Evaluate the companies on the job training program. Change should it be changed? Explain in as much details possible what problems you see and why these are problems. When appropriate make reference to the concept or theories that are informing you assessment.

Houghton Refrigeration Company builds refrigerators for large appliance companies. It employs about 300 people, mostly assembly-line workers. The company typically builds, on a contract basis, chest freezers and small bar refrigerators. On occasion, however, it also builds standard size refrigerators. During the summer months, volume at the factory increases significantly, and the company needs to hire about 40 new employees to handle the heavy workload. Most of these new employees are college students. Some high school students are hired as well. When hired, temporary employees receive no orientation. The worker is shown to a work station and, after a minimum amount of on-the-job training, the new employee is expected to start performing a job. Most of the jobs are quite simple; hence, the training is typically completed within ten minutes. The first-line supervisor usually shows the employee how to do a job once, then watches while the employee does the job once, leaves, and comes back about 20 minutes later to see how the employee is progressing. Typical jobs at the plant include screwing 14 screws into the sides of a freezer, placing a piece of insulation into the freezer lid, and handing out supplies from the tool room. Most new employees are able to perform their jobs reasonably well after their on-the-job training is completed. However, when unexpected difficulties arise, they are usually not prepared for them and need assistance from others. The older workers have been especially helpful to students working in the "press room." One summer, the company experienced a rash of injuries to its employees. Although most of the injuries were minor, the company felt it imperative to conduct a series of short training programs on safe material-handling techniques. The president of the company realized that OSHA requires firms to maintain a safe and healthy work environment, and that it is also important that employees know how to lift objects safely. The president decided to ask Bill Young, the first-line supervisor of the "lid-line" to conduct the training. Young recently attended a training program himself on safety and was active in the American Red Cross. He reluctantly agreed to conduct the training. It was to be done on a departmental basis with small groups of 10 to 15 employees attending each session. At the first of these training sessions, Young nervously stood up in front of 14 employees, many of whom were college students, and read his presentation in a monotone voice. His entire speech lasted about one minute and consisted of the following text: . Statistics show that an average of 30 people injure their backs on the job each day in this state. None of us wants to