Reference no: EM132883373

Ray Wilson is Quality Manager of the Tiffin, Ohio, plant of North-West Electric, a manufacturer of electrical components. Some North-West locations have implemented various forms of broad-banding and delayering in response to job-based pay structures. He heard about the experiences of Tiffin's sister plant in Kinston, North Carolina, at a recent quality conference. This made him consider his own situation. His staff is generally effective, but they do not always do well in the highly ambiguous environment of the plant because their defined responsibilities do not incorporate a great deal of flexibility, and many of them are reluctant to step outside their roles. There are four levels of employees between him and his hourly staff; Ray sometimes feels overly insulated from the happenings on the shop floor. Now, Ray has to decide whether or not to try this approach with his own staff, and what specifically to do if he does make changes.

How will broad-banding help Ray with the fact that his employees are reluctant to step outside their roles?

-The possibility of getting paid more motivates employees.

-He can be a more "hands-on" manager.

-The broadbanding will make the employees feel more comfortable.

-Having fewer, broader job descriptions and less emphasis on jobs makes the roles more flexible.