1) Identify the main HR issue in the case and provide a brief explanation on why you chose this as the main HR issue , this should be identified to be the root cause of thecurrent problem facing Paolo2) How could this (the main HR issue) have been avoided? Provide details and a clear explanation that is linked to the case. Identify ten (10) HR elements in the caseThese HR elements refer to any HRconcepts, theories, terms, topics etc that you can identify form the various HR topicscovered and discussed.each HR element must contain a direct referencefrom the case (using quotation marks) that relate to that HR element. employees filling it. As Paolo said, "I was losing two to three employees a month." He also said,"We're a high-volume store, and while we should have [to fill all the hours in a week] about sixemployees per store, we were down to only three of four, so my managers and I were really underthe gun"The problem was bad at the hourly employee level: "We were churning a lot at the hourly level,"said Paolo. "Applicants would come in, my managers or I would hire them and not spend muchtime preparing them for the roles and responsibilities associated with her new position, and thegood ones would leave in frustration after a few weeks, while often it was the bad ones who'dstay behind." But in the last 2 years, Paolo's three company-owned stores also went through atotal of three store managers - "they were just blowing through the door," as Paolo put it, in partbecause, without good employees, their workday was brutal. As a rule, when a small-businessowner or manager can't find enough employees (or an employee doesn't show up for work), about80% of the time the owner or manager does the job him or herself. So, these managers oftenended up working 7 days a week, 10 to 12 hours a day, and many just burned out in the end. Onenight, working three jobs himself with customers leaving in anger, Paolo decided he'd never justhire someone because he was desperate again, but would start doing his hiring more rationally.As a local business, Paolo recruits by placing help-wanted ads in two local newspapers, and he'sbeen "shocked" at some of the responses and experiences he's had in response to his help-wanted ads. Many of the applicants left voice mail messages (Paolo or the other workers in thestore were too busy to answer), and some applicants Paolo "just axed" on the assumption thatpeople without good telephone manners wouldn't have very good manners in the store, either.He also quickly learned that he had to throw out a very wide net, even if only hiring one or twopeople. Many people, as noted, he just deleted because of the messages they left, and about halfof the people he scheduled to come in for interviews didn't show up. He'd taken courses in humanresource management, so (as he said) "I should know better," but he hired people based almostexclusively on a single interview (he occasionally made a feeble attempt to check references). Intotal, his HR approach was obviously not working. It wasn't producing enough good recruits, andthe people he did hire were often problematical.Paolo knew that that he could identify many of the traits that his employees needed. As he said,"It's much better to spend time up-front screening out candidates that don't fit than to hire themand have to put up with their ineffectiveness." For example, he knew that not everyone has thetemperament to be a server (he has a small pizza/ Italian restaurant at the back of his main store).As Paolo said, "I've seen personalities that were off the charts in assertiveness or overlyintroverted, traits that obviously don't make a good fit for a waiter or waitress." What was helooking for? Service-oriented courteous people, for one. For example, he'd hired one employeewho used profanity several times, including once in front of a customer. On that employee's thirdday, Paolo had to tell her, "I think Paolo's isn't the right place for you," and he fired her. As Paolosaid, "I felt bad, but also knew that everything I have is on the line for this business, so I wasn'tgoing to let anyone run this business down." Paolo wants reliable people (who'll show up on time),honest people, and people who are flexible about switching jobs and hours as required.Paolo's pizza business has only the most rudimentary human resource management system.Paolo bought several application forms at a local Office Depot, and rarely uses other forms of anysort. He uses his personal accountant for reviewing the company's books, and Paolo himselfcomputes each employee's paycheck at the end of the week and writes the checks. Training isentirely on-the-job. Paolo personally trained each of his employees. For those employees who goon to be store managers, he assumes that they are training their own employees the way Paolotrained them (for better or worse, as it turns out). Paolo pays "a bit above prevailing wage rates(judging by other help-wanted ads), but he thinks it's not enough to make a significant differencein the quality of employees that he attracts. If you asked Paolo what his reputation is as anemployer, Paolo, being a candid and forthright person, would probably tell you that he is asupportive but hard-nosed employer who treats people fairly, but whose business reputation maysuffer from disorganization stemming from his HR issues. He approaches you to ask for advice.

Introduction: The case study highlights the HR challenges faced by Paolo, a small business owner…

1) Identify the main HR issue in the case and provide a brief explanation on why you chose this as the main HR issue , this should be identified to be the root cause of the current problem facing Paolo 2) How could this (the main HR issue) have been avoided? Provide details and a clear explanation that is linked to the case.

