...Although small companies may not need to have specific training programs, in order to grow and maintain consistency within a business, more concrete programs need to be put in place. Carter Cleaning Company should update their orientation program, identification of tasks performed by employees and use specific training techniques to accomplish their goal of growing their business and maintaining consistent employee results. To standardize employee behavior and performance, and have the ability to measure an employee's success in these areas, there must be rules and guidelines to follow. The purpose of this paper is to explain specifically what Carter Cleaning Company should cover in their new employee orientation program, explain why a job instruction sheet will help their counter person in the performance of their job, and describe specific training techniques the company should use to train pressers, cleaners/spotters, managers and counter people. The purpose for these changes is to increase employer and customer retention as well as standardize all aspects of the different jobs when they begin to expand to more cleaning sites. The Carters have progressed from a small company whose policies and procedures were scattered and unfocussed to a company who now needs to implement more formal orientation, training policies, and procedures to ensure job consistency and employee and customer retention. Dessler (2013) gives a brief synopsis of some of the difficulties encountered...
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...http://www.termpaperwarehouse.com/essay-on/Case-Study-Carters-Cleaning-Company/431632 Case Study Carters Cleaning Company 1. Specifically, what should the Carters cover in their new employee orientation program and how should they convey this information? Employee orientation is done so that the new employees can be informed of everything they need to function and also it should help the employees get emotionally attached to the firm. Orientation content: * Information on employee benefits * Working Hours * Vacations * Supervisory reporting relationship * Familiarizing employee with colleagues and workplace * Personnel policies * The daily routine * Company organization and operations * Safety measures and regulations * Facilities tour This information can be conveyed through various mediums. One way is through an employee handbook. This would state the company policies, benefits, and regulations. It is the expectations from the employee and also from the company. It should also contain the employee’s rights. It states the general employment information. Another way they can convey the information is through orientation technology. They can take advantage of the web and have all their information placed online so that the employee can easily access the information and learn about the company. They can also use videos and lectures and different exercises to inform the employees on different aspects of the company. 2. In the HR management course Jennifer...
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...In brief: This chapter gives an overview of the selection process, testing concepts, types of tests, and selection techniques. It also addresses legal and ethical questions surrounding the area of testing and selection. Interesting issues: Most companies desire reference and background information to make employment decisions, however, most companies also have policies against giving out any information on current or past employees beyond basic job titles and dates of employement. Students need to see the tug-of-war between privacy rights and employer needs for background and predictive information. Lecture Outline I. The Selection Process A. Why the Careful Selection is Important 1. Performance 2. Costs 3. Legal Implications and Negligent Hiring II. Basic Testing Concepts A. Validity 1. Criterion Validity 2. Content Validity B. Reliability 1. Retest Estimate 2. Equivalent Form Estimate 3. Internal Consistency C. Sources of Unreliability 1. Poor Sampling of the Material 2. Chance Response Tendencies 3. Testing Conditions 4. Changes in the Person D. How to Validate a Test 1. Analyze the Job 2. Choose your Tests 3. Administer the Test a. concurrent validation b. predictive validation 4. Relate Test Scores and Criteria Figure 5-3 on page 178 shows a sample expectancy chart. 5. Cross-validation and Revalidation E. Testing Guidelines 1. Use...
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...Chapter 7 Case Study 7-21 Specifically, what should the Carters cover in their new employee orientation program and how should they convey this information? There are several very effective and efficient means of conducting employee orientation. The Carters should open the employee orientation with a greeting or welcome speech. This sets the work environment and helps the new employee feel a part of the team. The Carters should then cover basic information regarding policies and procedures and benefits (paid holidays, tardiness, health benefits, etc.). The Carters need to be sure to communicate that employees do not receive any benefits other than payment and that they are paid on Tuesdays, rather than Thursdays or Fridays which are much more common. The Carters also should cover the topic of the importance of giving a notice when employees no longer wish to work for Carter Cleaners as it is beneficial to that employee and the Carters. The Carters should then transition into explanation about no acceptance for substance abuse and prohibited eating or smoking on the job. Explaining the purpose behind these rules will increase the likelihood of the employee to abide by these policies. They should continue to cover general matters like the maintenance of a clean and safe work area, personal appearance and cleanliness, time sheets, personal telephone calls, and personal e-mail. Being detailed about what they mean by a clean, safe work environment and what employees are expected...
