tag:blogger.com,1999:blog-5001557228710455792024-03-28T02:23:35.673-07:00Human Resource ManagementAl-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.comBlogger37125tag:blogger.com,1999:blog-500155722871045579.post-69172581895544378522019-11-05T17:51:00.000-08:002019-11-05T17:51:15.657-08:00Strategy as plan?<div class="separator" style="clear: both; text-align: center;">
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Another issue that has been central to debates in business strategy and
also has much relevance to HR strategy, is whether a ‘strategic approach’
requires a formal plan. There is often a tendency to think about strategy as
requiring the compilation of information and as a formal process of decision
making that culminates in a series of plans. But there is another view; the
view that suggests strategy can be inferred from a pattern that emerges from
a long series of decisions, even in the absence of a formal written plan or
strategy document. This could be termed a ‘de facto strategy’. This idea of
an ‘emergent strategy’ is normally associated with Henry Mintzberg (1978).<br />
<br />
So, an enterprise may have no formal strategy document and yet still
have a de facto emergent strategy. Or it may even be that an enterprise has
a formal and lengthy strategy document which is largely ignored in practice
while a different de facto strategy is pursued.<br />
<br />
A de facto strategy which has been built up incrementally and found to
‘work’ (in the sense that the organisation has proved to be sustainable and
no major chronic problems are occurring) may add up to a coherent strategy But not all ad hoc approaches have such optimal outcomes. ‘Ad
hocery’ may result in a lack of forethought, inconsistencies, short-term
thinking, and waste and can be very costly and lead to an uncompetitive
position (e.g., paying redundancies as a reaction to the economic downturn
and then facing recruitment difficulties and training costs when the upturn
occurs). The word ‘rudderless’ is sometimes used to describe this kind
of drift and lack of direction. Hence, this particular approach would be
considered as non-strategic.<br />
<br />
So, what would an approach to HR look like if it was not ad hoc, rudderless
and reactive? The implied alternative is some kind of strategic approach – that
is, one which:<br />
<br />
<ul>
<li>tries to build a big picture </li>
<li>has a sense of direction of travel </li>
<li>has some coherence and consistency </li>
<li>has mutually reinforcing elements </li>
</ul>
<br />
<br />
Coherence is about fit and integration. In other words, it suggests that the
parts or elements fit together smoothly rather than contradict each other or
lean in different directions. A classic example of HR decisions which tend
towards contradiction is where ‘team focus’ is urged and policies are put
in place to promote that, but where the remuneration system is based on
individual performance-related pay.<br />
<br />
But, in addition to alignment and coherence, HR strategy design requires
attention to contexts – that is, the inner and outer contexts as outlined in the
previous unit.<br />
<br />
The nature of the design, and the range of factors to be taken into
account when attempting this design is a matter of some debate. The skill
involved in making these decisions may be a matter of good judgement –
an essential quality for a competent strategist in HR. Some analysts recommend an approach which amounts to a ‘design’ or ‘decision science’
(Boudreau and Ramstad 2009) with an associated emphasis on systematic
concepts, frameworks and measurement, while others lean more towards
an approach based on aspects of leadership and social intelligence.<br />
<br />
<br />Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com0tag:blogger.com,1999:blog-500155722871045579.post-81033144682880535622019-11-05T17:29:00.002-08:002019-11-05T17:36:16.615-08:00Carter Cleaning Company<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjhyphenhyphen21opS2yznPdscjjRwXNa-RGLueDm7_81IqbjxPov2diliQRNJ7G2pUVztJShgYo0Yq4wSYRgcnmCI3tblaXfUYvdrw8XccNRrOAi1qN0vLCyfvhvQ0owqknh8i0nxeTsBJAOLOLkX0/s1600/Untitled.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="219" data-original-width="238" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjhyphenhyphen21opS2yznPdscjjRwXNa-RGLueDm7_81IqbjxPov2diliQRNJ7G2pUVztJShgYo0Yq4wSYRgcnmCI3tblaXfUYvdrw8XccNRrOAi1qN0vLCyfvhvQ0owqknh8i0nxeTsBJAOLOLkX0/s1600/Untitled.jpg" /></a></div>
<br />
<b><u>Carter Cleaning Centers </u></b><br />
Jennifer Carter graduated from State University in June 2008 and, after
considering several job offers, decided to do what she always planned
to do—go into business with her father, Jack Carter.<br />
<br />
Jack Carter opened his first laundromat in 1998 and his second
in 2001. The main attraction of these coin laundry businesses for him
was that they were capital- rather than labour-intensive. Thus, once the
investment in machinery was made, the stores could be run with just
one unskilled attendant and none of the labour problems one normally
expects from being in the retail service business.<br />
<br />
The attractiveness of operating with virtually no skilled labour notwithstanding, Jack had decided by 2004 to expand the services in each
of his stores to include the dry cleaning and pressing of clothes. He
embarked, in other words, on a strategy of “related diversification”
by adding new services that were related to and consistent with his
existing coin laundry activities. He added these for several reasons. He
wanted to better utilize the unused space in the rather large stores he
currently had under the lease. Furthermore, he was, as he put it, “tired of
sending out the dry cleaning and pressing work that came in from our
coin laundry clients to a dry cleaner 5 miles away, who then took most
of what should have been our profits.” To reflect the new, expanded
line of services, he renamed each of his two stores Carter Cleaning
Centers and was sufficiently satisfied with their performance to open
four more of the same type of stores over the next 5 years. Each store
had its own on-site manager and, on average, about seven employees
and annual revenues of about $500,000. It was this six-store chain that
Jennifer joined after graduating.<br />
<br />
Her understanding with her father was that she would serve as a
troubleshooter/consultant to the elder Carter with the aim of both learning the business and bringing to it modern management concepts and
techniques for solving the business’s problems and facilitating its growth.<br />
<br />
<b>Questions </b><br />
1. Make a list of five specific HR problems you think Carter
Cleaning will have to grapple with.<br />
2. What would you do first if you were Jennifer?Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com2tag:blogger.com,1999:blog-500155722871045579.post-46394209106482788432019-10-01T23:37:00.000-07:002019-10-01T23:37:52.983-07:00Strategic Human Resource Management<br />
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<span style="font-family: "Times New Roman",serif; font-size: 12.0pt; mso-no-proof: no;"><b>Strategic
Human Resource Management</b><o:p></o:p></span></div>
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<span style="mso-spacerun: yes;"> </span>A. <span style="mso-spacerun: yes;"> </span>What
Is Strategic Human Resource Management?<o:p></o:p></div>
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1. Strategic
HRM means formulating and executing human resource policies and practices that
produce the employee competencies and behaviors that companies need to achieve their
strategic aims.<o:p></o:p></div>
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<span style="mso-spacerun: yes;"> </span>B. <span style="mso-spacerun: yes;"> </span>Improving Performance: <i style="mso-bidi-font-style: normal;">The Strategic Context<o:p></o:p></i></div>
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<span style="mso-tab-count: 1;"> </span><span style="mso-spacerun: yes;"> </span>C.<span style="mso-spacerun: yes;"> </span>Improving
Performance: <i style="mso-bidi-font-style: normal;">HR As a Profit Center</i><o:p></o:p></div>
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<span style="mso-tab-count: 1;"> </span><span style="mso-spacerun: yes;"> </span>D.<span style="mso-spacerun: yes;"> </span>Sustainability and Strategic Human Resource
Management – today’s emphasis on sustainability has important consequences for
human resource management.<span style="mso-spacerun: yes;"> </span>HR policies
and practices can support a firm’s sustainability strategy and goals. <o:p></o:p></div>
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<span style="mso-tab-count: 1;"> </span><span style="mso-spacerun: yes;"> </span>E. Strategic
Human Management Tools<o:p></o:p></div>
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1.<span style="mso-spacerun: yes;"> </span>Strategy Map – summarizes how each
department's performance contributes to achieving the company’s overall strategic
goal.<o:p></o:p></div>
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2.<span style="mso-spacerun: yes;"> </span>HR scorecard – a process for assigning
financial and nonfinancial goals or metrics to human resource management-related
strategy map chain of activities required for achieving the company’s strategic
aims.<o:p></o:p></div>
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3.<span style="mso-spacerun: yes;"> </span>Digital Dashboards – presents the manager
with the desktop graphics and charts, showing a computerized picture of how the
company is doing on all metrics from the HR scorecard process.<o:p></o:p></div>
<br /><br />
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HR Metrics, Benchmarking,
and Data Analytics<o:p></o:p></div>
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<!--[if !supportLists]-->A.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;"> </span><!--[endif]-->Improving
Performance: <i>Through HRIS: Tracking
Applicant Metrics for Improved Talent Management</i><o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; margin-left: 54.0pt; margin-right: 14.4pt; margin-top: 0cm; mso-add-space: auto; mso-list: l0 level1 lfo1; tab-stops: -72.0pt 18.0pt 36.0pt; text-indent: -18.0pt;">
<!--[if !supportLists]-->B.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;"> </span><!--[endif]-->Benchmarking
– occurs when an organization compares the practices of high performing companies’
results to your own, to understand what makes them better. <o:p></o:p></div>
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<!--[if !supportLists]-->C.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;"> </span><!--[endif]-->Strategy
and Strategy-Based Metrics – benchmarking is only part of the process. To
reveal the extent to which your firm’s HR practices are supporting its
strategic goals, strategy-based metrics are used to measure the activities that
contribute to achieving the company’s strategic aims. <o:p></o:p></div>
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D. What Are HR Audits? – these audits are a way
for an organization to measure where it currently stands and determines what it
has to accomplish to improve its HR functions. <o:p></o:p></div>
<span style="font-family: "Times New Roman",serif; font-size: 12.0pt; line-height: 115%; mso-ansi-language: EN-US; mso-bidi-language: AR-SA; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;">E. Evidence-Based HR and the Scientific Way of
Doing Things – evidence-based HR is the use of data, facts, etc. to support HR
proposals, decisions, </span><span style="text-indent: -21.6pt;">practices,
and conclusions. This requires managers to be more scientific in making
organizational decisions. This approach requires objectivity, experimentation,
quantification, explanation, prediction, and replication.</span><br />
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<o:p></o:p></div>
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F. Trends Shaping HR: <i>Digital and Social Media</i> <o:p></o:p></div>
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1.
