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UPS operations prime objective is to find a way to overcome their fifty percent a year turnover rate
in which cost them over millions of dollars per year.

As Jennifer Shroeger was promoted to district manager, she observed that high turnover rate results
in an increase of recruiting, selection, and training costs, could disrupt the efficient running of an
organization when knowledgeable, experienced personnel leave, and replacements found and
prepared to assume positions of responsibility; this ad up to dollars and cents because of
productivity loss.

The simple fact is they have to pay someone to do training, and of course there͛s the cost to put ads
out and recruitment. In Jennifer͛s case it follows the same for her. If she could cut her turnover rate
her annual savings would go up. In the end this would save the company money.



 



 
 





 


 





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In addition to turnovers, other criterion examined was Ms. Shroeger's development of a

comprehensive plan focusing on improving hiring, communication, the workplace, and supervisory
training. Ms. Shroeger followed the Basic OB Model, Stage II and modified the hiring process to
screen out people who wanted full time jobs. She also distinguished and differentiated her five
district groups by age and stages in their careers by which they had different needs and interests.
She also modified the communication style and motivation of each employee in his or her group
(Judge, 2007).

The importance of these multiple criteria's are to examine the impact that individuals, groups, and
structure have on behavior within an organization, and then it applies that knowledge to make
organizations work more effectively. The program designed to improve productivity, reduce
absenteeism, turnover, and deviant workplace behavior; and increase organizational citizenship
behavior and job satisfaction is why managers can offer guidance in creating an ethically healthy
work climate (Judge, 2007).


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College students are most interested in building skills that they can apply later in their careers.
Therefore, she offers them Saturday classes for computer-skill development and career-planning
discussions

Making observations that will improve the work environment. E.g. lighting in the warehouse so
workers wouldn͛t feel subdued while working & and upgraded break rooms to make them more
user-friendly.
To help new employees adjust, she turned some of her best shift supervisors into trainers who
provided specific guidance during new hires͛ first week. She also installed more personal computers
on the floor, which gave new employees easier access to training materials and human-resource
information on UPS͛s internal network. Finally, Shroeger expanded training so supervisors had the
skills to handle increased empowerment and to see how difficult it is to be a manager

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In my opinion, every person has the ability to learn a skill if they are not naturally born with the
natural ability to show interest in others. Being a supervisor requires some degree of taking on a role
of leadership and having some additional qualities about them in which could be aquired if one does
not possess it naturally already. However, there must be an initial interest or passion to begin that
journey of aquirement because all the qualities and emotions that we need are the same within
ourselves and others.

So is it unethical to teach supervisors to demonstrate interest in individuals? You can't make

somebody change without them wanting to change and you can't make somebody learn what they
don't want to learn. It is not unethical to me to teach supervisors to have interest in workers as
individuals if they want to be taught.

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The supporting facts from the case of the argument that the approach of OB is from a contingency
perspective, supports Ms. Shroeger by how she improved hiring, communication, the work place,
and supervisor training. She analyzed the large database of information that UPS had on her districts
employees and made many changes to adding skills and career development classes, improved
conditions in the warehouse and buildings and finally expanded supervisor training.

The approach made a statement that she was responsible of determining which managerial
approach was likely to be most effective in achieving her cutting the turnover rate. It resulted from a
fifty percent turnover rate per year to six percent and an annual savings of one million dollars.
Buffalo district gained a twenty percent reduction in lost workdays and finally dropping from four
percent to one percent in packages delivered on the wrong day or at the wrong time.