Staffing Management Student Workbook General Appliances

Staffing Managementstudent Workbookgeneral Appliances An Aging Work

Drafted from a case study on GA, an appliance manufacturer facing an aging workforce and upcoming technological upgrades, the assignment requires analyzing how to develop a comprehensive plan for managing an aging workforce. The plan should focus on employee retention, training, health and safety, and alignment with the company's culture and legacy.

Specifically, the paper should discuss the importance of organizational culture at GA, strategies to retain elderly employees, methods to ensure proper training on new equipment, address health and safety concerns related to an aging workforce, and how the company's legacy influences managerial decisions. Additionally, the plan should propose specific actions for Swann to implement to address these workforce challenges effectively.

Paper For Above instruction

In contemplating the future workforce management at General Appliances (GA), it is essential to recognize how organizational culture influences strategic decisions. Culture at GA has been built around valuing employees as assets, emphasizing employee satisfaction, safety, and a family-like environment. This culture underpins the company's success, fostering motivation, loyalty, and high performance among employees. When decisions are aligned with core values, they reinforce employee trust and collective commitment, which are crucial in addressing issues like an aging workforce. Approaching workforce challenges with cultural sensitivity ensures that policies contribute to a positive work environment and sustain long-term organizational health. Swann’s strategy should, therefore, reflect the cultural principle of treating employees with respect and fairness, especially as they age, to maintain morale and productivity.

To retain aging employees at GA, Swann can employ various tactics focused on engagement, flexibility, recognition, and development. Offering flexible work schedules, such as adjusted shifts or part-time roles, accommodates older workers’ preferences and physical needs. Implementing phased retirement options allows employees to reduce hours while mentoring newer staff, thus preserving institutional knowledge. Recognizing long-serving employees through awards or public acknowledgment fosters a sense of value and belonging, which enhances retention. Additionally, providing professional development opportunities tailored to older employees, such as training on new technologies or leadership roles, reinforces their importance within the organization. Such tactics demonstrate respect for their experience, address their ongoing career aspirations, and help mitigate attrition among this demographic.

Ensuring proper training on the new equipment is critical to prevent skill gaps and safety risks. Swann should develop a comprehensive training program that includes hands-on sessions, simulations, and supplemental materials tailored to different learning styles. It is vital to assess each employee’s baseline technical skills and provide personalized coaching to bridge gaps. Training sessions should be scheduled at convenient times to minimize production disruption and reinforce learning through repetition and follow-up. When addressing emotional and physical readiness, Swann can implement phased transitions, allowing employees to gradually acclimate to new technologies while maintaining their confidence. Providing ergonomic assessments and safety training related to new machinery will help prevent injuries, especially given the physical demands of certain jobs. Offering health screenings and fitness programs may additionally prepare employees physically for the transition.

Health and safety concerns for an aging workforce require targeted policies that prioritize ergonomic improvements, accident prevention, and ongoing wellness initiatives. Swann should conduct a thorough safety audit focused on physical strain, slips, and falls, particularly on heavy lifting or physically demanding tasks. Modification of workstations with adjustable tools, anti-fatigue mats, and ergonomic furniture can reduce injury risks. Additionally, implementing safety training that emphasizes safe work practices for older employees and fostering a safety-first culture are essential. Regular health screenings and injury management programs should be put in place for early detection and intervention. Encouraging a culture of open communication about health concerns ensures that employees feel supported and that hazards are identified promptly. Addressing safety proactively demonstrates the organization’s commitment to its employees’ well-being and helps sustain productivity.

While Bruney’s legacy of valuing employees has significantly contributed to GA’s success, Swann must balance respecting this legacy with implementing innovative workforce strategies. Legacy influences a company’s culture, but it should not hinder necessary adaptations. A manager’s decisions should honor the values of respect and employee care, yet also embrace change for organizational growth. Influencing by Bruney’s vision provides continuity and stability; however, it must be tempered with current labor market realities and technological demands. Effective leadership involves integrating those cultural principles into new initiatives—such as upskilling and safety—rather than resisting change. Swann’s recommendations should be rooted in honoring the spirit of Bruney’s vision, fostering a work environment where long-term employees feel valued while ensuring the organization remains competitive and adaptable.

To address the aging workforce at GA, Swann’s plan should encompass strategic recruitment, ongoing development, and health initiatives. First, establishing mentorship programs where experienced employees transfer knowledge to younger staff will mitigate skills gaps and preserve institutional memory. Second, onboarding new hires with tailored training on advanced machinery, supported by experienced mentors, will enhance skill development and confidence. Third, offering health and wellness programs designed for older employees, including fitness activities, ergonomic improvements, and preventive screenings, will help sustain their productivity and safety. Fourth, providing flexible work arrangements and phased retirement options can keep valuable employees engaged longer. Finally, fostering a culture that values continuous learning and adaptation will ensure workforce resilience. Through these measures, Swann can develop a sustainable strategy that respects the legacy of the company while preparing for future industry challenges.

References

  • Cuccurullo, C. (2017). Managing Aging Workforce. International Journal of Human Resource Management, 28(21), 2970-2992.
  • Fitzgerald, K. (2016). Engaging Older Employees: Strategies for Retention and Development. HR Magazine, 61(4), 50-55.
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  • Kegel, A., & Uhlig, M. (2020). Safety and Ergonomics for Aging Workers. Journal of Safety Research, 72, 1-8.
  • Mitchell, D., & Powell, S. (2018). Building a Culture of Retention for Older Workers. Workforce Management, 97(6), 18-22.
  • Smith, J. (2019). Strategies for Training an Aging Workforce. Journal of Organizational Culture and Management, 4(2), 78-85.
  • Taylor, P., & McGregor, D. (2014). The Employee Experience and Organizational Culture. Harvard Business Review, 92(11), 78–85.
  • U.S. Bureau of Labor Statistics. (2022). Employment and Workforce Data. Retrieved from https://www.bls.gov
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