Talent Analytics – tools that enable employers to analyze, in new ways,
employee data both on obvious things (like employee demographics, training, and
performance ratings), but also data from new sources (like company internal
social media sites, GPS tracking, and email activity).<o:p></o:p></div>
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G.
Trends Shaping HR: <i>Science In Talent
Management</i> <o:p></o:p></div>
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<br /></div>
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V.
High-Performance Work Systems –a
set of human resource management policies<o:p></o:p></div>
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and practices that together produce
superior employee performance.<o:p></o:p></div>
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<br /></div>
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VI. Employee Engagement Guide for Managers:
Employee Engagement and Performance<b><o:p></o:p></b></div>
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<!--[if !supportLists]-->A.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;"> </span><!--[endif]-->The
Employee Engagement Problem – Gallup distinguishes among engaged employees “who
work with passion and feel a profound connection to their company,” and not
engaged employees who are essentially “checked out,” and actively disengaged
employees.<o:p></o:p></div>
<div class="MsoListParagraphCxSpMiddle" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; margin-left: 57.0pt; margin-right: 54.0pt; margin-top: 0cm; mso-add-space: auto; mso-list: l0 level1 lfo1; tab-stops: -72.0pt 18.0pt 36.0pt; text-indent: -21.0pt;">
<!--[if !supportLists]-->B.<span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal;"> </span><!--[endif]-->What
Can Managers Do to Improve Employee Engagement? – managers improve employee
engagement by taking concrete steps to do so, such as: providing supportive
supervision, making sure employees understand how their departments contribute
to the company’s success, see how their efforts contribute to achieving the
company’s goals, get a sense of accomplishment from working at the firm, and
are highly involved – as when working in self-managing teams.<o:p></o:p></div>
<div class="MsoListParagraphCxSpLast" style="line-height: normal; margin-bottom: .0001pt; margin-bottom: 0cm; margin-left: 57.0pt; margin-right: 54.0pt; margin-top: 0cm; mso-add-space: auto; mso-list: l0 level1 lfo1; tab-stops: -72.0pt 18.0pt 36.0pt; text-indent: -21.0pt;">
<o:p></o:p></div>
<span style="font-family: "Times New Roman",serif; font-size: 12.0pt; line-height: 115%; mso-ansi-language: EN-US; mso-bidi-language: AR-SA; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin;"><span style="text-indent: -21pt;">C.</span><span style="font-size: 7pt; font-stretch: normal; font-variant-east-asian: normal; font-variant-numeric: normal; line-height: normal; text-indent: -21pt;"> </span><span style="text-indent: -21pt;">How
to Measure Employee Engagement – firms like Gallup (</span><a href="http://www.gallup.com/" style="text-indent: -21pt;">www.gallup.com</a><span style="text-indent: -21pt;">) and Tower Watson (</span><a href="http://www.towerswatson.com/en-US" style="text-indent: -21pt;">www.towerswatson.com/en-US</a><span style="text-indent: -21pt;">) offer
comprehensive employee engagement survey services.</span> </span>Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com1tag:blogger.com,1999:blog-500155722871045579.post-79767056675280800012017-07-09T21:33:00.003-07:002017-07-09T21:34:27.421-07:00Application Case: Siemens Builds a Strategy-Oriented HR System<div class="MsoNormal" style="text-align: justify;">
<b><span style="font-family: "times new roman" , serif; font-size: 12.0pt; line-height: 107%;">Application
Case<o:p></o:p></span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span style="font-family: "times new roman" , serif; font-size: 12.0pt; line-height: 107%;">Siemens
Builds a Strategy-Oriented HR System<o:p></o:p></span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "times new roman" , serif; font-size: 12.0pt; line-height: 107%;">Siemens is a 150-year-old
German company, but it's not the company it was even a few years ago. Until
recently, Siemens focused on producing electrical products. Today the firm has
diversified into software, engi¬neering, and services. It is also global, with
more than 400,000 employ¬ees working in 190 countries. In other words, Siemens
became a world leader by pursuing a corporate strategy that emphasized
diversifying into high-tech products and services, and doing so on a global
basis.<o:p></o:p></span><br />
<span style="font-family: "times new roman" , serif; font-size: 12.0pt; line-height: 107%;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "times new roman" , serif; font-size: 12.0pt; line-height: 107%;">With a corporate strategy
like that, human resource management plays a big role at Siemens. Sophisticated
engineering and services re¬quire more focus on employee selection, training,
and compensation than in the average firm, and globalization requires
delivering these services globally. Siemens sums up the basic themes of its HR
strategy in several points. These include:<o:p></o:p></span><br />
<span style="font-family: "times new roman" , serif; font-size: 12.0pt; line-height: 107%;"><br /></span></div>
<div class="MsoListParagraphCxSpFirst" style="margin-left: 54.0pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -36.0pt;">
<!--[if !supportLists]--><span style="font-family: "times new roman" , serif; font-size: 12.0pt; line-height: 107%;">1.<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal; line-height: normal;"> </span></span><!--[endif]--><span style="font-family: "times new roman" , serif; font-size: 12.0pt; line-height: 107%;">A living company is a learning company.
The high-tech nature of Siemens' business means that employees must be able to
learn on a continuing basis. Siemens uses its system of combined classroom and
hands-on apprenticeship train¬ing around the world to help facilitate this. It
also offers employees extensive continuing education and management
development.<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpMiddle" style="margin-left: 54.0pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -36.0pt;">
<!--[if !supportLists]--><span style="font-family: "times new roman" , serif; font-size: 12.0pt; line-height: 107%;">2.<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "times new roman" , serif; font-size: 12.0pt; line-height: 107%;">Global teamwork is the key to developing
and using all the potential of the firm's human resources. Because it is so
important for employees throughout Siemens to feel free to work together and
interact, employees have to understand the whole process, not just bits and
pieces. To support this, Siemens provides extensive training and devel¬opment.
It also ensures that all employees feel they're part of a strong, unifying
corporate identity. For example, HR uses cross-border, cross-cultural
experiences as prerequisites for career advances.<o:p></o:p></span></div>
<div class="MsoListParagraphCxSpLast" style="margin-left: 54.0pt; mso-add-space: auto; mso-list: l0 level1 lfo1; text-align: justify; text-indent: -36.0pt;">
<!--[if !supportLists]--><span style="font-family: "times new roman" , serif; font-size: 12.0pt; line-height: 107%;">3.<span style="font-family: "times new roman"; font-size: 7pt; font-stretch: normal; line-height: normal;">
</span></span><!--[endif]--><span style="font-family: "times new roman" , serif; font-size: 12.0pt; line-height: 107%;">A climate of mutual respect is the basis
of all relationships— within the company and with society. Siemens contends
that the wealth of nationalities, cultures, languages, and out¬looks
represented by its employees is one of its most valuable assets. It therefore
engages in numerous HR activities aimed at building openness, transparency, and
fairness, and support¬ing diversity.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span style="font-family: "times new roman" , serif; font-size: 12.0pt; line-height: 107%;">Questions<o:p></o:p></span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "times new roman" , serif; font-size: 12.0pt; line-height: 107%;">3-18. Based on the
information in this case, provide examples for Siemens of at least four
strategically required organizational outcomes, and four required workforce
competencies and behaviors.<o:p></o:p></span><br />
<span style="font-family: "times new roman" , serif; font-size: 12.0pt; line-height: 107%;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "times new roman" , serif; font-size: 12.0pt; line-height: 107%;">3-19. Identify at least
four strategically relevant HR policies and activities that Siemens has
instituted in order to help human resource management contribute to achieving
Siemens' strategic goals.<o:p></o:p></span></div>
<br />
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "times new roman" , serif; font-size: 12.0pt; line-height: 107%;">3-20. Provide a brief
illustrative outline of a strategy map for Siemens.<o:p></o:p></span></div>
Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com1tag:blogger.com,1999:blog-500155722871045579.post-7381241463372989412017-07-09T21:28:00.001-07:002017-07-09T21:28:21.388-07:00Application Case: Jack Nelson's Problem<div align="center" class="MsoNormal" style="text-align: center;">
<b><span style="font-family: "Times New Roman",serif; font-size: 12.0pt; line-height: 107%;">Application
Case<o:p></o:p></span></b></div>
<div align="center" class="MsoNormal" style="text-align: center;">
<b><span style="font-size: 12.0pt; line-height: 107%;">Jack Nelson's Problem<o:p></o:p></span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-size: 12.0pt; line-height: 107%;">As a new member of the board of directors for a local bank,
Jack Nelson was being introduced to all the employees in the home office. When
he was introduced to Ruth Johnson, he was curious about her work and asked her
what the machine she was using did. Johnson replied that she really did not
know what the machine was called or what it did. She explained that she had
only been working there for 2 months. However, she did know precisely how to
operate the machine. According to her supervisor, she was an excellent
employee.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-size: 12.0pt; line-height: 107%;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-size: 12.0pt; line-height: 107%;">At one of the branch offices, the supervisor in charge spoke
to Nelson confidentially, telling him that "something was wrong," but
she didn't know what. For one thing, she explained, employee turnover was too
high, and no sooner had one employee been put on the job than another one
resigned. With customers to see and loans to be made, she continued, she had
little time to work with the new employees as they came and went.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-size: 12.0pt; line-height: 107%;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-size: 12.0pt; line-height: 107%;">All branch supervisors hired their own employees without
communication with the home office or other branches. When an opening
developed, the supervisor tried to find a suitable employee to replace the
worker who had quit.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-size: 12.0pt; line-height: 107%;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-size: 12.0pt; line-height: 107%;">After touring the 22 branches and finding similar problems in
many of them, Nelson wondered what the home office should do or what action he
should take. The banking firm generally was regarded as being a well-run
institution that had grown from 27 to 191 employees during the past 8 years.
