The Case Study of the Jim Beam Bourbon-Making Plant

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The Case Study of the Jim Beam Bourbon-Making Plant

Table of Contents

Introduction
Autocratic Management Practice
Organizational Identity
Job Satisfaction
Personal Perspective
Conclusion
References

Introduction

Neglecting employees natural needs in the context of the pursuit of increased productivity is a controversial practice. The example of the Jim Beam bourbon-making plant, described by Smith (2002), offers an assessment of an ambiguous situation. After carrying out the relevant checks and analytical work, the plant management issues a verdict on the need to set limits on visiting restrooms for subordinates, which has caused a controversial reaction from both employees and the trade union. By justifying their decision by workers constant breaks and their established habits of visiting bathrooms, the representatives of the administrative apparatus insist on introducing a limit on visiting restrooms, which has become the reason for filing a claim against the plant from the Labor Cabinet regarding violations of labor laws. This autocratic management practice, explained by the desire for increased productivity, has caused conflict and dissatisfaction on the part of the staff, and by assessing the situation through relevant theoretical findings, the case will be analyzed.

Autocratic Management Practice

The considered situation with limited access to restrooms for employees reflects the organizations rigid policy and its autocratic approach to personnel management. Scott and Davis (2007) define authority as a legitimate power that complies with the normative principles of control and does not violate subordinates rights. In the case of the Jim Beam plant, the conflicting management practices found by the Labor Cabinet and confirmed by the employees of the enterprise are indicative of an abuse of the employers authority. This autocratic practice is opposed to the concept of workplace democracy, which Eidlin and Uetricht (2017) assess as an essential element of sustainable workforce productivity. According to the authors, employers have the right to demand discipline and responsible performance of immediate duties from subordinates, but control over individual needs, including such an intimate issue as visiting restrooms, is unacceptable in accordance with the democratic norms of the work process (Eidlin & Uetricht, 2017). Therefore, the position of the plant management can be seen as maintaining an autocratic principle of control.

Organizational Identity

The concept of organizational identity is a relevant theoretical framework that can help interpret the presented issue. According to Scott and Davis (2007), shared beliefs and attitudes in companies shape the overall image of the firm, thus creating a distinctive organizational identity. While considering the work policy of the plant in question, its management has taken a course toward optimizing personnel management. Turan and Cetinkaya (2020) state that organizational identity is directly related to reputation, and both external and internal factors largely determine the corresponding image. In this regard, one can point out that the Jim Beam bourbon-making plant pursues goals that go against the traditional criteria of positive identity, including respect, loyalty to staff, and performance promotion through employee-centered interventions. As a result, the violated principles of fair and democratic management have become the reason for the investigation and public condemnation of this approach, and the identity of the plant can be described as the one that meets the interests of a narrow group of managers but not the team as a whole.

Job Satisfaction

While taking into account the persistent dissatisfaction of the plant employees with the current situation, applying the concept of job satisfaction is relevant. Scott and Davis (2007) note that there is a direct correlation between employee satisfaction with current working conditions and the degree of management control. In other words, the more leaders monitor productivity by applying appropriate incentives and tools of influence, the lower the satisfaction with the operational process among employees is observed. As Karanika-Murray et al. (2017) remark, to describe potential preconditions for dissatisfaction, the cognitive dissonance theory may be applied. The essence of this concept in the context of the issue under consideration is that at the organizational level, plant employees have similar beliefs and preferences, and if these views are violated due to outside interference, negative states are formed, which have a bad effect on work motivation and, consequently, satisfaction. The leadership of the Jim Beam bourbon-making plant does not take into account the interests and views of subordinates, thereby causing them to feel rejected by the proposed initiatives. Given that restrictions on visits to restrooms go against sound HR policies, this condition is intensified.

Personal Perspective

When analyzing the case of the Jim Beam bourbon-making plant employees, I can note that the total quality management strategy could be applied to this case. The management of the enterprise strives to optimize the operational process; however, the chosen method does not correspond to adequate measures to improve performance indicators, as evidenced by both staff dissatisfaction and formal proceedings. From a theoretical perspective, the concept of work engagement describes the situation well; Kuhnel et al. (2017) draw attention to the value of breaks for work productivity and highlight a direct positive relationship between short breaks and engagement. In the case of the plant, the management remains indifferent to the needs of subordinates, which explains the inadequacy of the applied optimization approach.

Conclusion

From a Christian perspective, the position of plant management can hardly be justified as a rational approach to stimulating productivity. As Merida (2015) remarks, those who want money at all costs are never satisfied with the money they have. This means that the pursuit of increasing profits can be continuous, which does not adequately affect the policy of human resources management. In the Bible, there is a clear message for those who have people in subjection: Masters, treat your bondservants justly and fairly, knowing that you also have a Master in heaven (Colossians 4:1, n.d.). Relationships with subordinates should be built on respect and understanding of peoples natural needs. In this case, the employer can rely on staff loyalty and high engagement, but in the situation with the Jim Beam bourbon-making plant, managers alienate themselves from employees, thereby increasing dissent and job dissatisfaction in the team.

References

Colossians 4:1. (n.d.). English Standard Version Bible. Web.

Eidlin, B., & Uetricht, M. (2017). The problem of workplace democracy. New Labor Forum, 27(1), 70-79. Web.

Karanika-Murray, M., Michaelides, G., & Wood, S. J. (2017). Job demands, job control, psychological climate, and job satisfaction: A cognitive dissonance perspective. Journal of Organizational Effectiveness: People and Performance, 4(3), 238-255. Web.

Kühnel, J., Zacher, H., De Bloom, J., & Bledow, R. (2017). Take a break! Benefits of sleep and short breaks for daily work engagement. European Journal of Work and Organizational Psychology, 26(4), 481-491. Web.

Merida, T. (2015). Christ-centered exposition: Exalting Jesus in 1 & 2 Kings. B&H Publishing Group.

Scott, W. R., & Davis, G. F. (2007). Organizations and organizing: Rational, natural, and open systems perspectives. Pearson Education.

Smith, S. (2002). Bourbon maker fights citation for denial of bathroom access. EHS Today. Web.

Turan, F., & Cetinkaya, S. (2020). Aesthetic reflections on organizational identity: A study of universities in Istanbul. Organizational Aesthetics, 9(3), 45-62.

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