The continued loyalty of Deere employees to their company is a phenomenal achievement for any organization. This phenomenon did not happen by chance; it is due to the continued employee satisfaction that Deere strives to provide to its employees. Deere recognizes that each employee brings specific talents to the company, whether they are fresh out of college or close to retirement. The corporate values: integrity, quality, commitment, and innovation, have always been a cornerstone to Deere’s success. They put them into place from the beginning and still follow them today. Having strong values that have stood the test of time allow for a workforce that can feel proud and satisfied to call John Deere their employer. Although the workforce is referred to as a team now instead of a family, the strong culture and values remain intact.
To fulfill the needs of their employees, John Deere performs an Employee Satisfaction survey every two years. These surveys are reviewed by Human Resources to find out what is most important to employees, favorable and unfavorable. The results are then discussed with area managers. Deere is showing commitment to continuous improvement of employee morale by involving executive level individuals in the communication of employees’ opinions of how John Deere is working for them. Through these surveys, the company can also identify which employee’s needs are not being met, and which employee groups could benefit by training and further education. Training employees makes them better suited for their current job, as well as the jobs they hope to hold in the future with Deere. Training employees shows confidence in their ability to achieve more, and provide the company with valuable skills.
John Deere has proven itself as an honest and ethical company. Employees are treated with enough respect that they have assurance knowing that if their job is in danger, they will know about it. Showing great confidence in its workforce, Deere has actually allowed certain ailing divisions the chance to pull themselves out of danger of extinction. Using an anonymous hotline to report ethical breaches keeps the employees feeling satisfied they will not have to put up with ethical behavior from co-workers, nor be asked to perform unethical tasks by supervisors.
Overall, John Deere was started with a vision, and the vision has remained intact through a century and a half of wars, economic struggles, and rapid technological improvements. By sticking to superior culture and ethical guidelines, John Deere will continue to be an employer of choice. Literature Review
John Deere has always prided itself in hiring and keeping loyal, dedicated employees on the wage and salaried work forces. Over 54 percent of the wage workforce at John Deere Harvester Works in East Moline, Illinois has been with the company between 25 and 30 years (Workforce Data, 2008). According to the CPA Journal (2004, 74, 6. p. 17(1)), “a tough job market and bumpy economy have made Americans more loyal and devoted to their employers.” John Deere, however, has had more than half of their employees at this factory already prove their loyalty and dedication before the tough job market emerged, by not changing jobs. These loyal employees that Deere has been able to hold onto exemplify why they are one of the best choices for employment opportunities for the workforce over 50 (Kiplinger’s Retirement Report, 2006). While other companies are focused on bringing in the newest and brightest talent, Deere can boast having some of the most loyal and experienced professionals. Keeping experienced generations in the workforce allows Deere to utilize their experience in order to provide mentor-type relationships with newer employees and show them the values associated with the John Deere name. Tenured employees show the rest of the company that loyalty is something to be celebrated, and Deere does a great job continuing to keep their...
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