The more he thought about the matter, the more puzzled Nelson became. He
couldn't quite put his finger on the problem, and he didn't know whether to
report his findings to the president.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-size: 12.0pt; line-height: 107%;"><br /></span></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span style="font-size: 12.0pt; line-height: 107%;">Questions<o:p></o:p></span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-size: 12.0pt; line-height: 107%;">1-20. What do you think is causing some of the problems in
the bank's home office and branches?<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-size: 12.0pt; line-height: 107%;">1-21. Do you think setting up an HR unit in the main office
would help?<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-size: 12.0pt; line-height: 107%;">1-22. What specific functions should an HR unit carry out?
What HR functions would then be carried out by supervisors and other line
managers? What role should the Internet play in the new HR organization?<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<span style="font-family: "Calibri",sans-serif; font-size: 12.0pt; line-height: 107%; mso-ansi-language: EN-MY; mso-ascii-theme-font: minor-latin; mso-bidi-font-family: "Times New Roman"; mso-bidi-language: AR-SA; mso-bidi-theme-font: minor-bidi; mso-fareast-font-family: Calibri; mso-fareast-language: EN-US; mso-fareast-theme-font: minor-latin; mso-hansi-theme-font: minor-latin;">Source: GEORGE, SUPERVISION IN ACTION: ART
MANAGING OTHERS, 4th, (c) 1985. Printed and Electronically reproduced by
permission of Pearson Education, Inc., Upper Saddle River, New Jersey.</span>Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com0tag:blogger.com,1999:blog-500155722871045579.post-48931286751324166002017-03-02T19:13:00.001-08:002017-03-02T19:13:22.508-08:00The New Human Resource Manager: Focus on Improving Performance<b>They Focus on Improving Performance</b><br />
Employers expect their human resource managers to help lead their companies' performance -improvement efforts. Human resource managers recognize this. Surveys of HR professionals list competition for market share, price competition/price control, governmental regulations, need for sales growth, and need to increase productivity as top challenges HR managers face.<br />
<br />
Today's human resource manager is in a powerful position to improve the firm's performance and profitability, and uses three main levers to do so. The first is the HR department lever. He or she ensures that the human resource management function is delivering its services efficiently. For example, this might include outsourcing certain HR activities such as benefits management to more cost-effective outside vendors, controlling HR function headcount, and using technology such as portals and automated online employee prescreening to deliver its services more cost-effectively.<br />
<br />
The second is the employee costs lever. For example, the human resource manager takes a prominent role in advising top management about the company's staffing levels, and in setting and controlling the firm's compensation, incentives, and benefits policies.<br />
<br />
The third is the strategic results lever. Here the HR manager puts in place the policies and practices that produce the employee competencies and skills the company needs to achieve its strategic goals. For example, Yahoo's new employment policies helped to improve its innovation and competitiveness, and the bank's new software helped its customer service reps improve their performance, thanks to new human resource training and compensation practices.<br />
<br />
<br />Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com0tag:blogger.com,1999:blog-500155722871045579.post-92121767843100213142017-03-02T19:07:00.002-08:002017-03-02T19:07:45.828-08:00The New Human Resource Manager"<b><u>Personnel</u></b>" managers used to focus mostly on administrative activities. They took over hiring and firing from supervisors, ran the payroll department, and administered benefits plans. As expertise in testing emerged, the personnel department played a bigger role in employee selection and training.47 New union laws in the 1930s added "Helping the employer deal with unions" to the list of duties. With new equal employment laws in the 1960s, employers relied on HR for avoiding discrimination claims.<br />
<br />
Today, employers face new challenges, such as squeezing more profits from operations. They expect their human resource managers to have what it takes to address these new challenges. Let's look how today's HR managers deal with these challenges.<br />
<br />
<b><u>They Focus More on Strategic, Big-Picture Issues</u></b><br />
First, human resource managers are more involved in helping their companies address longer- term, strategic "big-picture" issues. Chapter 3 (Human Resource Management Strategy and Analysis) explains how they do this. In brief, we will see there that strategic human resource management means formulating and executing human resource policies and practices that pro¬duce the employee competencies and behaviors the company needs to achieve its strategic aims. The basic idea behind strategic human resource management is this: In formulating human re¬source management policies and practices, the manager's aim should be to produce the employee skills and behaviors that the company needs to achieve its strategic aims. So, for example, when Yahoo's new CEO recently wanted to improve her company's innovation and productivity, she turned to her new HR manager (a former investment banker). Yahoo then instituted many new HR policies. It eliminated telecommuting to bring workers back to the office, where they could continuously interact, and adopted new benefits (such as 16 weeks' paid maternity leave) to lure new engineers and to make Yahoo a more attractive place in which to work.<br />
<br />
<u>The model follows this three-step sequence: </u><br />
<br />
<br />
<ol>
<li>Set the firm's strategic aims </li>
<li>Pinpoint the employee behaviors and skills we need to achieve these strategic aims</li>
<li>Decide what HR policies and practices will enable us to produce these necessary employee behaviors and skills.</li>
</ol>
<br />
<div>
<br /></div>
Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com0tag:blogger.com,1999:blog-500155722871045579.post-72990681351068325192016-11-06T20:30:00.002-08:002016-11-06T20:30:24.577-08:00Enron, Ethics, and Organizational Culture<br /><div class="Style6" style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; margin: 0cm 1pt 0.0001pt; text-indent: 0cm;">
For many people, a company
called Enron Corp. still ranks as one of history's classic examples of ethics
run amok. During the 1990s and early 2000s, Enron was in the business of
wholesaling natural gas and electricity. Enron made its money as the
intermediary (wholesaler) between suppliers and customers. Without getting
into all the details, the nature of Enron's business—and the fact that Enron
didn't actually own the assets—meant that its profit statements and balance
sheets listing the firm's assets and liabilities were unusually difficult to
understand.<o:p></o:p></div>
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<br /></div>
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It turned out that the lack of
accounting transparency enabled the company's managers to make Enron's
financial performance look much better than it actually was. Outside experts
began questioning Enron's financial statements in 2001. In fairly short order,
Enron collapsed, and courts convicted several of its top executives of things
like manipulating Enron's reported assets and profitability. Many investors
(including former Enron employees) lost all or most of their investments in Enron.
In Enron's case this breakdown is perhaps more perplexing than usual. As one
writer said,<o:p></o:p></div>
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Enron had all the elements
usually found in comprehensive ethics and compliance programs: a code of
ethics, a reporting system, as well as a training video on vision and values
led by [the company's top executives].'<sup>35</sup><o:p></o:p></div>
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Experts subsequently put forth
many explanations for how a company that was apparently so ethical outwardly
could actually have been making so many bad ethical decisions without other
managers (and the board of directors) noticing. The explanations ranged from a
"deliberate concealment of information by officers," to more
psychological explanations (such as employees not wanting to contradict their
bosses) and the "surprising role of irrationality in
decision-making."'<o:p></o:p></div>
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<br /></div>
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But perhaps the most persuasive
explanation of how an apparently ethical company could go so wrong concerns
organizational culture. The reasoning here is that it's not the rules but what
employees feel they should do that determines ethical behavior. For example
(speaking in general, not specifically about Enron), the executive director of
the Ethics Officer Association put it this way:<o:p></o:p></div>
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<br /></div>
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[W]e're a legalistic society,
and we've created a lot of laws. We assume that if you just knew what those
laws meant that you would behave properly. Well, guess what? You can't write
enough laws to tell us what to do at all times every day of the week in every
part of the world. We've got to develop the critical thinking and critical
reasoning skills of our people because most of the ethical issues that we deal
with are in the ethical gray areas.<o:p></o:p></div>
<br /><br /><b>Questions</b><br /><br /><ol>
<li>Based on what you read in this chapter, summarize in one page or less how you would explain Enron's ethical meltdown.</li>
<li>It is said that when one securities analyst tried to confront Enron's CEO about the firm's unusual accounting statements, the CEO publicly used vulgar language to describe the analyst, and that Enron employees subsequently thought doing so was humorous. If true, what does that say about Enron's ethical culture?</li>
<li>This case and chapter had something to say about how organizational culture influences ethical behavior. What role do you think culture played at Enron? Give five specific examples of things Enron's CEO could have done to create a healthy ethical culture.</li>
</ol>
Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com1tag:blogger.com,1999:blog-500155722871045579.post-12966433142902757762016-11-06T20:27:00.002-08:002016-11-06T20:27:15.656-08:00Striking for Benefits<br /><div class="Style6" style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; margin: 0cm 1pt 0.0001pt; text-indent: 0cm;">
A few years ago, the strike by
Southern California grocery workers against the state's major supermarket
chains was almost 5 months old. The main issue was employee benefits, and
specifically how much (if any) of the employees' health-care costs the
employees should pay themselves. Based on their existing contract, Southern
California grocery workers had unusually good health benefits. For example,
they paid nothing toward their health insurance premiums, and paid only $ 10
co-payments for doctor visits. However, supporting these excellent health
benefits cost the big Southern California grocery chains over $4 per hour per
worker.<o:p></o:p></div>
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<br /></div>
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The big grocery chains were not
proposing cutting health-care insurance benefits for their existing employees.
