...[pic] HRM Case Study Assignment – 2012 Phalicia Pang Matthew is a bright, popular, and well-informed mechanical engineer who graduated with an engineering degree from University of Glasgow, U.K in July 2011. After her graduation, she went out on many job interviews, most of which she thought were conducted courteously and reasonably useful in giving both her and the prospective employer a good impression of where each of them stood on matters of importance to both of them. It was, therefore, with great anticipation that she looked forward to an interview with the one firm in which she most wanted to work, WWF Environmental. She had always had a strong interest in cleaning up the environment and firmly believed that the best use of her training and skills lay in working for a firm like WWF, where she thought she could have a successful career while making the world a better place. The interview, however, was a disaster. Phalicia walked into a room in which five men – the president of the company, two vice-presidents, the marketing director, and another engineer – began throwing questions at her that she felt were aimed primarily at tripping her up rather than finding out what she could offer through her engineering skills. The questions ranged from unnecessarily discourteous (“Why would you take a job as a waitress in college if you’re such an intelligent person?”) to irrelevant and sexist (“Are you planning on settling down and starting a family anytime soon...
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...2. What can Nekeisha do now to diminish the negative impact of her evaluation of Bill ? The question tell us that, after Nekeisha help Bill during the performance appraisal by giving him such high rating, there will be negative impact arise in the company. This statement come based on two facts which is; First, Bill had been experiencing a large number of personal problems. Definitely people who work together with him will easily know how was his work performance during that period of time. Second, after Bill was being told by Nekeisha about what she has done, he was excitedly looking forward to telling his work buddies about what a wonderful boss he had. This might caused a big question in his buddies mind about what Nekeisha has done till make Bill, the low average performance employee, become so this exited. These two facts will give other workers such a view regarding what Bill supposed to receive during the annual performance appraisal based on the fact that they have seen. However, at the end, what they thought is not happening at all. Basically, as a human being, Nakeisha has good intention to help Bill to ease his burden. This good attitude might get a good appraisal from most of people. However, by doing this, Nekeisha has also done a very big mistake in her career as a supervisor. Her biased evaluation toward bill will of course make other workers to be jealous, and this might lead to a serious negative impact such as employees will judge her as being unfair...
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...Case Study: Salary Inequities at Acme Manufacturing When it comes to developing strategic pay plans it is important to have a good understanding of some basic factors to determine pay rates. Employee compensation is “all forms of pay going to employees and arising from their employment” (Dessler, 2013, p. 352). According to Dessler (2013), it consists of both “direct financial payments and indirect financial payments.” As we explore the case study of Acme Manufacturing, we will see the salary inequities and the struggles that the newly appointed president, Joe Black, has to go through to fix those issues. In an article titled “Fair Pay or Power Play?” Shin (2013) reported that “pay inequity provides strong motivation for CEOs to restore equity.” For this case, I will identify some issues and recommend some plans to resolve the salary inequities in the Acme case. Some key issues that existed within Acme Manufacturing were: lack of individual equity, internal equity issues, no pay structure for salaried employees, and lack of legal considerations in compensation. Equal Pay Act of 1963 (EPA) “makes it illegal to pay different wages to men and women if they perform equal work in the same workplace.” (“Laws Enforced by EEOC,” n.d.). With the previous president, Bill George, salaried employees bargained their pay. Joe Black identified that there were female supervisors that were earning less than male supervisors. Ultimately the underlying issue was management failed to create...
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...Case Study: Should He Be Fired for That Facebook Post? 1) What are the issue(s) arise in Downcity Motors? Elaborate it Insufficient in employee handbook According to the case study, Downcity Motors did not have a proper policy regarding the actions have been done by James Kenton. They have not yet updated their employee manual to cover the issue regarding the social media. The management actually has been talking about this for months, but they kept dropping down on the to-do list instead of take action regarding this issue. Do not consider the opinion of employees According to the case study, it has addressed that Kenton used to come to Susannah and Toby to discuss about the issue in the Mercedes Benz event and expressed his opinion. However, they decided to ignore their comment. Highly engaged employee like Kenton normally is enthused about their organization and care about its success. When they are less given chances to express their opinion in the organization, in the sense of participation, more likely it will demotivate the employees and employees do not feel their value to the company. Lack of two way communication in Downcity Motors Downcity Motors seems did not promote feedback channel from its employees. The organization seems using the autocratic management style where employees need to follow everything that decided by the upper management. Like Dell wants his daughter to fire Kenton with a strong word of “He got to go”. Besides, even when a particular...
