Appendix B Comprehensive Ca ses

1、Page | PAGE * MERGEFORMAT 6 Appendix BComprehensive CasesBANDAG AUTOMOTIVEQuestions11></a>. Given Bandag Autos size, and anything else you know about it, should we reorganize the human resource management function, and if so why and how?The human resources function should be reorganized. Gi

2、ven the growing size and complexity of Bandag, the organization should now consider staffing the HR function with a dedicated HR professional. The individual should report to the President of the organization and be responsible for all human resources policy decision making. The new HR professional

3、should partner with department heads in developing and implementing new HR programs, policy, and procedures which meet the strategic needs of the organization.2. What, if anything, would you do to change and/or improve upon the current HR systems, forms, and practices that we now use?Most of the HR

4、systems, forms, procedures, and practices were put into place when Bandag was much smaller in terms of staff, revenue, and scope. Therefore, the organization should consider a comprehensive review of all HR practices and forms to make sure they meet the needs of a 300 staff organization as well as c

5、omply with all existing federal, state and local employment laws.3. Do you think that the employee that Jim fired for creating what the manager called a poisonous relationship has a legitimate claim against us, and if so why and what should we do about it?Bandag should be concerned with the terminat

6、ion decision. Terminating an employee who expresses a concern regarding working conditions is not a justifiable reason for ending employment. It would appear from the facts in this case that the employee may have a legitimate claim. At this point, the organization should gather all the facts surroun

7、ding the termination especially documenting the facts regarding his alleged poor working relationship with other co-workers to justify the termination.4. Is it true that we really had to put Gavin back into an equivalent position, or was it adequate to just bring him back into a job at the same sala

8、ry, bonuses, and benefits as he had before his leave?According to the FMLA, the organization has a responsibility to bring an employee back into the same or comparable job. Although Bandag maintained Gavins previous compensation and benefits package, the organization did not offer Gavin a comparable

9、 managerial position. This action is a violation of the FMLA.5. Miriam, the controller, is basically claiming that the company is retaliating against her for being pregnant, and that the fact that we raised performance issues was just a smokescreen. Do you think the EEOC and/or courts would agree wi

10、th her, and, in any case, what should we do now?It appears that Bandag may have terminated Miriam because of her previous medical leave. The EEOC may opt to investigate the claim of discrimination and find the organization did use an invalid reason for terminating Miriam. It would be interesting to

11、know if the organization talked with Miriam regarding the alleged forgery as well as the lateness in submitting her monthly budgets well before the termination.6. An employee who is deaf has asked us to be one of our delivery people and we turned him down. Hes now threatening to sue. What should we

12、do, and why?The ADA (Americans with Disabilities Act) specifies that as long as an employee can complete the essential functions of the job (with or without a reasonable accommodation) they should be given the same consideration as any other applicant. Bandag would need to justify why they did not h

13、ire the individual based on his inability to do the job even with a reasonable accommodation because of being deaf.7. In the previous 10 years, weve had only one equal employment complaint, and now in the last few years weve had four or five. What should I do about it? Why?As an organization grows i

14、n size of employees, it is not unusual to have more claims including EEO complaints. However, it appears the rate of complaints is escalating indicating a serious problem in Bandag especially as it relates to a variety of employment situations. The organizations should review, in detail, all current

15、 and previous claims to determine what type of remedial action to take. This action should help alleviate or mediate potential litigation claims. ANGELOS PIZZAQuestions1. My strategy is to (hopefully) expand the number of stores and eventually franchise, while focusing on serving only high-quality f

16、resh ingredients. What are three specific human resource management implications of my strategy (including specific policies and practices)? Managing human resources in entrepreneurial firms brings a different complexity than managing human resources in a corporate or organizational setting. First,

17、the small organization should focus on complying with all federal, state, and local law. The Department of Labor (.) can provide guidance in this area. Second, the Small Business Administration (SBA) provides a virtual campus (.) of courses and resources for the small employer as well

18、as the entrepreneur. Third, small entrepreneurial organizations should capitalize on their strengths by providing a culture of flexibility, work-life benefits, recognition, and simple retirement benefits. These strategies should help promote a workplace of fairness and equity while helping to reduce

19、 turnover and increases employee commitment. 2. Identify and briefly discuss five specific human resource management errors that Im currently making.First, there appears to be no formal training for future store managers. Assuming that an individual worked in a similar situation and therefore can fu