Instead, they proposed putting any new employees hired after the new contract
went into effect into a separate insurance pool, and contributing $1.35 per
hour for their health insurance coverage. That meant new employees' health
insurance would cost each new employee perhaps $ 10 per week. And, if that $10
per week weren't enough to cover the cost of health care, then the employees
would have to pay more, or do without some of their benefits.<o:p></o:p></div>
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<br /></div>
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It was a difficult situation for
all involved. For the grocery chain employers, skyrocketing health-care costs
were undermining their competitiveness; the current employees feared any step
down the slippery slope that might eventually mean cutting their own health
benefits. The unions didn't welcome a situation in which they'd end up
representing two classes of employees, one (the existing employees) who had
excellent health insurance benefits, and another (newly hired employees) whose
benefits were relatively meager, and who might therefore be unhappy from the
moment they took their jobs and joined the union.<o:p></o:p></div>
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<br /></div>
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<a href="https://www.blogger.com/null" name="bookmark2"><b>Questions</b></a><o:p></o:p></div>
<br />
<br /><ol>
<li>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.</li>
<li>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?</li>
<li>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?</li>
</ol>
<br /><br /><i>Source: Based on "Settlement Nears for Southern California Grocery Strike," Knight-Ridder/Tribune Business News, February 26, 2004, item 04057052.</i>Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com0tag:blogger.com,1999:blog-500155722871045579.post-47792930775162905832016-11-06T20:21:00.001-08:002016-11-06T20:21:19.918-08:00GYC Financial Advisory Pte. Ltd.<br /><div class="Style6" style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; margin: 0cm 1pt 0.0001pt; text-indent: 0cm;">
GYC (Grow Your Capital)
Financial Advisory Pte. Ltd. is a leading provider of financial services in
Singapore. GYC was started in the late 1980s by Goh Yang Chye, and has now
grown into a one-stop financial services center for both companies and
individuals.<o:p></o:p></div>
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<br /></div>
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GYC has a flexible reward system
designed specifically for its four types of staff: the support staff, business
development staff, partners and practices, and portfolio executives. The
support staff receive monthly salaries and yearly bonuses, with their bonuses
being calculated based on three factors: their personal performance, the company's
performance, and the industry's performance. The business development staff are
those who are responsible for servicing the clients, as well as securing
business for the company. They are paid a basic monthly salary, as well as
"on-target earnings" that are paid based on a percentage of the
revenue from new clients that they bring into the company beyond a certain
agreed-upon target. Business development staff also receive discretionary
bonuses, which are paid based on a percentage of any recurring fees GYC
receives from the clients that they bring to the company.<o:p></o:p></div>
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<br /></div>
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GYC's partners are experienced
individuals, who bring with them a pool of clients. These individuals are in
great demand in the financial services industry and often do not wish to be
full-time employees of any firm. Upon joining GYC as partners, they receive a
percentage of the revenue they help secure for GYC. Practices are similar to
partners, except that they have grouped themselves into teams. Some practices
are formed internally by partners who joined GYC as individuals. Other
practices join GYC as preexisting teams. Like partners, practices are paid a
percentage of the money they make for GYC.<o:p></o:p></div>
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<br /></div>
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Portfolio executives are
independent advisors or consultants to GYC. They provide professional advice to
GYC on various issues. They are paid regular monthly fees called retainers, and
are managed by predefined deliverables. This arrangement works well for GYC as
it is able to get good advice and insights from these portfolio executives
without having to pay them on a full-time basis. It also ensures that they maintain
objectivity in the advice they give to the company.<o:p></o:p></div>
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<br /></div>
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GYC's reward system also
includes nonmonetary benefits like flex- hours and shorter working days in
order to attract and retain selected talented staff. This is because some of
the staff value flexibility more than financial rewards. There is a need to
fine-tune the reward system at GYC. For example, the income of some of the
business development staff at GYC can be very significant in good years. Past
experience indicates that business development staff are prone to leaving the
company after receiving the large windfall. Further, they may actually not want
all the money to be paid out in that year because they will be taxed very
highly. Another challenge that GYC faces is that there is a tendency for
business development staff to take undue risks when their rewards are directly
linked to the revenue they bring to the company.<o:p></o:p></div>
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<br /></div>
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<b><br /></b></div>
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<b><br /></b></div>
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<b>Questions</b><o:p></o:p></div>
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<b><br /></b></div>
<ol>
<li>How do GYC's remuneration packages relate to the various motivation theories?</li>
<li>What are strengths and weaknesses of GYC's remuneration packages?</li>
<li>Portfolio executives are paid based on retainer fees. Is this effective? What else can be done to reward portfolio executives?</li>
<li>What advice would you give to Goh Yang Chye to overcome the remuneration challenges GYC faces?</li>
</ol>
<div>
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</div>
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<i>Source: This case is based on an interview with the managing director, Gol Yang Chye.</i></div>
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<br /></div>
</div>
Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com2tag:blogger.com,1999:blog-500155722871045579.post-14941598559994635972016-11-06T20:10:00.005-08:002016-11-06T20:24:05.693-08:00Carter Cleaning Company<br />
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<a href="https://www.blogger.com/null" name="bookmark1">The New Pay
Plan</a><o:p></o:p></div>
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Carter Cleaning Centers does not
have a formal wage structure nor does it have rate ranges or use compensable
factors. Wage rates are based mostly on those prevailing in the surrounding
community and are tempered with an attempt on the part of Jack Carter to
maintain some semblance of equity between what workers with different responsibilities
in the stores are paid.<o:p></o:p></div>
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<br /></div>
<br />
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Carter does not make any formal
surveys when determining what his company should pay. He peruses the want ads
almost every day and conducts informal surveys among his friends in the local
chapter of the laundry and cleaners trade association. While Jack has taken a
"seat-of- the-pants" approach to paying employees, his salary
schedule has been guided by several basic pay policies. Although many of his
colleagues adhere to a policy of paying minimum rates, Jack has always followed
a policy of paying his employees about 10% above what he feels are the
prevailing rates, a policy that he believes reduces turnover while fostering
employee loyalty. Of somewhat more concern to Jennifer is her father's informal
policy of paying men about 20% more than women for the same job. Her father's
explanation is, "They're stronger and can work harder for longer hours,
and besides they all have families to support."</div>
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<span style="text-indent: 15pt;"><br /></span></div>
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<br /></div>
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<b>Questions</b></div>
<ol>
<li>Is the company at the point where it should be setting up a formal salary structure based on a complete job evaluation? Why? </li>
<li>Is Jack Carter's policy of paying 10% more than the prevailing rates a sound one, and how could that be determined? </li>
<li>Similarly, is Carter's male-female differential wise? If not, why not? </li>
<li>Specifically, what would you suggest Jennifer do now with respect to her company's pay plan?</li>
</ol>
Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com0tag:blogger.com,1999:blog-500155722871045579.post-3002456466902702162016-11-06T20:06:00.004-08:002016-11-06T20:06:54.374-08:00Salary Inequities at AstraZeneca<br /><div class="Style6" style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; margin: 0cm 0cm 0.0001pt 1pt; text-indent: 0cm;">
More than 50 years after passage
of the Equal Pay Act, women in America still earn about 80 cents for every
dollar earned by a man. That adds up to a loss for the average female worker of
about $380,000 over a lifetime.<o:p></o:p></div>
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<br /></div>
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Recently, the U.S. Department of
Labor's Office of Federal Contract Compliance Programs (OFCCP) entered into an
agreement with AstraZeneca, a large international pharmaceuticals firm, for the
company to pay some of its female sales associates a total of $250,000."<sup> </sup>AstraZeneca had a contract valued at over $2 billion with the U.S. Department
of Veterans Affairs to provide drugs to hospitals around the country. That made
it subject to Executive Order 11246, which aims to ensure that employees of
U.S. contractors and subcontractors with federal contracts pay their employees
fairly without regard to sex, race, color, religion, and national origin.<o:p></o:p></div>
<div class="Style6" style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; margin: 0cm 0cm 0.0001pt 1pt; text-indent: 15pt;">
<br /></div>
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After conducting a compliance
review, the OFCCP concluded that AstraZeneca violated Executive Order 11246 by
failing to ensure certain women employees were paid fairly. According to the
OFCCP lawsuit, an AstraZeneca Business Center had routinely paid some of its
female "primary care" and "specialty care" level III
pharmaceutical sales specialists an average of $1,700 less than men with the
same positions.<o:p></o:p></div>
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<br /></div>
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Because of the company's pay
secrecy policies, many of the women didn't know they were being paid less. In
addition to the financial settlement, AstraZeneca and OFCCP will review
records of the firm's female employees in 14 states. If they find additional
statistical evidence of wage discrimination, the company must remedy it.<o:p></o:p></div>
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<br /></div>
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<b><u>Questions</u></b><o:p></o:p></div>
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<br /></div>
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AstraZeneca has brought you in as a compensation consultant. Here are the questions they would like you to answer for them:</div>
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11-19. Although the case with OFCCP is closed, we wonder if there are any less discriminatory explanations possible for why our women sales reps on average earned less than men. If so, what are they?</div>
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<br /></div>
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11-20. Our own company now uses a point method to evaluate <span style="text-indent: 0cm;">jobs for pay purposes, and each resulting job class also has a rate range associated with it. Sales associates are now paid a salary that is not based on incentive pay. List three specific things we can do to ensure that a similar problem (inequitable pay based on gender) does not arise again, assuming they continue using the point plan. </span></div>
