Assignment 6

DISCUSSION OF CHAPTER 7 INCIDENTS   HRM Incident 1: These Things Are a Pain   “There, at last it’s finished,” thought Rajiv Chaudhry, as he laid aside the last of 12 performance appraisal forms. It had been a busy week for Rajiv, who supervises a road maintenance crew for the Georgia Department of Highways.   In passing through Rajiv’s district a few days earlier, the governor had complained to the area superintendent that repairs were needed on several of the highways. Because of this, the superintendent assigned Rajiv’s crew an unusually heavy workload. In addition, Rajiv received a call from the human resource office that week telling him that the performance appraisals were late. Rajiv explained his predicament, but the HR specialist insisted that the forms be completed right away.   Looking over the appraisals again, Rajiv thought about several of the workers. The performance appraisal form had places for marking quantity of work, quality of work, and cooperativeness. For each…

HRM Incident 1: HR after a Disaster After Hurricane Rita struck Lake Charles in southwest Louisiana, many businesses wondered if they would ever return to their former selves. Lake Charles, known for its large and beautiful oak and pine trees, now had the job of removing those downed trees from homes, businesses, and lots. You could see for miles through what used to be thick forests. Huge trucks designed for removing massive tree trunks were everywhere. While driving down a street, downed trees could be seen stacked two stories high, waiting to be picked up. The town grew rapidly in size because of the increased number of repair crews working on recovery operations. The noise created by their chain saws could be heard from daylight until dark. The sounds of hammers were everywhere as homeowners scrambled to get their roofs repaired. Often repair crews would just find an empty lot and set up tents for the night because all motels were full. Traffic was unbelievably slow, and it…

1. Recommendation the HR issues of rewards in logistic service company.

HRM Incident 2: There’s No Future Here! “Could you come to my office for a minute, Bob?” asked Terry Geech, the plant manager.  “Sure, be right there,” said Bob Glemson. Bob was the plant's quality control director. He had been with the company for four years. After completing his degree in mechanical engineering, he worked as a production supervisor and then as a maintenance supervisor prior to moving to his present job. Bob thought he knew what the call was about. “Your letter of resignation catches me by surprise,” began Terry. “I know that Wilson Products will be getting a good person, but we sure need you here, too.”  “I thought about it a lot,” said Bob, “but there just doesn't seem to be a future for me here.”  “Why do you say that?” asked Terry. “Well,” replied Bob, “the next position above mine is yours. Since you're only 39, I don't think it's likely that you'll be leaving soon.”  “The fact is that I am leaving soon,” said Terry. “That's why it's even more of a shock to learn…

Scenario: “Melinda!” bellowed Toran to the company’s HR specialist, “I’ve got a problem, and you’ve got to solve it.  I can’t get people in this plant to work together as a team.  As if I don’t have enough trouble with our competitors and our past-due accounts, now I have to put up with running a zoo.  You’re responsible for seeing that the staff gets along.  I want a training proposal on my desk by Monday.”  Assume you are Melinda.    QUESTIONS: Is training the solution to this problem? How can you determine the need for training? Summarize how you would conduct a needs assessment

HRM Incident 2: Good Job!    Chandra LaMar just celebrated her 20-year anniversary at Westfield Farm Implement Company, a large retailer of farm equipment ranging from small riding lawn mowers to gigantic combines. She started her career as an office clerk and received excellent performance reviews, which led to many promotions through the years. Chandra worked the longest in the customer service department as a product specialist.    Chandra was well liked by her peers. She was an easy going individual who tried to help in any way possible. For instance, when a coworker did not understand details about new products, Chandra always took the time to answer their questions. When a coworker needed to leave early or come in late, Chandra answered his or her calls as well as her own. All the while, she never took credit for helping others.    Chandra was thrilled when the company promoted her to manager of the customer service department. First unsure about whether to accept the promotion,…

1. In light of the purposes of a job description, what are the strengths and weaknesses of each?  2. Which is the more effectively written?  Why? 3. How could each of these job descriptions be improved?

What is the benefit of C-Level post, strategically integrated into decision making HR in an organization?

Walt Marshall—Supervisor of Repair Crew You are the head of a crew of telephone maintenance workers, each of whom drives a small service truck to and from the various jobs. Every so often you get a new truck to exchange for an old one, and you have the problem of deciding which of your crew members you should give the new truck. Often there are hard feelings, since each seems to feel entitled to the new truck, so you have a tough time being fair. As a matter of fact, it usually turns out that whatever you decide is considered wrong by most of the crew. You now have to face the issue again because a new truck has just been allocated to you for assignment. In order to handle this problem what will you do?

What is the optimal role of HR in an organization C-level post, strategically integrated into organizational decision-making in an organization?