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...Project contributor: Bill Schaefer, SPHR Nancy A. Woolever, SPHR External contributor: Sharon H. Leonard Editor: Courtney J. Cornelius, copy editor Design: Terry Biddle, graphic designer © 2008 Society for Human Resource Management. Fiona L. Robson Note to HR faculty and instructors: SHRM cases and modules are intended for use in HR classrooms at universities. Teaching notes are included with each. While our current intent is to make the materials available without charge, we reserve the right to impose charges should we deem it necessary to support the program. However, currently, these resources are available free of charge to all. Please duplicate only the number of copies needed, one for each student in the class. For more information, please contact: SHRM Academic Initiatives 1800 Duke Street, Alexandria, VA 22314, USA Phone: (800) 283-7476 Fax: (703) 535-6432 Web: www.shrm.org/hreducation 08-0753 © 2008 Society for Human Resource Management. Fiona L. Robson 1 International HRM Case Study Purpose of the Case Study This case study is geared toward an undergraduate audience with a basic understanding of the issues involved in domestic recruitment and selection. The case is based on a fi ctional organization in the United Kingdom’s hotel industry; however, the content covered is relevant internationally and among different industries. The material is presented in this manner to allow you to apply theory to a practical situation. You will have an opportunity...
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...Case Study-1 Jack Nelson’s Problem Chapter-1 Introduction to Human Resource Management Page: 1 * The case is all about the necessity & functions of HR unit in a local bank. In this bank Jack Nelson is a member of board of director and Ruth Jonson is an excellent employee. As Mr. Nelson was very much curious about how Jonson operate her machine, she briefly gave an idea about it. Speaking with the in-charged supervisor of a branch of this bank Nelson found that something was wrong inside the branches. But unfortunately it was not known to Jonson. Jonson found out the main problem and it was high employee turnover. In this bank selection time of employee is very short and at the same time the new employer quit their job in a very short time. All branch supervisors hire their new employees without communicating with the home office or other branches. During the time of development of opening, the supervisors tried to find a suitable employee to replace the worker who had quit. After visiting the 22 branches, the finding is that problems are similar mostly. Nelson wondered about the movements that he should take and the home office steps. The more he thought about the matter, the more perplexed he became. The problem is as much as complex that he couldn’t put his finger on that problem and he did not know the actual place whether to report his findings to the president. * Most of the experts believe that there are five basic functions that all managers perform...
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...Case: Creative Jobs at W. L. Gore Professor Doyle Young Regarding the case of ‘Creative Jobs at W. L. Gore’, husband and wife Bill and Vieve Gore founded W. L. Gore & Associates; the basic principle for work at Gore is teamwork, there are no managers, there are just teams of employees assigned to work on opportunities. Once hired the employee is given a “sponsor”, the sponsor is someone who is committed to the sponsored employee success and provides the employee with learning opportunities, getting him or her involved in a particular project or helps the employee build relationships with others in the company. After getting adjusted a new employee is expected to balance autonomy in how they work with the responsibility for meeting team goals. (McGraw-Hill Companies, (2011), Fundamentals of HRM Fourth Edition, New York, NY, pages 119-120) Gore creates an environment in which each employee owns his or her own destiny and makes an individual commitment to the success of the company. It's an exciting and stimulating atmosphere because employees have the freedom to work in businesses or on projects that they are extremely passionate about. That passion pays off in business results. (All Answers Ltd., (2003-2016), Study of W. L. Gore, England and Wales, http://www.ukessays.co.uk/essays/management/study-of-wl-gore.php) Some strengthens you acquire working around teams would be that since you were hired based off your talents, skills and knowledge and not to fill a specific...