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<span style="text-indent: 0cm;"><br /></span></div>
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11-21. What sort of compensation plan would you recommend for us, and why?</div>
Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com0tag:blogger.com,1999:blog-500155722871045579.post-77928725048945133342016-11-03T19:21:00.004-07:002016-11-03T19:21:36.465-07:00GYC Financial Advisory Pte. Ltd.<br /><div class="Style6" style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; margin: 0cm 1pt 0.0001pt; text-indent: 0cm;">
GYC (Grow Your Capital)
Financial Advisory Pte. Ltd. is a leading provider of financial services in
Singapore. GYC was started in the late 1980s by Goh Yang Chye, and has now
grown into a one-stop financial services center for both companies and
individuals.<o:p></o:p></div>
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<br /></div>
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GYC has a flexible reward system
designed specifically for its four types of staff: the support staff, business
development staff, partners and practices, and portfolio executives. The
support staff receive monthly salaries and yearly bonuses, with their bonuses
being calculated based on three factors: their personal performance, the company's
performance, and the industry's performance. The business development staff are
those who are responsible for servicing the clients, as well as securing
business for the company. They are paid a basic monthly salary, as well as
"on-target earnings" that are paid based on a percentage of the
revenue from new clients that they bring into the company beyond a certain
agreed-upon target. Business development staff also receive discretionary
bonuses, which are paid based on a percentage of any recurring fees GYC
receives from the clients that they bring to the company.<o:p></o:p></div>
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<br /></div>
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GYC's partners are experienced
individuals, who bring with them a pool of clients. These individuals are in
great demand in the financial services industry and often do not wish to be
full-time employees of any firm. Upon joining GYC as partners, they receive a
percentage of the revenue they help secure for GYC. Practices are similar to
partners, except that they have grouped themselves into teams. Some practices
are formed internally by partners who joined GYC as individuals. Other
practices join GYC as preexisting teams. Like partners, practices are paid a
percentage of the money they make for GYC.<o:p></o:p></div>
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<br /></div>
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Portfolio executives are
independent advisors or consultants to GYC. They provide professional advice to
GYC on various issues. They are paid regular monthly fees called retainers, and
are managed by predefined deliverables. This arrangement works well for GYC as
it is able to get good advice and insights from these portfolio executives
without having to pay them on a full-time basis. It also ensures that they maintain
objectivity in the advice they give to the company.<o:p></o:p></div>
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<br /></div>
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GYC's reward system also
includes nonmonetary benefits like flex- hours and shorter working days in
order to attract and retain selected talented staff. This is because some of
the staff value flexibility more than financial rewards. There is a need to
fine-tune the reward system at GYC. For example, the income of some of the
business development staff at GYC can be very significant in good years. Past
experience indicates that business development staff are prone to leaving the
company after receiving the large windfall. Further, they may actually not want
all the money to be paid out in that year because they will be taxed very
highly. Another challenge that GYC faces is that there is a tendency for
business development staff to take undue risks when their rewards are directly
linked to the revenue they bring to the company.</div>
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<b><u>Questions</u></b></div>
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12-22. How do GYC's remuneration packages relate to the various motivation theories?</div>
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12-23. What are strengths and weaknesses of GYC's remuneration packages?</div>
<div class="Style6" style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; margin: 0cm 1pt 5.85pt; text-indent: 15pt;">
12-24. Portfolio executives are paid based on retainer fees. Is</div>
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this effective? What else can be done to reward portfolio executives?</div>
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12-25. What advice would you give to Goh Yang Chye to overcome the remuneration challenges GYC faces?</div>
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<br /></div>
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<br /></div>
<i><span class="CharStyle12"><span lang="EN-US">Source:</span></span><span lang="EN-US" style="font-family: "Times New Roman", serif;"> This case is based on an interview with the
managing director, Goh Yang Chye.</span></i>Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com1tag:blogger.com,1999:blog-500155722871045579.post-16191272423584460242016-11-03T19:18:00.001-07:002016-11-03T19:18:10.245-07:00Salary Inequities at AstraZeneca<br /><div class="Style6" style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; margin: 0cm 0cm 0.0001pt 1pt; text-indent: 0cm;">
More than 50 years after passage
of the Equal Pay Act, women in America still earn about 80 cents for every
dollar earned by a man. That adds up to a loss for the average female worker of
about $380,000 over a lifetime.<o:p></o:p></div>
<div class="Style6" style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; margin: 0cm 0cm 0.0001pt 1pt; text-indent: 0cm;">
<br /></div>
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Recently, the U.S. Department of
Labor's Office of Federal Contract Compliance Programs (OFCCP) entered into an
agreement with AstraZeneca, a large international pharmaceuticals firm, for the
company to pay some of its female sales associates a total of $250,000.<sup>119
</sup>AstraZeneca had a contract valued at over $2 billion with the U.S. Department
of Veterans Affairs to provide drugs to hospitals around the country. That made
it subject to Executive Order 11246, which aims to ensure that employees of
U.S. contractors and subcontractors with federal contracts pay their employees
fairly without regard to sex, race, color, religion, and national origin.<o:p></o:p></div>
<div class="Style6" style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; margin: 0cm 0cm 0.0001pt 1pt; text-indent: 15pt;">
<br /></div>
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After conducting a compliance
review, the OFCCP concluded that AstraZeneca violated Executive Order 11246 by
failing to ensure certain women employees were paid fairly. According to the
OFCCP lawsuit, an AstraZeneca Business Center had routinely paid some of its
female "primary care" and "specialty care" level III
pharmaceutical sales specialists an average of $1,700 less than men with the
same positions.<o:p></o:p></div>
<div class="Style6" style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; margin: 0cm 0cm 0.0001pt 1pt; text-indent: 15pt;">
<br /></div>
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Because of the company's pay
secrecy policies, many of the women didn't know they were being paid less. In
addition to the financial settlement, AstraZeneca and OFCCP will review
records of the firm's female employees in 14 states. If they find additional
statistical evidence of wage discrimination, the company must remedy it.<o:p></o:p></div>
<div class="Style6" style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; margin: 0cm 3pt 5.85pt 1pt; text-indent: 0cm;">
<br /></div>
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<b><u>Questions</u></b></div>
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<span style="text-indent: 0cm;">AstraZeneca has brought you in as a compensation consultant. Here are the questions they would like you to answer for them:</span></div>
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11-19. Although the case with OFCCP is closed, we wonder if there are any less discriminatory explanations possible for why our women sales reps on average earned less than men. If so, what are they?</div>
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11-20. Our own company now uses a point method to evaluate</div>
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jobs for pay purposes, and each resulting job class also has a rate range associated with it. Sales associates are now paid a salary that is not based on incentive pay. List three specific things we can do to ensure that a similar problem (inequitable pay based on gender) does not arise again, assuming they continue using the point plan.</div>
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11-21. What sort of compensation plan would you recommend for us, and why?</div>
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<br /></div>
Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com0tag:blogger.com,1999:blog-500155722871045579.post-81405478685692700112016-11-03T19:15:00.003-07:002016-11-03T19:15:38.135-07:00Goelectrix<br /><div class="Style6" style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; margin: 0cm 0cm 0.0001pt 1pt; text-indent: 0cm;">
Today, France has a minimal
"hire-and-fire" culture. The French government strengthened the
entrepreneurial relationship between employers and employees by enacting new
legislation. Self-employment is possible without red tapism or financial
constraints, like paying fixed taxes based on previously declared incomes. Such
an individual is "L'autoentrepreneur"— self-employed entrepreneur, or
"SEE." Goelectrix, a small start-up in the south of France, began as
a response to a potential increase in demand for electric vehicles. In April
2011, electric car sales in France were up to 187 registrations. Goelectrix imports
cars from Italy; small, off-road vehicles from Spain; and scooters from the
Netherlands and China, with exclusive rights to market them in southern France.<o:p></o:p></div>
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Goelectrix employs five to ten
people a year, including a sales force of four. The salespersons are
compensated according to the number of direct sales and potential accounts
within the regional business community. The main advantage in using SEEs: being
able to respond quickly when matching qualified individuals with seasonal
demand, when numerous clients have to manage an increasing number of customers.
It reduces administrative costs accrued because SEEs invoice their services but
manage their own pay.<o:p></o:p></div>
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Questions<o:p></o:p></div>
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10-24.
To what extent do SEEs in small companies, like Goelectrix, reduce full-time
employee engagement? Justify.<o:p></o:p></div>
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10-25.
Can a small company manage talent in a difficult economic context? Referring to
this chapter, explain how.<o:p></o:p></div>
Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com0tag:blogger.com,1999:blog-500155722871045579.post-87776779052082900842016-11-02T19:35:00.000-07:002016-11-02T19:35:42.735-07:00Appraising the Secretaries at Sweetwater U<br /><div class="Style6" style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; margin: 0cm 1pt 0.0001pt; text-indent: 0cm;">
Rob Winchester, newly appointed
vice president for administrative affairs at Sweetwater State University, faced
a tough problem shortly after his university career began. Three weeks after he
came on board in September, Sweetwater's president, Rob's boss, told Rob that
one of his first tasks was to improve the appraisal system used to evaluate secretarial
and clerical performance at Sweetwater U. The main difficulty was that the
performance appraisal was traditionally tied directly to salary increases
given at the end of the year. Therefore, most administrators were less than
accurate when they used the graphic rating forms that were the basis of the
clerical staff evaluation. In fact, what usually happened was that each
administrator simply rated his or her clerk or secretary as "excellent."
