Wednesday, February 26, 2014
Working with Employees Portfolio
Dennis Glover was the subject of a 30-minute interview concerning his job title and description, his role at his organization, and common problems he experiences with his employees. Glover is the Hub Manager for the United Parcel Service (UPS); he is currently the Hub Manager of the UPS hub in Charlotte, NC. Glover previously worked as the Greensboro, NC, Hub Manager, and has been an employee of UPS for nearly 25 years. UPS is a global leader of delivering packages and supply chain stores. As the Charlotte UPS hub manager, Glover oversees nearly 1,000 employees that are full-time supervisors, part-time supervisors, truck drivers, package truck drivers, package handlers, and warehouse associate, and human resources personnel. Also, as the Charlotte Hub Manager, Glover experiences several common problems in regards to his employees.
Summary of the Interview
As the Hub Manager at the UPS Charlotte, NC, hub, Glover handles several common problems in regards to experiences with employees. Glover mainly interacts with subordinates who are full-time and part-time supervisors; because as the Hub Manager he normally plans, directs and finds faults with his full-time and part-time supervisors. These are the individuals with whom problems normally occur. However, subordinates of Glover’s full-time and part-time supervisors are also under his title of Hub Manager; therefore, the problems that his full-time and part-time supervisors have with their subordinates are also problems he faces.
Recruitment and Employee Selection
As for recruitment, Glover had problems as for recruiting part-time supervisors who could fulfill the job requirements in regards to the part-time supervisor position. The recruitment and promotion of numerous internal employees, who were previously package handlers and warehouse associates, occurred; however, several of these employees did not possess the necessary ability to supervise other employees. Also, they lacked the ability to manage effectively their areas of operations, such as inbound and outbound shipping, and small sort. The selection of employees chosen for part-time supervision occurred because of an individual’s performance in his or her job role as either a package handler or warehouse associate. The selected employees performed well in their previous job roles but failed as supervisors.
As for motivation, Glover tries to motivate his part-time supervisors in regards to performing his or her job tasks and as for motivating his or her subordinates; however, he fails to motivate every part-time supervisor. Therefore, the subordinates of his part-time supervisors are not always motivated to perform their job tasks to the best of one’s ability.
As for employee training, some of Glover’s part-time supervisors lack the training to effectively perform his or her job tasks; therefore, they ineffectively supervise their work area, ineffectively supervise their employees, and ineffectively train their employees.
Identifiable Major Problems
Two of the major problems that Glover mentioned were employee selection and training. Employee selection is an ineffective process but is getting better. The solution Glover used to combat this problem was to introduce assessments for potential part-time supervisor to complete to determine if individual possessed the necessary skills to take on such a job title as for supervising other individuals. This solution became an effective measure that weeded out individuals who were unable to meet organizational goals. Employee training was a process whereas subordinates trained by watching how part-time supervisors worked. There was not a particular training program. To combat this problem, Glover introduced the UPS Management/Supervisory Hub school training program that UPS used at other hub across the country. This solution became an effective tool for training and retraining new and current part-time supervisors.
As for the two major problems (employee selection and training) I/O psychology says that these two problems are detrimental to and hinder the progress of an organization. Selecting the right employee influences and affects the effectiveness of teams within organizations and organizations themselves (Cascio, 1995). An effective selection of employees brings the necessary values, abilities, and personalities to organizations, which affects the productivity and performance of other employees and organizations as a whole. Effective employee selection also eliminates counterproductive behavior within an organization. Training is the systematic acquisition of concepts, rules, attitudes, or skills that allow improvements in performance in work environments (Goldstein, 1980). Training programs are effective and necessary efforts to sustain and meet organizational goals. Goldstein (1980), “these training efforts are necessary because there is an inherent faith that such instruction results in better job performance and increased productivity” (p. 1).
Training programs offset the counter-productiveness that ineffectively trained employees place on an organization. An employees’ job performance is only as good as his or her training (Schmidt, & Hunter, 1998). Organizations cannot meet organizational goals or meet the demands of an ever changing work environment without proper employee selection and training.
Glover seems to acknowledge the problems that were occurring within his organization and took the necessary measures to combat such problems as employee selection and training. Recommendations for Glover are that he maintains these necessary measures; however, he must take into consideration that the work place is an ever changing environment. Therefore, he must design effective employee selection and training programs that include determination for job performance, behavior necessary to perform such jobs, types of learning essential to such behavior, and the types of instructional knowledge that suits one’s ability to continually learn.
In the interview with Dennis Glover, a 25 year employee with United Parcel Service and Hub Manager of the UPS hub in Charlotte, NC, he answered several questions concerning several common problems in regards to employees within the organization. Common problems include employee recruitment, selection, motivation, and training. Two of the major problems that Glover mentioned were employee selection and training. Glover tried several solutions to fix such problems, and not all solutions worked. However, two solutions worked, which were the use of assessments to qualify potential part-time supervisors, and the UPS Management/Supervisory Hub School to train and retrain part-time supervisors.
Questions asked of Dennis Glover in the 30-minute interview:
· What are some of the common problems that you experience in regards to your employees?
· What area as far as managing your employees needs the least attention?
· What area as far as managing your employees needs the most attention?
· Are there any concerns and problems as far as the recruitment of employee?
· Are there any concerns and problems as far as the selection of employees?
· Are you able to effectively motivate your employees? Why or why not?
· Are your employees effectively trained to perform their jobs effectively?
· What were the two major problems you faced or currently face as a manager?
· What solutions have you implemented to combat such problems?
· Did these solutions work?
Cascio, W. F. (1995). Whither industrial and organizational psychology in a changing world of work? American Psychologist, 50(11), 928-939. doi:http://dx.doi.org/10.1037/0003-066X.50.11.928
Goldstein, I. L. (1980). Training and organizational psychology. Professional Psychology, 11(3), 421-427. doi:http://dx.doi.org/10.1037/0735-7028.11.3.421
Spector P.E. The relationship of personality to counterproductive work behavior (CWB): An integration of perspectives, Human Resource Management Review, Volume 21, Issue 4, December 2011, Pages 342-352
Hausdorf, P. (2011). The psychology of personnel selection. Canadian Psychology, 52(1), 64-66. Retrieved from http://search.proquest.com/docview/859577256?accountid=458
Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124(2), 262-274. doi:http://dx.doi.org/10.1037/0033-2909.124.2.262