DISCUSSION OF CHAPTER 9 INCIDENTS   HRM Incident 1: The Pay Gap at Barker Enterprise   Roger Babbit is an administrative assistant at Barker Enterprise. For the past 12 years, he has been working for Maria Mendoza, Director of Human Resources, and they have developed a good working rapport. Roger’s current annual salary of $75,000 places him slightly higher than the midpoint of his salary range. His work has been consistently exemplary, earning the highest performance appraisal score every year. In addition, Roger regularly receives recognition rewards (a plaque and an Amazon.com gift certificate) for his willingness to go the extra mile. In fact, Roger is known for his trustworthiness, leading many coworkers to ask for career advice.    On a recent Monday morning, Maria introduced Roger to Bianca McCann, a newly hired administrative assistant in the marketing department. Roger offered to meet Bianca for lunch to share his positive experiences at Barker. During their conversation,…

Effective execution of system approach to human resource management comprises of job analyses, followed by HR planning; recruitment and selection; placement, training and development; HR compensation, benefits and motivation; management of workforce safety and health; building HR relationship and communication; and finally, confirming the general compliance related issues. Question Suppose, you are going to take care of HRM related issues for a newly established restaurant that employs about 50 people in its different departments. How do you visualize the application of above stated system approach-based functions of HRM?

DISCUSSION OF TEXT HRM INCIDENTS HRM Incident 1: This Whole Thing Is a Can of Worms! John Case, accounting supervisor, was clearly annoyed as he approached his boss, Gerald Jones. He began, “Gerald, this note you sent me says I have to update descriptions for all 10 of the jobs in my department within the next two weeks." "Well, what's the problem with that?" asked Gerald. John explained, "This is a waste of time, especially because I have other deadlines. It will take at least 30 hours. We still have two weeks of work left on the internal audit reviews. You want me to push that back and work on job descriptions? No way. We haven't looked at these job descriptions in years. They will need a great deal of revision. And as soon as they get into the hands of the employees, I'll get all kinds of flack." "Why would you get flak for getting the job descriptions in order?" asked Gerald. John answered, "This whole thing is a can of worms. Just calling attention to the existence of job…

Staffing, personnel management, and human resources management are synonymous terms.True or False

Course: Human resource management Who should be responsible for the selection and evaluation of the performance of the Customer HR manager, the supervisor of the employees or both? Indicate why   Function   HRM Department   Supervisor     Selection         Evaluation of Performance

Assumes employee B gets daily wage of $400. By May 1, 2021, He has worked for his company for 12 months. Leave taken with less than full wages is: 52 rest days without pay 4 statutory holidays without pay (falling within the first 3 months of employment) 14week maternity leave with payment of $31,360 (A) What is his 12-moth wages by May 2021? (shows your step of calculation) (B) For calculating the average daily wages, state total number of days and wages to be disregarded. (C) Calculate his 2-day annual leave pay taken on May 1 and 2, 2021 (shows your steps of calculation and round up the figure to two decimal place). Average daily wage:

Q1) Assume that you work for a well-renowned Travel Agency as an HR Manager. Your company has been facing a high turnover rate of employees in the recent months. Almost 15 employees out of the 50 member staff have left the company in the past two months. The high turnover rate is negatively impacting the performance of the company.   Your CEO is concerned about this issue and he has asked you to conduct a research study to find out the causes of the high turnover rate in your company. You believe qualitative research to be the suitable type of research for this study. (a) Identify research paradigm/Interpretivist to conduct this study? Justify your choice.

Q1) Assume that you work for a well-renowned Travel Agency as an HR Manager. Your company has been facing a high turnover rate of employees in the recent months. Almost 15 employees out of the 50 member staff have left the company in the past two months. The high turnover rate is negatively impacting the performance of the company.   Your CEO is concerned about this issue and he has asked you to conduct a research study to find out the causes of the high turnover rate in your company. You believe qualitative research to be the suitable type of research for this study.   Plan a qualitative study to investigate high turnover rate in your company by answering the following question                                                                                                                           (a) Identify research paradigm/Interpretivist to conduct this study? Justify your choice. (150 to 200 words) (b) Identify qualitative research approach/type to conduct this study? State…

Q1) Assume that you work for a well-renowned Travel Agency as an HR Manager. Your company has been facing a high turnover rate of employees in the recent months. Almost 15 employees out of the 50 member staff have left the company in the past two months. The high turnover rate is negatively impacting the performance of the company.   Your CEO is concerned about this issue and he has asked you to conduct a research study to find out the causes of the high turnover rate in your company. You believe qualitative research to be the suitable type of research for this study.   Plan a qualitative study to investigate high turnover rate in your company by answering the following questions:                (a) Identify research paradigm/Interpretivist to conduct this study? Justify your choice.  (b) Identify qualitative research approach/type to conduct this study? State reasons for your choice.

