Jason Industries makes accessories for Jeeps including seat covers, sport bar covers, duster deck covers and half doors. Prior to the sale of Jason Industries to Crimson Limited, management hired only young employees and the management style was one of 'telling employees what to do'; with little or no involvement by employees in the operations of the Company. Turnover was in excess of 10% per month. Wages paid were low and the attitude of employees was 'it's just a job, something to do to get paid'.
The Crimson Limited management team wants to build Jason Industries into a 'best-in-class' company. This includes building a workforce which represents its client base who are from all world countries, economic classes, genders, ages, physical/mental challenges and ethnicity. The management would like all employees, regardless of position, to feel free to participate in company activities and actions which will strengthen the firm and produce tangible results. This means changing the environment from one of fear to a more open and participative climate.
1. Consider the perspective of the existing employees at Jason - how would they feel?
2. Consider the perspective of the new hires to Jason - how would they feel?