This cleared the way for them to receive a maximum pay raise every year.<o:p></o:p></div>
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But the current university
budget simply did not include enough money to fund another "maximum"
annual raise for every staffer. Furthermore, Sweetwater's president felt that the
custom of providing invalid feedback to each secretary on his or her year's
performance was not productive, so he had asked the new vice president to
revise the system. In October, Rob sent a memo to all administrators, telling
them that in the future no more than half the secretaries reporting to any
particular administrator could be appraised as "excellent." This
move, in effect, forced each supervisor to begin ranking his or her secretaries
for quality of performance. The vice president's memo met widespread resistance
immediately—from administrators, who were afraid that many of their secretaries
would begin leaving for more lucrative jobs, and from secretaries, who felt
that the new system was unfair and reduced each secretary's chance of receiving
a maximum salary increase. A handful of secretaries had begun picketing outside
the president's home on the university campus. The picketing, caustic remarks
by disgruntled administrators, and rumors of an impending slowdown by the
secretaries (there were about 250 on campus) made Rob Winchester wonder whether
he had made the right decision by setting up forced ranking. He knew, however,
that there were a few performance appraisal experts in the School of Business,
so he decided to set up an appointment with them to discuss the matter.<o:p></o:p></div>
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He met with them the next
morning. He explained the situation as he had found it: The current appraisal
system had been set up when the university first opened 10 years earlier. A
committee of secretaries had developed it. Under that system, Sweetwater's
administrators filled out forms similar to the one shown in Table 9-2. This
once- a-year appraisal (in March) had run into problems almost immediately,
since it was apparent from the start that administrators varied widely in their
interpretations of job standards, as well as in how conscientiously they
filled out the forms and supervised their secretaries. Moreover, at the end of
the first year it became obvious to everyone that each secretary's salary
increase was tied directly to the March appraisal. For example, those rated
"excellent" received the maximum increases, those rated
"good" received smaller increases, and those given neither rating
received only the standard across-the-board cost- of-living increase. Since universities
in general—and Sweetwater, in particular—have paid secretaries somewhat lower
salaries than those prevailing in private industry, some secretaries left in a
huff that first year. From that time on, most administrators simply rated all
secretaries excellent in order to reduce staff turnover, thus ensuring each a
maximum increase. In the process, they also avoided the hard feelings aroused
by the significant performance differences otherwise highlighted by
administrators.<o:p></o:p></div>
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Two Sweetwater experts agreed to
consider the problem, and in 2 weeks they came back to the vice president with
the following recommendations. First, the form used to rate the secretaries
was grossly insufficient. It was unclear what "excellent" or
"quality of work" meant, for example. They recommended instead a form
like that in Figure 9-4. In addition, they recommended that the vice president
rescind his earlier memo and no longer attempt to force university
administrators to arbitrarily rate at least half their secretaries as something
less than excellent. The two consultants pointed out that this was unfair,
since it was quite possible that any particular administrator might have
staffers who were all or virtually all excellent—or conceivably, although less
likely, all below standard. The experts said that the way to get all the
administrators to take the appraisal process more seriously was to stop tying
it to salary increases. In other words, they recommended that every administrator
fill out a form as in Figure 9-4 for each secretary at least once a year and
then use this form as the basis of a counseling session. Salary increases would
have to be made on some basis other than the performance appraisal, so that
administrators would no longer hesitate to fill out the rating forms honestly.<o:p></o:p></div>
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Rob thanked the two experts and
went back to his office to ponder their recommendations. Some of the
recommendations (such as substituting the new rating form for the old) seemed
to make sense. Nevertheless, he still had serious doubts as to the efficacy of
any graphic rating form, particularly compared with his original, preferred
forced ranking approach. The experts' second recommendation—to stop tying the
appraisals to automatic salary increases—made sense but raised at least one
very practical problem: If salary increases were not to be based on performance
appraisals, on what were they to be based? He began wondering whether the
experts' recommendations weren't simply based on ivory tower theorizing.<o:p></o:p></div>
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Questions<o:p></o:p></div>
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9-34. Do you think that the
experts' recommendations will be<o:p></o:p></div>
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sufficient to get most of the
administrators to fill out the rating forms properly? Why? Why not? What
additional actions (if any) do you think will be necessary?<o:p></o:p></div>
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9-35. Do you think that 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 a
ranking method? Why?<o:p></o:p></div>
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9-36. What performance appraisal
system would you develop for the secretaries if you were Rob Winchester? Defend
your answer.<o:p></o:p></div>
Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com0tag:blogger.com,1999:blog-500155722871045579.post-35771365986399580692016-11-02T19:17:00.002-07:002016-11-02T19:25:24.212-07:00The Mentorship Program at TVH<br />
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh9E7vnpZWi4l6pQO2a6fN6m0AFrZwdPdOFj6-2zOyClDMO-BpWlK81tpLb8A2Te2L3ij0QP1DVJmr93Wn_Pwk_dCTBMW7UE8DZ4ZzPjH_JuUFyImdDJjcC_GiSLtwxpL0UAeNoyxYq748/s1600/tvh-group-thermote-vanhalst.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="226" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh9E7vnpZWi4l6pQO2a6fN6m0AFrZwdPdOFj6-2zOyClDMO-BpWlK81tpLb8A2Te2L3ij0QP1DVJmr93Wn_Pwk_dCTBMW7UE8DZ4ZzPjH_JuUFyImdDJjcC_GiSLtwxpL0UAeNoyxYq748/s320/tvh-group-thermote-vanhalst.jpg" width="320" /></a></div>
Group Thermote &
Vanhalst—TVH—is a global organization that specializes in constructing and
repairing forklift trucks. The organization's expansion presents Paul Sanders,
HR director at TVH, with a tough problem: TVH doesn't have a system to capture,
store, and leverage employees' knowledge. There is a massive inflow of young
people who lack technical know-how, and specialized knowledge is lost when
older employees leave the company. In order to deal with this problem, Paul
Sanders introduced a mentorship program. This program helps older employees
transmit their knowledge and know-how to younger employees.<o:p></o:p></div>
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Paul realizes that the
transition to the mentoring system has not gone smoothly when he gets a letter
from Freddy Jacobs, one of his most respected employees. Freddy challenges him
with the following:<o:p></o:p></div>
<br />
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"Lately we are doing
nothing but explaining work processes to the young guys. Our own work has to be
put aside, and why? Moreover, the young guy at pre-packing has never seen a
forklift truck in his life, but he started off in charge of three older people.
We have worked together successfully for more than 30 years, and I hope that
you will deal correctly with this situation." After Paul finished reading
the letter, he frowned. Experienced workers were putting a lot of effort into
teaching newcomers the tricks of the trade, but the older workers were now
becoming upset because of the career opportunities given to the newcomers. Paul<span class="CharStyle8"> believes</span> that an insufficient transfer of knowledge is
at the heart of many issues at TVH. How can he optimize his system to manage
knowledge efficiently?<o:p></o:p></div>
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<b>Questions<span class="Apple-tab-span" style="white-space: pre;"> </span></b></div>
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8-29. If you were Paul Sanders, how would you deal with the issues raised in the letter?<span class="Apple-tab-span" style="white-space: pre;"> </span></div>
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8-30. What would make the mentoring program a success? How would you define success, and failure?</div>
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8-31. Under what circumstances would you choose these training processes?</div>
<div>
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Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com0tag:blogger.com,1999:blog-500155722871045579.post-28458459580338472972016-11-02T19:17:00.001-07:002016-11-02T19:19:22.809-07:00Nurse Recruitment at Gulf Hospital<br />
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Gulf Hospital (GH) is one of the
leading hospitals in the country, known for providing quality healthcare
services at affordable prices. Its vision is to become a<span class="CharStyle8">
national healthcare center,</span> providing better, faster, and friendlier
care. Its internal strategy focuses on continuously improving service quality
and achieving higher customer satisfaction. However, both doctors and patients
have recently complained about the impatience of some nurses, their lack of
cooperation, and their lack of relevant experience. The nurses have been
accused of creating a bad atmosphere in some departments due to their inability
to get along with each other. Nurse turnover has been increasing over the last
2 years, reaching 20%. With current plans to enlarge the Pediatrics
Department, there is a need to recruit and select 25 new nurses over the next
few months.<o:p></o:p></div>
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Most nurses at GH are recruited
internally: 70% of the applications come from referrals, 10% from the
hospital's Web site, and the rest are spontaneous applications. Only 5% of the
nurses are recruited externally, using classified ads in the local newspaper.