12 Which of the following is not one of the duties and functions of human resource management?    a) Staffing  B) industrial relations  NS) Pricing  D) Training and development  TO) Stock management

Briefly discuss at least five modern trends in HRM in Aviation.

HRM Incident 1: A Matter of Priorities As production manager for Thompson Manufacturing, Sheila Stephens has the final authority to approve the hiring of any new supervisors who work for her. The human resource manager performs the initial screening of all prospective supervisors and then sends the most likely candidates to Sheila for interviews. One day recently, Sheila received a call from Pete Peterson, the human resource manager; “Sheila, I’ve just spoken to a young man who may be just who you’re looking for to fill the final line supervisor position. He has some good work experience and appears to have his head screwed on straight. He’s here right now and available if you could possibly see him.”  Sheila hesitated a moment before answering. “Gee, Pete,” she said, “I’m certainly busy today, but I’ll try to squeeze him in. Send him on down.” A moment later Allen Guthrie, the applicant, arrived at Sheila’s office and she introduced herself. “Come on in, Allen,” said Sheila. “I’ll…

Title: Strategic HRM in Aviation Objective/s:i. To analyze different strategic HRM practices in aviation. ii. To provide opportunity for the students to learn from the real-life examples from the aviation industry.  Instruction: Select an airline or an airport and cover the following aspects:i. Identify and discuss the firm’s strategic aims

Report Should Cover the  Aspects of Importance of HRM in Aviation.

M1

Jennifer supervised 50 employees in 5 departments. She sent a memo to her team in order to be efficient and cut costs of unnecessary overtime. The message was the following: “When workloads increase to a level requiring hours in excess of an employee’s regular duty assignment, and when such work is estimated to require a full shift of eight hours or more on two or more consecutive days, even though unscheduled days intervene, an employee’s tour of duty shall be altered so as to include the hours when such work must be done, unless an adverse impact would result from such employee’s absence from his previously scheduled assignment”. After the 50 copies were sent out, Jennifer’s office received 40 phone calls asking what the memo meant. The 10 employees left did not call but their thoughts about the memo is uncertain. It took two weeks to clarify the new policy. What is the main problem that the supervisor is trying to solve? What is the purpose of the message: to inform, persuade,…

Joanne supervised 36 professionals in 6 city libraries. To cut the costs of unnecessary overtime, she issued this one-sentence memo to her staff.“When workloads increase to a level requiring hours in excess of an employee’s regular duty assignment, and when such work is estimated to require a full shift of eight (8) hours or more on two (2) or more consecutive days, even though unscheduled days intervene, an employee’s tour of duty shall be altered so as to include the hours when such work must be done, unless an adverse impact would result from such employee’s absence from his previously scheduled assignment.”After the 36 copies were sent out, Joanne’s office received 26 phone calls asking what the memo meant. What the 10 people who didn’t call about the memo thought is uncertain. It took a week to clarify the new policy. discuss the “communication pitfalls” in the communication process and how this could be avoided.

Activity Title A: Practical HRM in Aviation Objective/s: To gain insight of the HRM system of world’s renowned airlines.

Joanne supervised 36 professionals in 6 city libraries to cut the costs of unnecessary overtime, she issued this one-sentence memo to her staff when workloads increase to a level requiring hours in excess of an employee's regular duty assignment, and when such work is estimated to require a full shift of (8) hours or more on two (2) or more consecutive days even when unscheduled days intervene, an employee's tour f duty shall be altered to include the hours when such work must be done, unless an adverse impact would result from such employee's absence from his previously scheduled assignment after the 36 copies were sent out, joanne's office received 26 phone call asking what the memo meant,what the 10 people who didn't call about the memo thought is uncertain. it took a week to clarify a new policy 1. who is communicating to whom, about what, how and why? 2. what was the goal of communication in each base? 3. explain what costs/losses were incurred by this problem

Joanne supervised 36 professionals in 6 city libraries to cut the costs of unnecessary overtime, she issued this one-sentence memo to her staff when workloads increase to a level requiring hours in excess of an employee's regular duty assignment, and when such work is estimated to require a full shift of (8) hours or more on two (2) or more consecutive days even when unscheduled days intervene, an employee's tour f duty shall be altered to include the hours when such work must be done, unless an adverse impact would result from such employee's absence from his previously scheduled assignment after the 36 copies were sent out, joanne's office received 26 phone call asking what the memo meant,what the 10 people who didn't call about the memo thought is uncertain. it took a week to clarify a new policy 1. identify communication error 2. identify possible solutions or strategies that would have been prevented the problem, and what benefits would have be derived from implementing…