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...HUMAN RESOURCE EFH LT MANAGEMENT ™ EDITION Gary Dessler Florida International University .I r e i l t l C e J r l 3 . l l Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Hong Kong Singapore Tokyo Contents Preface xxiii Acknowledgments xxvii Introduction to Human Resource Management 2 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? What Is Human Resource Management? 4 Why Is Human Resource Management Important to All Managers? 5 Line and Staff Aspects of Human Resource Management 6 Line Managers' Human Resource Duties 6 Human Resource Manager's Duties 7 New Approaches to Organizing HR 9 Cooperative Line and Staff HR Management: An Example 9 Moving from Line Manager to HR Manager 10 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 10 Globalization and Competition Trends 11 Indebtedness ("Leverage") and Deregulation 12 Technological Trends 12 Trends in the Nature of Work 13 Workforce and Demographic Trends 14 Economic Challenges and Trends 15 IMPORTANT TRENDS IN HUMAN RESOURCE MANAGEMENT 16 The New Human Resource Managers 16 Strategic Human Resource Management 18 High-Performance Work Systems 19 Evidence-Based Human Resource Management 19 19 • EVIDENCE-BASED HR: Why Should You Be Evidence-Based? Managing Ethics 20 HR Certification 20 THE PLAN OF THIS BOOK 21 The Basic Themes...
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...•-V-? __ H U MAN RESOURCE GLOBAL EDITION THIRTEENTH EDITION MANAGEMENT GARY DESSLER FLORIDA INTERNATIONAL UNIVERSITY PEARSON Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Hong Kong Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Singapore Tokyo G O N T E N TS Preface 23 Acknowledgments PART ONE 1 INTRODUCTION 27 28 28 30 Introduction to Human Resource Management What Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated...
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...Amanda Campbell Carter Cleaning Company Case Study #1 Jennifer’s first question regarding the Human Resources management practices revolves around discrimination within the stores. Her father, the owner, claims that because they hire “mostly women and minorities” that they cannot be accused of discriminatory practices. While this may be true, all of the managers within the stores were white and thus potentially discriminatory against the minority workforce currently employed. If there are minorities that are qualified for the management positions and have not or are not being promoted then according to the Title VII laws there could be grounds for a lawsuit by these employees. To address the sexual harassment charges and problems, Jennifer should create a policy statement condemning sexual behavior. Employees should be taught that sexual harassment will not be tolerated within her company and managers should be educated about sexual harassment. In addition, the manager that has been accused of sexual harassment “quid pro quo” should be disciplined for his behavior. Discrimination is defined as “taking specific actions toward or against the person based on the person’s group. Based on this definition the seventy-three year old man is not being discriminiated against because of his age. According to the problem presented there was not a threat or specific action being taken because of his age and the Equal Pay Act of 1963 states that pay differences derived from...
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...•-V-? __ H U MAN RESOURCE GLOBAL EDITION THIRTEENTH EDITION MANAGEMENT GARY DESSLER FLORIDA INTERNATIONAL UNIVERSITY PEARSON Boston Columbus Indianapolis Dubai New York London Sydney San Francisco Madrid Hong Kong Milan Seoul Upper Saddle River Munich Paris Montreal Taipei Toronto Amsterdam Delhi Cape Town Mexico City Sao Paulo Singapore Tokyo G O N T E N TS Preface 23 Acknowledgments PART ONE 1 INTRODUCTION 27 28 28 30 Introduction to Human Resource Management What Is Human Resource Management? 30 Why Is Human Resource Management Important to All Managers? Line and Staff Aspects of Human Resource Management 32 Line Managers' Human Resource Duties 33 Human Resource Manager's Duties 33 New Approaches to Organizing HR 35 Cooperative Line and Staff HR Management: An Example Globalization and Competition Trends 37 Indebtedness ("Leverage") and Deregulation Technological Trends 38 Trends in the Nature of Work 39 35 WHAT IS HUMAN RESOURCE MANAGEMENT AND WHY IS IT IMPORTANT? 31 THE TRENDS SHAPING HUMAN RESOURCE MANAGEMENT 38 36 • HR AS A PROFIT CENTER: Boosting Customer Service Workforce and Demographic Trends 40 Economic Challenges and Trends 42 40 THE NEW HUMAN RESOURCE MANAGERS 43 Human Resource Management Yesterday and Today 43 They Focus More on Strategic, Big Picture Issues 43 • THE STRATEGIC CONTEXT: Building LL.Bean 43 44 They Use New Ways to Provide Transactional Services They Take an Integrated...