20、nction independently can lead to operational problems as was evidenced in this case. Second, additional training needs to be invested in the hiring process. Effective recruitment normally involves a skill set that not everyone possesses. Third, staff need to exhibit effective customer service skills

21、. An appropriate amount of training should be implemented to help staff provide good customer service in the future. Fourth, compensation should be reviewed to determine if the prevailing wage is recruiting and maintaining the type of staff who can help the business grow. Fifth, Angelo should invest

22、 in automating some of the manual process he has put into place. This would help Angelo as well as other managers focus more on growing the business rather than spending valuable time on administrative procedures.3. Develop a structured interview form that we can use for hiring (1) store managers, (

23、2) waiters and waitresses, and (3) counter people/pizza makers.In addition to obtaining basic information regarding applicants, each form should possess the following:-base questions of job duties-use specific job-knowledge questions and objective criteria to evaluate the interviewees responses.-use

24、 specific situation questions and objective criteria to evaluate the interviewees responses.-use specific behaviorally-oriented questions and objective criteria to evaluate the interviewees responses.4. Based on what you know about Angelos, and what you know from having visited pizza restaurants, wr

25、ite a one-page outline showing specifically how you think Angelos should go about selecting employees.Structure the Interview:a) base questions on job duties; b) train interviewers; b) use the same questions with all candidates;d) use rating scales to rate answers; e) use multiple interviewers or pa

26、nel interviews; f) design questions that reduce subjectivity, inaccurate conclusions, and bias; g) use a structured interview form; h) control the interview; and j) take brief notes.Prepare for the Interview The interview should take place in a private room where interruptions can be minimized. Prio

27、r to the interview, the interviewer should review the candidates application and resume, as well as the job duties and required skills and traits.Establish Rapport The interviewer should put the interviewee at ease so he/she can find out the necessary information about the interviewee. Studies show

28、that people who feel more self-confident about their interviewing skills perform better in interviews.Ask Questions The interviewer should attempt to determine the level of customer service skill the applicant will bring to the organization.Close the Interview Leave time to answer any questions the

29、candidate may have and, if appropriate, advocate your firm to the candidate. Try to end the interview on a positive note.Review the Interview Once the candidate leaves, and while the interview is fresh on the interviewers mind, he/she should review his/her notes and fill in the structured interview

30、guide.GOOGLEQuestions1. What do you think of the idea of Google correlating personal traits from the employees answers on the survey to their performance, and then using that as the basis for screening job candidates? In other words, is it or is it not a good idea and please explain your answer.Ther

31、e is definitely some merit in Googles approach. Google has developed a benchmark to select future candidates for employment. It should not be the only strategy used to select applicants. Given the large number of staff that Google projects to hire in the future, this method should prove to be an eff

32、ective screening measure.2. The benefits that Google pays obviously represent an enormous expense. Based on what you know about Google and on what you read in this book, how would you defend all these benefits if youre making a presentation to the security analysts who were analyzing Googles perform

33、ance?Google has definitely marketed themselves as an “employer of choice.” Therefore, you would expect that their compensation and benefit plans would exceed what the typical technology employer is offering. Also, Google is competing in a very competitive labor market for highly creative and talente

34、d technology professionals. The current compensation and benefit package that Google offers help set them apart from their competition.3. If you wanted to hire the brightest people around, how would you go about recruiting and selecting them?Marketing Google as a world class organization where staff

35、 has the opportunity to make a contribution and be recognized and rewarded for their efforts would be the first step. Google may also find a benefit in offering a referral bonus for internal staff to recommend candidates from the outside. Who knows better how to market an organization than its own i

36、nternal staff. As Google continues with rapid growth, the organization is going to have to implement a high volume recruitment program to keep pace with organizational demands.4. To support its growth and expansion strategy, Google wants (among other traits) people who are super-bright and who work

37、hard, often round-the-clock, and who are flexible and maintain a decent worklife balance. List five specific HR policies or practices that you think Google has implemented or should implement to support its strategy, and explain your answer. First, Google should continue to offer effective work-life

38、 balance programs that promote the use of flextime as well as other programs geared to help an employee balance their professional and personal life. Second, as Google continues to grow, it should maintain to the fullest extent possible, its current entrepreneurial environment. As small firms grow i