1) Identify the main HR issue in the case and provide a brief explanation on why you chose this as the main HR issue , this should be identified to be the root cause of the current problem facing Paolo 2) How could this (the main HR issue) have been avoided? Provide details and a clear explanation that is linked to the case.

Understanding Business

12th Edition

ISBN:9781259929434

Author:William Nickels

Publisher:William Nickels

Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment

Section: Chapter Questions

Problem 1CE

See similar textbooks

Similar questions

Which of the following is not a role of operations management? - to add value in the transformation process - to ensure there are quality management processes - to investigate the most cost effect effective production methods - to hire the best (most suitable) production operatives.
Goldratt’s “Theory of Constraints”A 2-3 line answer/explanation is enough for each question.#1. What is the goal? #2. Alex’s thinking seems to be “distorted” by conventional management accounting metrics. What problem or problems does this lead to?#3. What are the three operational measurements? Include a one or two sentence description of each. #4. How is each operational measurement computed? #5. Of the three measures, which measure has the greatest impact on profitability? Briefly, describe why this differential impact might be true.#6. What are the five focusing steps as first described? #7. What are the five focusing steps that are finally settled upon? #8. What are the six “takeaways” on how to drive continuous improvement? #9. How might this approach be useful almost any organization)? #10. Any other comments that you care to make. *** Your general assessment of TOC. *** *** Of special interest is any experience you might have had with using the TOC. Basic situation or…
Are there differences between the words "interdependence" and other terms used in system concepts, and how does the latter vary from the former?
You were recently hired to replace the manager of the Roller Division at a major conveyor-manufacturing firm, despite the manager's strong external sales record. Roller manufacturing is relatively simple, requiring only labor and a machine that cuts and crimps rollers. As you begin reviewing the company's production information, you learn that labor is paid $8 per hour and the last worker hired produced 100 rollers per hour. The company rents roller cutters and crimping machines for $16 per hour, and the marginal product of captial is 100 rollers per hour. What do you think the previous manager could have done to keep his job?
Which of the following is the least concern of the Operations Manager? a. Organizing b. Coordination c. Planning d. Control
Which of the following would be important in most operations management strategies? A) Aligning with the organizational strategy. B) Pursuing a low-cost approach to production. C) Constantly improving quality D) A and C above. E) A and B above.
Introduction: Explain in your own words operations management and its importance to achieve organizational strategic objectives.Development:Evaluate the following image attached: Explain in your own words the operation of the basic production model (minimum of 6 complete sentences). Conclusion: With an example, apply the production system with all its components from inputs to outputs. Provide an example from your current job (if you don't work, think of one you've had) with which you can demonstrate how a production system works.
7) In Operations Management, business function responsible means Planning only Coordinating only All the above Controlling Resources only 8) Operations Management is nothing but planning, organizing, staffing, and controlling, and directing and improving the production system planning, organizing, staffing, and controlling planning, organizing, staffing, and controlling and directing the production system 9) Operations Manager Responsibility is Control All the above To make sure Productivity Plan
Mr. Henry produces a particular type of shoes on a Fancy line. The process involves eight different tasks. Mr. Henry would like to increase productivity on this line and asked you for some assistance. He would like to balance the assembly line in order to reduce idle time and increase efficiency. What information would you need in order to demonstrate to Mr. Henry how to balance the assembly line? Setup an example that will be used to demonstrate to Mr. Henry how to balance the Using the example that you set up in “b” above, demonstrate to Henry how to balance the line using the LOT heuristics. Based on the example above, calculate the efficiency of the line.
usiness Operations ManagementQ&A LibraryRumi is leading a diverse team of individuals. In her team, Aahan is a fresher with no previous work experience. Simone is a seasoned professional with 12 years of industry experience. These 2 are exceptionally promising while the rest team members are average. There are 2 important events taking place next week. A foreign delegation is coming to visit their office with whom a power lunch is lined up the next day at a continental restaurant. The same day there is conference and networking meet, where Rumi’s team has to represent their organization. Due to the overlap of both events, Rumi is perplexed which one to delegate which assignment. a. If Aahan has to entertain the foreign delegates at the power lunch, which learning theory would help him sail through successfully and why? b. If Simone would represent the organization at the networking event, then for her to be able to perform well, which three universal traits of Eysenck’s model…
A __________ manufacturing system combineselectronic machines and computer-integratedmanufacturing in a single-production system.a. continuousb. analyticc. syntheticd. flexiblee. automation
Which of the following is the difference between Manufacturing operations Vs. Service operations? a. Little customer participation in the production process; Direct customer participation in the service offered. b. Intangible output; Tangible output c. Output is consumed as it is produced; Output consumed over a period of time. d. More labor and less equipment; Less labor more equipment.