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1.Quantity is not important, quality of your answers is what matter the most.
2. The quality of the answers is very important. see my work
chapter for the format. State the problem and produce solutions for
each case.
3. Each case studies, can be answered in short or long answers. Each chapters has between 3 to 5 questions.
4.This is a college coursework – MBA in Human Resources
5. The Professor did not specify the number of pages. Therefore 5 to 7 pages should be enough for the 10 case study
6. I did chapter 1 – follow my format at the of my information: State the problem and find solutions. You may put the problem first and answer the questions Also, feel free to apply your style. There isn’t special instruction from professor.
Here is the information about the Case Study and the book where the questions are drawn:
Title of the book from where the following 10 cases drawn:
Title: Human Resource Management, 8th and 10 Editions
Author: Gary Dessler
ISBN: 0-13-014124-0
Prentice-Hall, New Jersey, 2000 and beyond
Chapter One: The Strategic Role of Human Resource Management
Case Title: Jack Nelson’s Problem
1.What do you think was causing some of the problems in the bank
home office and branches?
2. Do you think setting up an HR unit in the main office would help?
3. What specific functions should it carry out? What HR functions would then be carried out by supervisors other line managers? What role should the Internet play in the new HR organization?
Chapter Five: Personnel Planning and Recruiting
Case Title: Finding People Who Are Passionate About What They Do:
1. Identify some of the established recruiting techniques that underlie Trilogy’s unconventional approach to attracting talent.
2. What particular elements of Trilogy’s culture most likely appeal to the kind of employees it seeks?
3. How does it convey those elements to job prospects?
4. Would Trilogy be an appealing employer for you? Why or why not? If not, what would it take for you to accept a job offer from Trilogy?
5. What suggestions would you make Trilogy for improving its recruiting processes
Chapter Seven: Interviewing Candidates
Case Title: The Out-of-Control Interview:
1. How would you explain the nature of the panel interview Maria had to endure? Specifically, do you think it reflected a well-thought-out interviewing strategy on the part of the firm or careless on the part of the firm’s management? If it was careless, what would you do to improve the interview process at Apex Environmental?
2. Would you take the job offer if you were Maria? If you are not sure, is there any additional information that would help you makes your decision, and if so, what is it?
3. The job of applications engineer for which Maria was applying requires: (a) excellent technical skills with respect to mechanical engineering (b) a commitment to working in the area of pollution control (c) the ability to deal well and confidently with customers who have engineering problems (d) a willingness to travel worldwide (e) a very intelligent and well-balanced personality. (f) List 10 questions you would ask when interviewing applicants for the job.
Chapter Eight: Training and Development
Case Title: Reinventing the wheel at Apex Door Company
1. What do you think of Apex’s training process? Could it help to explain why employees “do things their way” and if so how?
2. What role should job descriptions play in training at Apex?
3. Explain in detail what you would do to improve the training process at Apex. Make sure to provide specific suggestions.
Chapter Nine: Performance Management and Appraisal
Case Title: Appraising the Secretaries at Sweetwater U
1. Do you think that the expert’s recommendations will be sufficient to get most of the administrators to fill out the rating forms properly? Why not? What additional actions (if any) do you think will be necessary?
2. Do you think the Vice President Winchester would be better off dropping graphic rating forms, substituting instead one of the other techniques we discussed in this chapter, such as ranking methods? Why?
3. What performance appraisal system would you develop for the secretaries if you were Rob Winchester? Defend your answer.
Chapter 10: Managing Careers
Case Title: The Mentor Relationship Turns Upside Down
1. What is Carol’s role in Walter’s career development now? Should Larchmont have any such role? Why or why not?
2. What advice would you offer Carol for approaching Walter?
3. If Carol has to dismiss Walter, how specifically would you suggest the proceed?
4. Assume Carol has heard a rumor that Walter has considered resigning. What should she do about it?
Chapter 12: Pay for Performance and Financial Incentives
Case Title: Inserting the Team Concept into Compensation-or Not
1. Does the pay-for-performance plan seem like a good idea?
2. What advise would you give Regina and Sandy as they consider their decision?
3. What mistakes did the make in adopting and communicating the new salary plan? How might Sandy have approached this major compensation change differently?
4. Assuming the new pay plan were eventually accepted, how would you address the fact that in the new performance evaluation system, employees input affects their peers pay levels.
Chapter 13: Benefits and Services
Case Title: Striking for Benefits
1. Assume you are mediating this dispute. Discuss five creative solutions you would suggest for how the grocers could reduce the health insurance benefits and the cost of their total benefits package without making any employees pay more.
2. From the grocery chains point of view, what is the downside of having two classes of employees, one of which has superior health insurance benefits? How would you suggest they handle the problem?
3. Similarly, from the point of view of the union, what are the downsides of having to represent two classes of employees, and how would you suggest handling the situation?
Chapter 14: Ethics, Justice, and Fair treatment in HR Management
Case Title: Fire My best Salesperson?
Assume you are Johns. Specifically,
1. What should you do it?
2. Why should you do it?
3. How would you do it?
Chapter 16: Employee Safety and Health
Case Title: The New Safety and health Program
1. Based upon your knowledge of health and safety matters and your actual observations of operations that are similar to theirs make a list of the potential hazardous conditions employees and others face at LearnInmotion.com. What should they do to reduce the potential severity of the top five hazards?
2. Would it be advisable for them to set up a procedure for screening out stress-prone or accident-prone individuals? Why or Why not? If sc, how should they screen them?
3. Write a short position paper on this subject, “What should we do to get all our employees to behave more safely at work?
4. Based on what you know and on what other dot-coms are doing, write a short position paper on the subject, what can we do to reduce the potential problems of stress and burnout in our company?
My Work on Chapter 1: Use this Format to answer the other 9. Keep my answer for Chapter one case.
1. What do you think was causing some of the problems in the bank home office and branches?
There is clearly problem with communication, and the effects are felt in the area of employee commitment. Additional contributing factors include the lack of consistency in the policies and procedures of various locations. There is no cohesiveness to the staffing activities of this organization.
2. Do you think setting up an HR unit in the main office would help?
Absolutely! Since there are HR-related problems both in the home office and in the branches, it is clear that if a personnel office were set up, it would need to help to coordinate the HR activities in the branches.
3. What specific functions should it carry out? What HR functions would then be carried out by supervisors other line managers? What role should the Internet play in the new HR organization?
My suggested organization would include the following three Units:
A. HR Unit
B. Supervisors and Line Managers
C. Internet and HR
HR Unit:
? job analyses
? Planning labor needs and recruiting
? Providing advising and training in the selection process
HR Unit Continue….
? Orientation of new employees
? Managing wage and salary administration
? Managing incentives and benefits
? Providing and managing the performance appraisal process
? Organization-wide communications
? Providing training & developing services.
Supervisors and Other Line Managers:
? Interviewing and selection of job candidates
? Training new employees
? Appraising performance
? Departmental & personal communications
? Training & development.
Internet and HR:
? Shift some activities to specialized online service portals and/or providers
I will fax you the case applications for your reading and reference shortly. If you have an access to the case Application, please inform me. Mine is a hard copy, otherwise I would had e-mailed you with this information.
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