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...HRM Incident 1 (A Matter of Priorities) MGT 331 (Management of Human Resources) March 23, 2014 Professor J. Barnes Background Sheila Stephens, a production manager for Thompson Manufacturing was put in an unfortunate situation while attempting to juggle a busy work schedule and interview a potential candidate. The human resource manager caught her off guard and insisted she give some attention to an individual he felt would be an asset to the company. Stephens juggled competing interruptions during the course of the interview including phones calls and having to leave the room. The constant interruptions could make the applicant think that his potential manager is not up to task. Current Challenges Whenever a manager conducts an interview, there are always challenges. The key to a successful interview is to be time conscious. The interview should be performed with the least amount of interruptions as possible. The resume of the candidate should have already been reviewed. Also, the inquiry should be structured to include information relevant only to the qualifications of the candidate for the position. An interview is not just an assessment of the individual looking for a position but also an assessment of the organization by the individual. Having a smooth-flowing interview is important as it allows continuous exchange of ideas and conversation (2014, para. 1). Analysis of Issues Stephens was definitely too busy to accommodate an interview on that particular day...
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...Case Study 3 Randa Ring 01/25/2012 HRM/240 1. How did the problems at Deloitte & Touche occur in the first place? I feel that the problem began in the work environment. It looks as if there was limited opportunity for advancement. As well that the company was not able to handle issues that a raised from work and family. I think that it was a wonderful idea to have the company made up of women. I feel that it was a very positive thing because a lot of their issues where not geared towards men. 2. Did their changes fix the underlying problems? Explain. Yes I feel that the changes that they made did fix some of their underlying problems. With them keeping their women employees no matter what position that they were in at the time went up. For the first time the turnover rates for senior managers where lower for women than men. 3. What other advice would you give their managers? They really need to watch showing favoritism towards the women. They did to treat everyone as an equal. I also feel that they should make the changes geared towards the men and women’s issues that have to deal with family and work. 4. Elaborate on your responses to these questions by distinguishing between the role of human resources managers and line managers in implementing the changes described in this case study When it comes to Human resource managers, they will work with the managers in implementing changes. As well they will make a plan to show new and current...
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...* The case is all about the necessity & functions of HR unit in a local bank. In this bank Jack Nelson is a member of board of director and Ruth Jonson is an excellent employee. As Mr. Nelson was very much curious about how Jonson operate her machine, she briefly gave an idea about it. Speaking with the in-charged supervisor of a branch of this bank Nelson found that something was wrong inside the branches. But unfortunately it was not known to Jonson. Jonson found out the main problem and it was high employee turnover. In this bank selection time of employee is very short and at the same time the new employer quit their job in a very short time. All branch supervisors hire their new employees without communicating with the home office or other branches. During the time of development of opening, the supervisors tried to find a suitable employee to replace the worker who had quit. After visiting the 22 branches, the finding is that problems are similar mostly. Nelson wondered about the movements that he should take and the home office steps. The more he thought about the matter, the more perplexed he became. The problem is as much as complex that he couldn’t put his finger on that problem and he did not know the actual place whether to report his findings to the president. * Most of the experts believe that there are five basic functions that all managers perform and that are- planning, organizing, staffing, leading and controlling. These functions represent the management...
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...Assessment scheme The assessment for Strategic management of human resources and innovation has two case studies and an on-line test. Description Marks out of Wtg(%) Due date On-line test (see study desk) 100 20% Friday, 18 December 2015 Case study 1 (2000 words) 100 40% Friday, 15 January 2016 Case study 2 (2000 words) 100 40% Friday, 05 February 2016 On-line test (due to be completed by Friday 18 December, 2015) Please note, the on-line test relates to 20 multiple choice questions prepared from the main text Millmore et al, 2007, Strategic human resource management: contemporary issues. Prentice Hall. To pass this test, you must have acquired a copy of this textbook. You can acquire a copy of the text by contacting the USQ cooperative bookshop where both your texts (i.e. Milmore and Davilla et al) have been packaged together to reduce the cost. Please see the study desk in week 1 under the heading ‘ON-LINE TEST’. A ‘Guidelines for the On-line Test’ will also be posted in this section. These guidelines will set out which chapters you should study to be able to answer the multiple choice questions. Further details will be posted for completing this test. Case study 1 Description Marks out of Wtg(%) Due date Case study 1 (2000 words) 100 40% Friday, 15 January 2016 (approximately 5 typed pages single spaced) You should write the case study in such a way that you start your answers from line 1. That is, there is no need for large introductions...