39、nto global large scale organizations it becomes more challenging to promote and maintain an entrepreneurial environment. Third, Google should consider decentralizing its current hiring process. It will prove more difficult and time consuming to have one individual sign-off on all new hires. It is re

40、commended that this process be delegated to other trusted staff that has the authority to make hiring decision. Fourth, as Google continues to grow internationally, it should consider how communications and work flow will be affected by both cultural and time zone differences. Fifth, Google should c

41、ontinue to look for innovative reward and recognition programs as well as compensation/benefit programs which meet the needs of its existing staff and continue to help motivate and retain staff.5. What sorts of factors do you think Google will have to take into consideration as it tries transferring

42、 its culture and reward systems and way of doing business to its operations abroad?Many successful US organizations are often surprised at the challenges they face when they decide to commence operations abroad. Google will have to consider the significant differences they will need to address as th

43、ey recruit and manage a culturally diverse workforce. Also, the laws governing international organizations can be quite different than US based organizations. Also, labor laws and the structure of unions can be quite different.6. Given the sorts of values and culture Google cherishes, briefly descri

44、be four specific activities you suggest they pursue during new-employee orientation.Google considers their environment that promotes creativity critical for their continued success. Therefore, the new employee orientation should foster the importance of thinking outside the box and the importance of

45、 brining new ideas to the organization. Team work is also valued so an exercise which highlights the importance of effective teamwork would help set the stage for new employees knowing the importance of working with and through other staff members. Google is an organization that strives on change. S

46、ome new staff members might not be ready for the rate of change. So a program which helps staff function successfully in a fast paced environment should yield positive results. Last, Google expect their staff to work long hours. A discussion of work-life balance should help decrease turnover and inc

47、rease retention as well as job satisfaction.MUFFLER MAGICQuestions1. Write out a one-page summary outline listing three or four recommendations you would make with respect to each HR function (recruiting, selection, training, and so on) that you think Ron Brown should be addressing with his HR manag

48、er now.Recruitment Muffler Magic needs a more targeted recruitment approach in the future. The organization appears to be hiring staff that does not possess the skills needed for the auto service operation. Muffler Magic should develop the minimal skill set needed for successful job performance and

49、design a recruitment plan around that skill set.Compensation The organization would benefit from a formal compensation program which would entail a job analysis program. Job descriptions need to be developed for each position. A salary survey should then be completed that would be used to help devel

50、op new salary ranges. Training The organization does not have a formal job training program. It appears that most training is “on the job” training which can result in significant operational problems. Muffler Magic should train new staff before they can perform even basic maintenance on a customers

51、 auto.Benefits The organization should consider offering several key benefits such as health and life insurance. In addition, Muffler Magic should survey what other comparable organizations are offering their existing staff. The addition to these key benefits should help recruit and retain staffEmpl

52、oyee Relations The organization should implement a program where staff can have issues or complaints resolved in a timely and responsive manner. While front line supervisors are key to resolving employee issues, certain sensitive issues such as “hostile work environment” may need to be processed thr

53、ough a formal employee relations program. 2. Develop a 10-question structured interview form Ron Browns service center managers can use to interview experienced technicians.Why are you interested in working in the automotive industry?Why did you want to make a change in employment at this point in t

54、ime?What skills does an effective auto mechanic bring to the workplace?How would you respond to the following customer returns and claims the work was not done to their satisfaction.What was your most difficult repair job and why? How would you resolve a customer who was not satisfied with the repai

55、r or workProvide a specific example of when you needed to “think outside the box” to repair a customers auto.What type of auto repair work do you enjoy most and why is that?What type of auto work do you enjoy least and why is that?Why should we hire you?If hired, what type of training would you want

56、 first?3. If you were Ron Brown, would you implement the professors recommendation addressing the presenteeism problemin other words, start paying for sick days? Why or why not?The professors recommendation for sick time should be implemented. Given the size of Magic Muffler, the payment of sick tim

57、e is a common practice. Also, staff working when they are sick could result in more errors as well as present a health risk to other staff.4. If you were advising Ron Brown, would you recommend that he implement the professors skill-based pay and incentive pay plans as is? Why? Would you implement i

58、t with modifications? If you would modify it, please be specific about what you think those modifications should be, and why.The professors recommendation regarding the sill-based and incentive plan with modifications should be implemented. Given the size of Magic Muffler, I would stream line both plans to make them appear a bit less complex. For example, conside