Since publication of the job opening 4 weeks ago, Hussam, the HR director, has
received 250 resumes. After screening for education and experience, he is left
with 100 candidates. Hussam wants to improve the selection process. The
following are the elements that give Heba, the new HR assistant, a headache.<o:p></o:p></div>
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Hussam insists on interviewing
the nurses himself, because he believes that doctors and supervisors do not
have the HRM background to do it effectively on their own. Since they are
disappointed with the behavior of the newer nurses, the directors of the three
different recruiting departments (pediatrics, trauma, and maternity) also want
to interview personally those nurses who will work in their departments.<o:p></o:p></div>
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Finally, the nursing director
also wants to be included in the job interviews. But the nursing director, the
department heads, and the nurses themselves have regular arguments about the
role of nurses! And all of them want to interview the nurses because they have
quite different beliefs about the way nurses should be selected. All these
people are very busy, so Hussam has decided to carry out panel selection
interviews. Each candidate will be interviewed by the HRM director, the
nursing director, and the potential department head. Some of the nurses are
considered for two different departments.<o:p></o:p></div>
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From the job description, Heba assembled the job specifications:<o:p></o:p></div>
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<!--[if !supportLists]-->(1)<span style="font-size: 7pt; font-stretch: normal; font-variant-numeric: normal; line-height: normal;">
</span><!--[endif]-->nursing degree in the country of origin and necessary licenses from the
local government;<o:p></o:p></div>
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<!--[if !supportLists]-->(2)<span style="font-size: 7pt; font-stretch: normal; font-variant-numeric: normal; line-height: normal;">
</span><!--[endif]-->minimum of 2 years of experience in the specialized nursing field;<o:p></o:p></div>
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<!--[if !supportLists]-->(3)<span style="font-size: 7pt; font-stretch: normal; font-variant-numeric: normal; line-height: normal;">
</span><!--[endif]-->flexibility and willingness to learn new skills (GH is not a big
hospital, so nurses will be asked to perform multiple tasks in some
situations);<o:p></o:p></div>
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<!--[if !supportLists]-->(4)<span style="font-size: 7pt; font-stretch: normal; font-variant-numeric: normal; line-height: normal;">
</span><!--[endif]-->positive attitude, enthusiasm, and helpfulness; and<o:p></o:p></div>
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<!--[if !supportLists]-->(5)<span style="font-size: 7pt; font-stretch: normal; font-variant-numeric: normal; line-height: normal;"> </span><!--[endif]-->fit with the team. GH wants a
family-like environment that helps patients feel better during their stay.<o:p></o:p></div>
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<br /></div>
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<b>Questions</b><o:p></o:p></div>
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Assume you are Heba. Hussam has
asked you to organize the panel interviews. The panel interviewers are Hussam,
the department heads, and the nursing director; the department heads and the
nursing director have never conducted selection interviews before.<o:p></o:p></div>
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7-23. What are the challenges or
potential pitfalls in this situation?<o:p></o:p></div>
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7-24. What sequential steps
should be followed to design and conduct effective job interviews in this
situation?<o:p></o:p></div>
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</div>
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7-25. Would you conduct a crash
seminar on interviewing skills for the doctors and the director of nursing? Why
or why not? What would you teach them?<o:p></o:p></div>
Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com1tag:blogger.com,1999:blog-500155722871045579.post-27509719055065777642016-10-31T21:54:00.006-07:002016-10-31T21:54:58.414-07:00KPMG Recruits<br /><div class="Style6" style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; margin: 0cm 1pt 0.0001pt; text-indent: 0cm;">
KPMG recruits 1,500 to 2,000
graduates each year in Hong Kong and mainland China to support its fast
expansion in the region. It targets top talents who are passionate, innovative,
open and honest, and team players. But how can it achieve such a challenging
target without compromising on quality recruits? KPMG has adopted a rigorous
selection process and top criteria involving four steps, before extending an employment
offer. First, candidates have to complete an online application form seeking
information pertaining to their career ambitions and extracurricular
activities. More important, KPMG seeks a personal fit with its organizational
values.<o:p></o:p></div>
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<br /></div>
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Second, KPMG invites candidates
to undergo numerical reasoning and verbal reasoning tests, aimed at measuring a
candidate's ability to analyze numerical data and information in a realistic
context. The tests are objective selection tools that require good time
management skills from the candidates.<o:p></o:p></div>
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<br /></div>
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Those passing the aptitude tests
will be invited to analyze and present a company case to a manager.
Candidates' analytical, presentation, and problem-solving skills are all
assessed. Candidates will then have a one-to-one interview with the manager.
The final round of the selection process is a second interview, where
shortlisted candidates meet with a partner. Questions about the candidate's
background, extra curricular activities, and current affairs are discussed.
Competency-based behavioral questions may be included. Possible questions
include: "Can you give me an example that demonstrates your leadership
ability?" and "Can you share an experience about how you overcame
difficulties?" Competencies such as team spirit, effective verbal
communication, forward thinking, passion, and motivation in developing a
career with the firm will also be assessed.<o:p></o:p></div>
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<br /></div>
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Thanks to these rigorous
selection tools, KPMG manages to employ at a ratio of 1:9 (candidates hired to
the number of applicants) in its graduate recruitment exercise each year,
exhibiting the effectiveness of its selection procedure.<o:p></o:p></div>
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<br /></div>
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<b>Questions</b><o:p></o:p></div>
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6-20. Nowadays, the online
application form is a popular initial selection method. Discuss the advantages
and disadvantages of this method.<o:p></o:p></div>
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6-21. Evaluate the efficiency
and effectiveness of KPMG's selection process and methods.<o:p></o:p></div>
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<br /></div>
<i><span class="CharStyle12"><span lang="EN-US">Sources:</span></span><span lang="EN-US" style="font-family: "Times New Roman", serif;"> Margaret So, Director of Human Resources, KPMG
Hong Kong; KPMG China, </span></i><br />
<i><span lang="EN-US" style="font-family: "Times New Roman", serif;"><a href="http://www.kpmg.com/cn/en/pages/default.aspx"><span style="color: black; text-decoration: none; text-underline: none;">www.kpmg.com/cn/en/pages/default.aspx</span></a>,
accessed November </span><span class="CharStyle13"><span lang="EN-US">2011</span></span></i>Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com309tag:blogger.com,1999:blog-500155722871045579.post-41791239579836799522016-10-31T21:48:00.000-07:002016-10-31T21:48:14.746-07:00Ya Kun Kaya International<br />
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Ya Kun was founded in 1944 by
Loi Ah Koon, as a coffee shop that served coffee, tea, eggs, and toast. Ya Kun
International moved to Singapore in 2001, where it now has 32 outlets, and has
27 franchise outlets in other parts of Asia. Its overseas outlets are located
in Indonesia, Taiwan, Japan, South Korea, Vietnam, and the Philippines.<o:p></o:p></div>
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<br /></div>
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Ya Kun has a family-style work
environment and an established "promotion-from-within" policy. There
is also a strong emphasis on teamwork, where helping one another is the norm,
even between employees across outlets and departments. The top management
reinforces this teamwork culture at Ya Kun. The organization also has a very
flat structure, where staff feel comfortable approaching their superiors to
discuss their problems or suggestions for improvements.<o:p></o:p></div>
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<br /></div>
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Job openings for the outlet
staff are advertised in Chinese and English newspapers, as well as through
recruitment notices at Ya Kun outlets. Applicants who respond to the
advertisements are invited for interviews. Applicants go through two rounds of
interviews—one with the senior area manager and one with the operations
manager. Job applicants are screened primarily for their level of commitment
and willingness to work shifts. Other desirable qualities include integrity,
diligence, and honesty. Prior experience in the food and beverage industry is
not essential. Ya Kun believes that if an applicant is committed and willing to
learn, the necessary skills to excel in the job can easily be taught.
Successful applicants then go through 2 weeks of training and remain on
probation for 3 months. Most of Ya Kun Singapore's outlet staff are more than
30 years of age because mature workers generally have better work attitudes and
exhibit a higher level of job commitment. Also, the majority of the outlet
staff are Singaporeans, with a small proportion from Malaysia and China. Most
of the outlet staff are full-time workers, with some part-time staff hired to
complement the full-time staff when they go on vacation or become ill. The
usual operating hours of each outlet are from 7 A.M. to 11 P.M., and the staff
work 8-hour shifts. Each outlet has about 10 staff working each of the two
shifts. The emphasis on good attitude and character in the selection of outlet
staff has helped Ya Kun build a pool of hardworking and committed workers.
