Solving Employee Tardiness

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Running head: SOLVING EMPLOYEE TARDINESS

Solving Employee Tardiness
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University of Maryland University College

Solving Employee Tardiness
The purpose of this research is to understand why my employees come to work late in the morning and late after lunch and what can be done to solve this problem. Employees at work have a tendency of coming to work late, and showing up late after their lunch break. Stopping tardiness from employees during business hours is an issue which management has been trying to solve for quite some time, and they met resistance and failure during each attempt to solve this problem. I will attempt to solve this problem using methods and processes learned in my management class. The research will involve using the CPS stages to solve the above problem. The CPS has five different stages needed to solve potential problems. These stages are as follows: analyze the problem, redefine the problem, generate ideas, evaluate and select ideas, and implement solutions (VanGundy, 1997)[1]. Analyzing the Problem:

Analyzing the problem necessitates assembling all the pertinent data concerning the problem. This allows me to organize all the information I will need to analyze. Some of the data and excuses for tardiness by employees were as follows:

Who: Employees
What: Tardiness
When: Morning and after lunch
Where: Office
Why: Traffic, alarm clock, overslept, car broke down, ran out of gas Once I had all the data concerning the problem, I was able to analyze it in greater detail using the first three steps of the heuristic redefinition tool, since this tool helps to understand the problem in context to the whole system. As defined by King (2002)[2] this tool is a method of looking at a system in which a problem exists and selecting an approach to solving that problem with greater effect using the least amount of effort. This tool requires visualizing all the parts of the problem and with that I was able to see how tardiness as a single component affects the whole system. Drawing a visual aid of how the company works, (see appendix 2) allowed me to see all the different components that were affected by employee tardiness such as productivity, and quality in customer service. Then I went through each component and asked what must be done to approach the solution, each question provided more data concerning the problem. Redefining the Problem:

Once I finished analyzing the problem, I was able to redefine the problem. This stage concerns testing unwarranted assumptions about the initial perspective of the problem. Using the “Why Method” tool (VanGundy, 1997)[3] I was able to come up with a new problems statement. This method is processed by asking why you want to achieve the objective of the problem, and using the answer for the next restatement, and so forth, until the questions become too abstract. By applying this method I was able to come up with the following new problem statement: How does management increase employee productivity during business hours? The new problems statement addressed the original problem statement, but it did so from a different perspective. Generating Ideas:

With the new problem statement at hand I was able to generate ideas on solving that problem. I used an idea-generating tool to come up with a bunch of ideas. The classic brainstorming tool (King, 1998)[4] appeared to be the best tool needed in generating ideas, since it’s a straight forward tool which allows ample interaction between participants. Using this requires putting together a team of people with various knowledge and experience, and having them generate ideas within the guidelines established before the session. The participants of my classical brainstorming session were all co-workers and therefore had ample experience and knowledge about the issue. The team of four co-workers was able to generate eight unique ideas which were as follows: 1....
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