Unfair Promotion at the Food Chain

851 Words Sep 12th, 2011 4 Pages
I. Case Study
Joel Reyes, the newly hired officer at the Food Chain, Inc. was jolted by the conversation he just had with Ria Tolentino, an employee at the counter. Ria complained that female employees were being passed over for promotion in favor of male employees who had less experience and seniority. She explained she had been passed over promotion twice since she started working at the Food Chain.
After Ria left his office, Joel began to immediately investigate her complaints, only to find out that for the fast two year or three years, more than 90% of the employees were promoted are male. Further investigations revealed that the supervisor made promotion recommendations and decisions. The company felt that the supervisor was in the
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Advantage: A more detailed performance evaluation system could prove that the company is fair when it comes to promotions.
Disadvantage: Another cost with the company since improvement of the old system would require a meeting between the Human Resources and Management and the newly hired HR officers concerned.
D: Best alternative course of action:
The best alternative course action is ACA3.
II. As the newly hired HR officer of the Food Chain, how will you avoid problems similar to this in the future? As the newly hired HR officer of the Food Chain and as part of the strategic role, HR managers are often seen as responsible for expanding the capabilities of the human resources in an organization. Currently, considerable emphasis is being focused on the competencies that the employees in the organization have and will need for the organization to grow in the future to avoid problems similar in this case. HR management must lead in developing the competencies that employees have in several ways. First, the needed capabilities must be identified and linked to the work done in the organization. This identification often requires active cooperation between HR professionals and operating managers. Next, the capabilities of each employee much be assessed. This approach requires that the competencies and depth of those
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