The Meatpacking Factory

Stakeholders James Windham Manager of JBS and Company Was pleased with the Muslim workers hard work and commitment to jobs that were less than glamorous, and he considered them essential employees. Agreed to allow them to have their breaks at sunset so that they could properly observe the Muslim holy month of Ramadan While such an exception was an irregularity, he believed it was an appropriate response to the religious needs of such a large percentage of his employee base. Because of the constant shift of both sunrise and sunset, he was faced with the logistical problem of planning the factory workday While he viewed the decision to allow the breaks at varying times as an effort to be flexible, he found the new schedule to be just the opposite Because of the productivity issues, the other employees complaints, and concerns about the credibility of his management, Windham began to consider reneging on his agreement with the Muslim workers. Windham was not sure that doing so would be the right move Windhams initial decision had been based on the belief that as a manager, he should consider his employees religious beliefs. He was not convinced that the Muslim workers request was out of line. Having developed a friendly relationship with many of them, he did not doubt that the workers break request was a genuine effort to practice their faith, and he did not believe that the drop in productivity was deliberate Windhams dilemma was compounded by the press surrounding other meatpacking factories around the state, where some managers faced with the same issue had already taken action. Guards informing employees who took a break that they would be fired.

 In thinking about the situation, Windham had to consider a number of factors. He had decided to accommodate the religious needs of a very strong portion of his employee base, but he was dismayed by the decisions negative impact on his factorys typically high productivity. He also believed that he should be receptive to the concerns of the factorys non-Muslim workers, along with those of the community at large In making a decision, he hoped to find an alternative to the drastic action taken by other managers and a way to avoid attracting the same controversy surrounding other meatpacking plants.

JBS and Company Meatpacking Factory 500 employees include 100 Muslim workers. The majority of these workers have emigrated from Somalia

Muslim Workers 100 Muslim Workers While they were a sizeable group, these employees still remained a minority at the factory and could cause serious problems in production and the workplace culture if they chose to protest a perceived slight. Since the Muslim workers had begun in the spring, the factorys overall productivity had gone up measurably. The Muslim workers were often the most willing to work long hours, coming in early or working late if asked, and there was no question that their contribution to the factory was significant. Many Muslim workers had lost their jobs, and one Muslim spokesperson had described the firings as unAmerican.

Other Workers Most of the factorys other employees were locals whose families had lived there for a number of generations. Many workers complained that the changing break times were erratic and a distraction to their own ability to work Some expressed outright anger at the companys deference to the Muslim workers and claimed that it demonstrated favoritism The decision to allow for the prayer breaks was the first of its kind, and many of the non-Muslim workers believed that the company management had been manipulated by part of its employee base.

Town Such sentiments had also been echoed in the town where some people had said that Somali immigrants should adapt to the American way of life.

Ramadan Muslim workers needing to take breaks at very precise times, focus and momentum were often lost, resulting inn loss of productivity. The changing break times were causing tension

Presenting Problems Because of the constant shift of both sunrise and sunset, he was faced with the logistical problem of planning the factory workday While he viewed the decision to allow the breaks at varying times as an effort to be flexible, he found the new schedule to be just the opposite Because of the productivity issues, the other employees complaints, and concerns about the credibility of his management, Windham began to consider reneging on his agreement with the Muslim workers. In thinking about the situation, Windham had to consider a number of factors. He had decided to accommodate the religious needs of a very strong portion of his employee base, but he was dismayed by the decisions negative impact on his factorys typically high productivity. While they were a sizeable group, these employees still remained a minority at the factory and could cause serious problems in production and the workplace culture if they chose to protest a perceived slight. Many Muslim workers had lost their jobs, and one Muslim spokesperson had described the firings as un-American.