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...Carter Cleaning Centre Case Study 1.This is not true for some reasons. Irrespective of who is hired, once the process violates equal employment law, Jack can be accused of discrimination. Jack was wrong in not orientating his mangers on Equal Employment Opportunity, what to do or not to do to employees and new hires .In the case study; female applicants were asked questions about childcare whereas male applicants were excluded. Applicants from minority populations were also asked questions about credit and arrest records while non-minority applicants were not asked. Other discriminatory issues in the company include lower payment for older employee with more experience compared to what is being paid younger employees for the same amount of job as well as reports of sexual advances towards women by a store manager. Discrimination was made towards a 73 year old worker who had worked with the company for more than 50 years but collects less pay than employee doing same job and of lesser age. Such action is unlawful under the Equal Pay Right of 1963. Discrimination exists in the company with respect to hiring and employee management. They discriminate against colour, sex, age and payment. With respect to colour, 3 white males and 3 white females were appointed as store managers. For sex, the interview process was sex biased by asking some questions from female applicants and not asking the male counterpart...
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...Labor Relations Abroad Biasanya saat sebuah perusahaan membuka cabang di luar negeri, mereka akan menghadapi praktek relasi labor di setiap negara ternyata berbeda. Sebagai contoh, serikat pekerja di Eropa bisa disebut sangat berpengaruh, dengan beberapa isu untuk melihat karakteristik pekerja Eropa seperti di bawah ini: a. Centralization Negosiasi antara pekerja dengan perusahaan cenderung industry-wide (artinya mencakup seluruh tipe bisnis) b. Employer Organization Pekerja cenderung untuk tawar-menawar melalui asosiasi/serikat. c. Union recognition Tidak bersifat formal d. Content and cope of bargaining DI Eropa, setiap pekerja bebas untuk mendiskusikan berapa terms yang dia inginkan. Terrorism, Safety, and Global HR Tidak ada negara yang benar-benar aman dan dapat menjamin keselamatan orang-orang yang bekerja di sana, karena itulah kenapa perusahaan perlu memikirkan cara untuk mengevakuasi atau paling tidak menjamin kerugian yang timbul akibat aksi terorisme atau kekacauan. Apalagi biasanya ekspatriat sering jadi sasaran tindak kejahatan karena penjahat tahu berapa banyak yang dapat mereka dapatkan dengan melakukan tindak kejahatan terhadap ekspatriat. Apa yang bisa dilakukan perusahaan? a. Taking protective measure Banyak dari perusahaan global yang menyewa agen intelligence untuk keperluan penanganan kejadian semacam yang kurang diinginkan, termasuk di antaranya penculikan sampai huru-hara. Ini adalah salah satu kewajiban untuk perusahaan terkait...
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...In brief: This chapter gives an overview of the selection process, testing concepts, types of tests, and selection techniques. It also addresses legal and ethical questions surrounding the area of testing and selection. Interesting issues: Most companies desire reference and background information to make employment decisions, however, most companies also have policies against giving out any information on current or past employees beyond basic job titles and dates of employement. Students need to see the tug-of-war between privacy rights and employer needs for background and predictive information. Lecture Outline I. The Selection Process A. Why the Careful Selection is Important 1. Performance 2. Costs 3. Legal Implications and Negligent Hiring II. Basic Testing Concepts A. Validity 1. Criterion Validity 2. Content Validity B. Reliability 1. Retest Estimate 2. Equivalent Form Estimate 3. Internal Consistency C. Sources of Unreliability 1. Poor Sampling of the Material 2. Chance Response Tendencies 3. Testing Conditions 4. Changes in the Person D. How to Validate a Test 1. Analyze the Job 2. Choose your Tests 3. Administer the Test a. concurrent validation b. predictive validation 4. Relate Test Scores and Criteria Figure 5-3 on page 178 shows a sample expectancy chart. 5. Cross-validation and Revalidation E. Testing Guidelines 1. Use Tests as Supplements 2. Validate the Tests 3. Analyze...
