FMC green River and FMC Aberdeen

Introduction

There are a few differences that exist between FMC green River and FMC Aberdeen. First I will explain the background for both of these facilities. Then I will describe my analysis of the situation in regards to job design and goal-setting, performance appraisals, pay, and career development. Then I will explain some alternatives and recommendations that I have for them. After all that is said and done I will also explain how the implementation process should work. A conclusion will follow that with my own thoughts and views on the situation.

Background

The philosophy of employee selection in Aberdeen was that the technical skills were easier to train than personal and interpersonal skills and attitudes (Clawson, 2005). Group skills, communication skills, personal skills, problem-solving skills, results orientation, and leadership skills are the skills and attitudes they looked for when people were put threw the recruiting process with exercises they had to do. These exercises were also the highlighted aspects of group versus-individual behavior. They also use this criterion for their performance reviews. They have introductory and ongoing training. They do not have job definitions. Everyone is referred to as a technician and is paid on a salary basis. There are no annual bonuses, profit-sharing plans, or any stock-option plans. Each employee is expected to learn all the jobs which is done through a voluntary basis with a certificate process. The more jobs an employee can do the more valuable they are and they get paid more. Their rotating training gives the employees some career development.

As for Green River they do not have a recruiting process they just place an advertisement and to their surprise have over 300 applicants apply from different surrounding states (Clawson, 2005). They also have a union that labors under the old standard job descriptions. The highest

paid job among all FMC employees is eighteen dollars per hour. In their mine productivity the pay has doubled in the last eight years despite the decline in size of the work force.

Analysis of the Situation

In regards to job design and goal-setting, performance appraisals, pay, and career development, some things that Dailey will have to consider at Green River are (Clawson, 2005):

1) His selection in employees is based on required skills instead of their abilities or personalities which would help him to understand the interpersonal skills of his new hires.