Arrow Furniture is a family-owned and operated manufacturer ofhigh-end furniture located in North Carolina. The furnitureindustry has suffered from foreign competition over recent years.Nationwide, there have been massive layoffs and several largecompanies have closed. Arrow’s workers are feeling these pressuresand have begun displaying counterproductive behaviors. The HRmanager recently told Mary Baker, the family member serving as CEO,that employees are threatening to unionize if they don’t get higherpay and more job security. Mary is upset by this comment becausethe family has supported employees with decent salaries and healthbenefits. Higher wages are the last thing the company needs if theyare to remain competitive. The Baker family wants to turn thingsaround. They know they will have to be more competitive price-wise.This might be achieved by finding cheaper suppliers, loweringemployee labor costs, or increasing productivity. That said, theBaker’s strongly believe that it is important to “take care oftheir people,” many of whom are lifelong employees. A global carmanufacturer is going to open a new facility in the community. Itis likely the company will offer higher salaries and betterbenefits than offered by Arrow Furniture. The firm is known tooffer such benefits in an attempt to reduce the need for a union.Jobs at this plant will be more technically advanced than those atArrow and the company is offering job training to those who areinterested. The Bakers are aware that the nature of work at Arrowresults in moderate levels of hygiene factors and low motivators.Using the 3-Step Problem-Solving Approach and the OrganizingFramework, what should the Bakers do to motivate their employeesand get support for the company’s future plans?