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...高鹏程 2220120641 HRM assignment Strength: 1. It can get to know more information about the candidate from social network: it’s more and more difficult to get some real information about the candidates from normal interview. There are so many standard answers even some lied answers. The candidates are more and more skillful and diplomatic to answer the interview questions. On the other hand the candidate will show his/her real thought in the website without awareness. 2. For some special position in government or security related, it's surely necessary to know the real background of the candidate. Some terrorist or extremist have chance to be detected. 3. It’s illegally to ask some questions such as marriage status, religion, sex-oriental. But sometimes it’s easy to get some indication from the social network. 4. The company can get the information about the judgment personality according to which article he/she issued or reproduced. Weakness 1. Together with the popularity of asking this kind of questions, the candidate will make up his/her social network intentionally or even make some dummy and fake profile to get the good view from the company. So the interviewer will get the prepared wrong information which is more dangerous. 2. The attraction of the company who like to give this kind of request will be decreased much for the talent who like freedom. It will restrict the scope where company can recruit the good staffs. Opportunity ...
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...HRM case study Beachside Hotel Human Capital Dilemma Questions: 1. What system should Brian implement in order to start changing the human capital practices in the Beachside Hotel? After studying the case, the general manager of Beachside Hotel Mr. Brian should implement certain systems in the hotel. As the situation is quite complicated, first of all he have to try to analyze what the problem is. Because there is no problem with the account and finance department. According to my case analysis there is problem with the human resource department. And I think there is mistake done by the Hotel. Ms. Mary who cannot even handle serving guests at the front desk is promoted to human resource department. And she has been working there since one year. So, I guess this is the problem. Staffing of more hourly employees is also a problem because these employees graduates high school or colleges and leave the hotel for their career development and something else. The arrival of pay checks late, no policies for employees and bad behavior, all the problem suggests that there is lack of training and development programs to the employees. There is no any encouragement, securities and facilities for the employees to encourage them to work it the better environment in the hotel. The general manager himself have to be flexible and dynamic and should have to make himself somehow capable in human resource field. So, first of all Mr. Brian need to appoint capable human resource practitioners...
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...human resources and innovation has two case studies and an on-line test. Description Marks out of Wtg(%) Due date On-line test (see study desk) 100 20% Friday, 18 December 2015 Case study 1 (2000 words) 100 40% Friday, 15 January 2016 Case study 2 (2000 words) 100 40% Friday, 05 February 2016 On-line test (due to be completed by Friday 18 December, 2015) Please note, the on-line test relates to 20 multiple choice questions prepared from the main text Millmore et al, 2007, Strategic human resource management: contemporary issues. Prentice Hall. To pass this test, you must have acquired a copy of this textbook. You can acquire a copy of the text by contacting the USQ cooperative bookshop where both your texts (i.e. Milmore and Davilla et al) have been packaged together to reduce the cost. Please see the study desk in week 1 under the heading ‘ON-LINE TEST’. A ‘Guidelines for the On-line Test’ will also be posted in this section. These guidelines will set out which chapters you should study to be able to answer the multiple choice questions. Further details will be posted for completing this test. © University of Southern Queensland MGT8034 Assessment page 2 Case study 1 Description Case study 1 (2000 words) (approximately 5 typed pages single spaced) Marks out of Wtg(%) Due date 100 40% Friday, 15 January 2016 You should write the case study in such a way that you start your answers...
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...TermPaperWarehouse.com - Free Term Papers, Essays and Research Documents The Research Paper Factory * Join * Search * Browse * Saved Papers ------------------------------------------------- Haut du formulaire Bas du formulaire ------------------------------------------------- Haut du formulaire Bas du formulaire * Home Page » * Business and Management Case Study: Chase’s Strategy for Syndicating the Hong Kong Disneyland Loan (a) In: Business and Management Case Study: Chase’s Strategy for Syndicating the Hong Kong Disneyland Loan (a) Case Study: Chase’s Strategy for Syndicating the Hong Kong Disneyland Loan (A) Q1. How should Chase have bid in the first round competition to lead the HK$3.3 billion Disneyland financing? 1.Three ways to approach this deal 1) bid to win, 2) bid to lose and3) no bid. Chase chose to bid to lose on the first round, but just enough to make it to the short list. Also, since Chase is one of Disney's relationship banks, Chase would not want to ruin this relationship by not bidding on their project. If Chase wanted to lead the competition from the first round, they should have made a bid that was more aggressive and aimed to win. This bid would have been closer to the desires of Disney, making them more appealing and increasing their probabilities of leading the financing. However, they chose to bid to lose, with just enough terms to get into the second round to "protect their reputation", but not...
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