's industry, job specialization and systematization is the primary reason why the company adheres to a such a job contracting: so as to acquire employees that would focus on jobs only for a certain project. At the end of the production period for a specific job order, they would then be released from the company operation, by means of their contracts, to be replaced with another batch of employees who would specialize on another project. From these factors, it is highly unlikely that the company would opt for this particular measure. To solve this dilemma, the group proposes that the interventions to be emphasized should be those that would provide the employees a healthy workplace environment and satisfactory tenures through their labor contracts. To alleviate the general employee dissatisfaction, establishing a job turnover or transitionary program, that would refer workers to their next employers, would be the best solution. The agency handling the employee contracts could coordinate with their clients and facilitate the job contracting among similar industries for employees nearing the expiration of their current contracts. Not only would this streamline employee turnover for the company, but it would also eliminate, or at the very least minimize, any negative employee apprehensions, especially financial considerations, thus allowing the workers to focus on their current job assignments. The implementation of this measure would simply depend upon the degree of coordination between the company and the employee agency, while any management costs would surely be minimal, which would most likely be limited to the files and records transfer. As a response to the employee complaints regarding job monotony, it would be impractical for the management to assign employees to a variety of jobs during their respective tenures in the company. This is mainly because production operations and efficiency would be distabilized, as workers would have to learn procedures involved in the unfamiliar job that they have been assigned to. To remedy this problem then, it would be best for the company management to allow multiple breaks for the workers that would be spread out through a working day. Instead of setting a single 1 hour break from operations, partitioning the 60 minutes into shorter, but more frequent rest periods, would allow the employees to stay productive throughout the work day. Implementing this measure is fairly straightforward and simple, not to mention that it involves no additional expenses for the company. For the motivationary and work inefficiency sub-problems, the group suggests that the company desginate assembly line employees into work teams. The work teams created would then be evaluated over a certain period, with the primary basis being the actual components and parts they have produced. Some of the criteria for management evaluation could be quality of the parts - with respect to the percentages of defective items out of the total produced goods, speed in production - in terms of how fast the work team meets the assigned number of units to be produced, and other quantifiable factors related to assembly line operations. Furthermore, the company would allocate an equitable bonus pay for the top teams at the end of each evaluation period. To assure that the system would provide sustained motivation for the targeted employees, the evaluation period could be set on quarterly basis or, at the very least, in accordance to their contract periods. Also, the proposed system could readily be implemented by the management of the company, as it would only involve the selection process for planned number work teams. As for the costs involved in the program, it would surely not be too overwhelming an additional expense for the company, such that it would cause significant losses in the yearly revenues, also

considering the fact that the production benefits resulting from this could potentially lessen the company's costs.