In September 2019, George Taylor realized a lifelong dream by starting his own construction company. He...

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In September 2019, George Taylor realized a lifelong dream by starting his own construction company. He had worked for several construction firms in Qubec over the years and had been a foreman on several large projects before he started his own firm. He is a hard worker and has developed a reputation as a capable and sought-after foreman by many companies. Since starting Taylor Construction Company, George has succeeded in obtaining several profitable contracts, which keep him very busy. One day he was visiting with a friend, Rob Dumont, over lunch. The following conversation reveals that things are not so great at Taylor Construction. Rob: How is your business doing, George? You've sure been busy lately. George: Yes, we've got lots of work, but you can't imagine the problems I've had with employees. I never dreamt it would be such a hassle. Rob: What kinds of problems are you talking about? Page 435 George: Take your pick! When we started up and got our first contract, I needed six labourers, so I ran an ad on Kijjii and I got 19 applicants. I was surprised that most hadn't worked anywhere consistently and some didn't even finish high school. Even the ones I hired were lazy and undependable. I spent half my time replacing those who quit or whom I fired. Since then things haven't really improved much. Rob: Maybe you should spend more time training them. George: More time? As it stands now, I have to be with them almost constantly on a job and tell them what to do every step of the way. If I leave one of them in charge when I have to be away, the others resent it. It seems like they're always bickering with each other. Rob: I wonder if you should train a foreman to supervise the workers. George: I tried that. The work that he supervised was poorly done, and on top of that he padded his hours. I even noticed a few tools missing. When I confronted him with it, he quit. Rob: Can't you spend a little more money and find some better-qualified and motivated employees? George: My labour costs are too high already! Even though I don't hire union workers, I have to pay pretty close to those rates, and they are high. Once in a while a hard worker comes along, but before long peer pressure from the others seems to drag him or her down to their level. Rob: It sounds pretty hopeless. George: The worst part is that just last month I gave all my employees a bonus. I distributed it based on how long they had worked for me and thought I had explained it to them. However, after I gave it out, several of them were upset, and I even had two quit on the spot. Can you believe that? I'm seriously considering shutting down the business and going back to working for my old firm. Questions 1. Why do you think George has gotten into this situation? 2. What recommendations would you make to George? In September 2019, George Taylor realized a lifelong dream by starting his own construction company. He had worked for several construction firms in Qubec over the years and had been a foreman on several large projects before he started his own firm. He is a hard worker and has developed a reputation as a capable and sought-after foreman by many companies. Since starting Taylor Construction Company, George has succeeded in obtaining several profitable contracts, which keep him very busy. One day he was visiting with a friend, Rob Dumont, over lunch. The following conversation reveals that things are not so great at Taylor Construction. Rob: How is your business doing, George? You've sure been busy lately. George: Yes, we've got lots of work, but you can't imagine the problems I've had with employees. I never dreamt it would be such a hassle. Rob: What kinds of problems are you talking about? Page 435 George: Take your pick! When we started up and got our first contract, I needed six labourers, so I ran an ad on Kijjii and I got 19 applicants. I was surprised that most hadn't worked anywhere consistently and some didn't even finish high school. Even the ones I hired were lazy and undependable. I spent half my time replacing those who quit or whom I fired. Since then things haven't really improved much. Rob: Maybe you should spend more time training them. George: More time? As it stands now, I have to be with them almost constantly on a job and tell them what to do every step of the way. If I leave one of them in charge when I have to be away, the others resent it. It seems like they're always bickering with each other. Rob: I wonder if you should train a foreman to supervise the workers. George: I tried that. The work that he supervised was poorly done, and on top of that he padded his hours. I even noticed a few tools missing. When I confronted him with it, he quit. Rob: Can't you spend a little more money and find some better-qualified and motivated employees? George: My labour costs are too high already! Even though I don't hire union workers, I have to pay pretty close to those rates, and they are high. Once in a while a hard worker comes along, but before long peer pressure from the others seems to drag him or her down to their level. Rob: It sounds pretty hopeless. George: The worst part is that just last month I gave all my employees a bonus. I distributed it based on how long they had worked for me and thought I had explained it to them. However, after I gave it out, several of them were upset, and I even had two quit on the spot. Can you believe that? I'm seriously considering shutting down the business and going back to working for my old firm. Questions 1. Why do you think George has gotten into this situation? 2. What recommendations would you make to George?