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...MGT-495 Transferable skills development 1.Case Study (9 Marks) One common complaint employee’s voice about supervisors is inconsistent messages – meaning one supervisor tells them one thing and another tells them something different. Imagine you are the supervisor/manager for each of the employees described below. As you read their case, give consideration to how you might help communicate with the employee to remedy the conflict. Answer the critical thinking questions at the end of the case? Bob is a 27-year old who is a foodservice manager at a casual dining restaurant. Bob is responsible for supervising and managing all employees in the back of the house. Employees working in the back of the house range in age from 16 years old to 55 years old. In addition, the employees come from diverse cultural and ethnic backgrounds. For many, English is not their primary language. Bob is Serve Safe certified and tries his best to keep up with food safety issues in the kitchen but he admits it’s not easy. Employees receive “on the job training” about food safety basics (for example, appropriate hygiene and handwashing, time/temperature, and cleaning and sanitizing). But with high turnover of employees, training is often rushed and some new employees are put right into the job without training if it is a busy day. Eventually, most employees get some kind of food safety training. The owners of the restaurant are supportive of Bob in his food safety efforts because they know if a...
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...Sustainable Purchasing Terrence Damp All businesses need inputs in order to be able to operate. These might be physical inputs, such as raw materials, like engine components for a car manufacturer. They may also be service-based, such as specialist engineering consultancy when trailing new technology or distribution services for a high street retailer. It is vital that inputs not only meet the required and reliability standards, but also those they are competitively priced. Supply chain management is a set of approaches utilized to efficiently integrate suppliers, manufactures, warehouses and stores, so that merchandise is produced and distributed at the right quantities, to the right locations and at the right time, in order to minimize system wide costs while satisfying service level requirements. For the oil and gas industry with its high levels of risk, the Chartered Institute of Purchasing & Supply (CIPS) is providing training to improve the efficiency and effectiveness of purchasing and supply. OPITO, the focal point for skills, learning and development in the oil and gas industry, undertook a labour market survey of the industry which identified a sector wide skills shortage. Oil & Gas UK then undertook a supply chain specialist for the oil and gas industry. The responsibility of an organization, the impact of its decisions and activities on society and the environment, resulting in transparent and ethical behavior which: Contributes to sustainable development, health...
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...offeror and the person to whom the offer is made is referred as the offeree. In other words, the relationship between the offeror and the offeree is determined through the communication made between them which indicate some specific terms. The offeror is prepared to be bound by these terms if the offeree accepts them.An offer can be express or implied from conduct (see case Textile Holdings Ltd v Spencer plc 1897).It is necessary to differ between an offer and an invitation to treat because an invitation to treat is only some kinds of a preliminary stage in forming an agreement where one party invites the other to make an offer. Usually, an offer need to be definite (although can be made to the public at large – see case Carlill v Carbolic Smoke Ball Co 1893) and addressed to a specific party while an invitation to treat can be indefinite. “Acceptance is the unqualified agreement to the terms of the offer”. In other words, once the offeree has accepted an offer then he is unconditionally agreed to the precise terms of that offer. The acceptance can be oral or in writing or even expressed in some kind of action (see case Brogden v Metropolitan Railway Co 1877).An acceptance is normally not effective until it is received by the offeror.Notice that there must be some act from the side of the offeree to show his acceptance.Other parties cannot accept instead of the offeree. “Merely remaining silent cannot amount to an acceptance, unless it...
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...|PART TWO RECRUITMENT AND PLACEMENT | | | | | |CHAPTER | |T Seven | | | | | | | | | |Interviewing |7 | | |Candidates | | | |Lecture Outline | | | |Strategic Overview |In Brief: This chapter gives an overview of types of | | |Basic Features of Interviews |interviews and their features. It discusses common | | |Types of Interviews ...
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