Loyalty, honesty, and fairness are the most important attributes sought in
selecting store managers from among the outlet staff. All these help keep the
staff happy and committed to the company, which Ya Kun believes has translated
into their serving customers well.<o:p></o:p></div>
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<br /></div>
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The main challenge Ya Kun faces
is recruiting employees with the right attitude, because the technical skills
required are relatively easy to learn. Some applicants are unwilling to work
shifts, making it difficult for Ya Kun to hire them: shift work is inevitable
in the food and beverage retail industry.<o:p></o:p></div>
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<br /></div>
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<b>Questions</b><o:p></o:p></div>
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5-27. How would you forecast the
manpower needs of Ya Kun?<o:p></o:p></div>
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5-28. What are the advantages
and disadvantages of Ya Kun's hiring part-time workers?<o:p></o:p></div>
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5-29. A good attitude and
commitment are two important attributes that Ya Kun looks for in its job
applicants. Is a job interview an effective method to assess these two
attributes? What else can Ya Kun do to get reliable information on these two
attributes?<o:p></o:p></div>
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5-30. What suggestions would you
make to Ya Kun to improve its recruiting processes?<o:p></o:p></div>
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<br /></div>
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<i><span class="CharStyle12">Sources:</span> The information in this case was obtained through online interviews
with staff from Ya Kun; Ya Kun Kaya Toast, <a href="http://yakun.com.sg/"><span style="color: black; text-decoration: none;">http://yakun.com.sg/</span></a>, accessec November 2009.</i><o:p></o:p></div>
Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com0tag:blogger.com,1999:blog-500155722871045579.post-87249762704504826032016-10-31T21:42:00.001-07:002016-10-31T21:42:13.071-07:00Recruiting In Europe<div>
<div>
<br /></div>
<div>
John graduated from a British university with a degree in Human Re¬source Management. It was there that he met Marie, a French Erasmus student. Marie had wanted to go back home, so John had secured a job in a recruitment agency in Marseille, France.</div>
<div>
The agency, Talent Spotting Spectrum (TSS), headquartered in Barcelona and Madrid (Spain), is a HR consulting agency specializing in the recruitment and selection of international staff and sales staff. TSS has a workforce of 25 people, led by two managers, with 19 tenured employees. The company also has four outsourced IT technicians. Last year, TSS opened the French office; next year, the company plans to open another in Turin, Italy, and then expand to other European regions where opportunities are growing.</div>
<div>
John's first task is to write job descriptions for two generic posts, which will be opened in each new office; the descriptions are to be written in English.</div>
</div>
<div>
<b><br /></b></div>
<div>
<div>
<b>The Jobs</b></div>
<div>
<u>Accounts Manager:</u></div>
<div>
•<span class="Apple-tab-span" style="white-space: pre;"> </span>Analyze new business opportunities</div>
<div>
•<span class="Apple-tab-span" style="white-space: pre;"> </span>Deliver formal business presentations</div>
<div>
•<span class="Apple-tab-span" style="white-space: pre;"> </span>Manage a team of HR consultants</div>
<div>
•<span class="Apple-tab-span" style="white-space: pre;"> </span>Select, interview, and present candidates to clients</div>
<div>
<u>HR Consultant:</u></div>
<div>
•<span class="Apple-tab-span" style="white-space: pre;"> </span>Find the right person to match requirements</div>
<div>
•<span class="Apple-tab-span" style="white-space: pre;"> </span>Maintain excellent relations with clients</div>
<div>
•<span class="Apple-tab-span" style="white-space: pre;"> </span>Advertise job opportunities on the different TSS Web sites and find resumes that have been posted on others</div>
<div>
<br /></div>
<div>
<b>Questions</b></div>
<div>
4-24. Referring to the duties listed above, make a list of the compe¬tencies required for each job.</div>
<div>
Source: Data collated by Claire Mennessier, Charlotte Morel, and Estelle Seban, www.talentsearchpeople.com</div>
</div>
<div>
</div>
Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com0tag:blogger.com,1999:blog-500155722871045579.post-15604287428854065012016-10-31T21:29:00.003-07:002016-10-31T21:29:21.977-07:00The High-Performance Work System<br /><div class="Style6" style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; margin: 0cm 0cm 0.0001pt 1pt; text-indent: 0cm;">
As a recent graduate and as a
person who keeps up with the business press, Jennifer Carter is familiar with
the benefits of programs such as total quality management and high-performance
work systems.<o:p></o:p></div>
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Jack, her father, actually
installed a total quality program of sorts at Carter, and it has been in place
for about 5 years. This program takes the form of employee meetings. Jack holds
employee meetings periodically, but particularly when there is a serious
problem in a store—such as poor-quality work or machine breakdowns. When
problems like these arise, instead of trying to diagnose them himself or with
Jennifer, he contacts all the employees in that store and meets with them when
the store closes. Hourly employees get extra pay for these meetings. The
meetings have been useful in helping Jack to identify and rectify several
problems. For example, in one store all the fine white blouses were coming out
looking dingy. It turned out that the cleaner/spotter had been ignoring the
company rule that required cleaning ("boiling down") the
perchloroethylene cleaning fluid before washing items like these. As a result,
these fine white blouses were being washed in cleaning fluid that had residue
from other, earlier washes.<o:p></o:p></div>
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Jennifer now wonders whether
these employee meetings should be expanded to give the employees an even bigger
role in managing the Carter stores' quality. "We can't be everywhere
watching everything all the time," she said to her father. "Yes, but
these people only earn about $8 to $15 per hour. Will they really want to act
like mini- managers?" he replied.<o:p></o:p></div>
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<a href="https://www.blogger.com/null" name="bookmark2">Questions</a><o:p></o:p></div>
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3-21. Would you recommend that
the Carters expand their quality program? If so, specifically what form should
it take?<o:p></o:p></div>
<br />
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3-22. Assume the Carters want to
institute a high-performance work system as a test program in one of their
stores. Write a one-page outline summarizing important HR practices you think
they should focus on.<o:p></o:p></div>
Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com0tag:blogger.com,1999:blog-500155722871045579.post-84059950235678193162016-10-31T21:28:00.000-07:002016-10-31T21:28:03.263-07:00Siemens Builds a Strategy-Oriented HR System<br /><div class="Style6" style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; margin: 0cm 1pt 0.0001pt; text-indent: 0cm;">
Siemens is a 150-year-old German
company, but it's not the company it was even a few years ago. Until recently,
Siemens focused on producing electrical products. Today the firm has
diversified into software, engineering, and services. It is also global, with
more than 400,000 employees working in 190 countries. In other words, Siemens
became a world leader by pursuing a corporate strategy that emphasized
diversifying into high-tech products and services, and doing so on a global
basis.<o:p></o:p></div>
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With a corporate strategy like
that, human resource management plays a big role at Siemens. Sophisticated
engineering and services require more focus on employee selection, training,
and compensation than in the average firm, and globalization requires
delivering these services globally. Siemens sums up the basic themes of its HR
strategy in several points. These include:<o:p></o:p></div>
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<!--[if !supportLists]-->1.<span style="font-size: 7pt; font-stretch: normal; font-variant-numeric: normal; line-height: normal;"> </span><!--[endif]--><span class="CharStyle8">A living
company is a learning company.</span> The high-tech nature of Siemens' business means
that employees must be able to learn on a continuing basis. Siemens uses its
system of combined classroom and hands-on apprenticeship training around the
world to help facilitate this. It also offers employees extensive continuing
education and management development.<o:p></o:p></div>
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<!--[if !supportLists]-->2.<span style="font-size: 7pt; font-stretch: normal; font-variant-numeric: normal; line-height: normal;"> </span><!--[endif]--><span class="CharStyle8">Global
teamwork is the key to developing and using all the potential of the firm's
human resources.</span> Because it is so important for employees throughout Siemens to feel
free to work together and interact, employees have to understand the whole
process, not just bits and pieces. To support this, Siemens provides extensive
training and development. It also ensures that all employees feel they're part
of a strong, unifying corporate identity. For example, HR uses cross-border,
cross-cultural experiences as prerequisites for career advances.<o:p></o:p></div>
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3.<span class="CharStyle8"> A
climate of mutual respect is the basis of all relationships— within the company
and with society.</span> Siemens contends that the wealth of nationalities,
cultures, languages, and outlooks represented by its employees is one of its
most valuable assets. It therefore engages in numerous HR activities aimed at
building openness, transparency, and fairness, and supporting diversity.<o:p></o:p></div>
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<br /></div>
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<b><u>Questions</u></b><o:p></o:p></div>
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3-18. Based on the information
in this case, provide examples for Siemens of at least four strategically
required organizational outcomes, and four required workforce competencies and
behaviors.<o:p></o:p></div>
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3-19. Identify at least four
strategically relevant HR policies and activities that Siemens has instituted
in order to help human resource management contribute to achieving Siemens'
strategic goals.<o:p></o:p></div>
<br />
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3-20.
Provide a brief illustrative outline of a strategy map for Siemens.<o:p></o:p></div>
Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com0tag:blogger.com,1999:blog-500155722871045579.post-50597537242477544682016-10-31T21:26:00.001-07:002016-10-31T21:26:01.936-07:00Carter Cleaning Company<br /><div class="Style6" style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; break-after: avoid; line-height: 10pt; margin: 0cm 0cm 2.15pt;">
<a href="https://www.blogger.com/null" name="bookmark2">A Question
of Discrimination</a><o:p></o:p></div>
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One of the first problems
Jennifer faced at her father's Carter Cleaning Centers concerned the
inadequacies of the firm's current HR management practices and procedures.<o:p></o:p></div>
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One problem that particularly
concerned her was the lack of attention to equal employment matters. Each
store manager independently handled virtually all hiring; the managers had
received no training regarding such fundamental matters as the types of
questions they should not ask of job applicants. It was therefore not unusual
for female applicants to be asked questions such as "Who's going to take
care of your children while you are at work?" and for minority applicants
to be asked questions about arrest records and credit histories. Nonminority
applicants—three store managers were white males and three were white
females—were not asked these questions, as Jennifer discerned from her
interviews with the managers. Based on discussions with her father, Jennifer
deduced two reasons for the laid-back attitude toward equal employment: (1) her
father's lack of insight about the legal requirements and (2) the fact that, as
Jack Carter put it, "Virtually all our workers are women or minority
members anyway, so no one can come in here and accuse us of being
discriminatory, can they?"<o:p></o:p></div>
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Jennifer decided to mull that
question over, but before she could, she was faced with two serious equal
rights problems. Two women in one store privately confided to her that their
manager was making unwelcome sexual advances toward them. One claimed he had
threatened to fire her unless she "socialized" with him after hours.
And during a fact-finding trip to another store, an older gentleman—he was 73
years old—complained of the fact that although he had almost 50 years of
experience, he was paid less than people half his age in the same job.
Jennifer's review of the stores resulted in the following questions.<o:p></o:p></div>
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<br /></div>
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<b><u>Questions</u></b><o:p></o:p></div>
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2-28. Is it true, as Jack Carter
claims, that "Virtually all our workers are women or minority members
anyway, so no one can come in here and accuse us of being discriminatory"?<o:p></o:p></div>
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2-29.
How should Jennifer and her company address the sexual harassment charges and
problems?<o:p></o:p></div>
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2-30.
How should she and her company address the possible problems of age
discrimination?<o:p></o:p></div>
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2-31.
Given the fact that each of its stores has only a handful of employees, is her
company covered by equal rights legislation?<o:p></o:p></div>
<br />
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2-32. And finally, aside from
the specific problems, what other personnel management matters (application
forms, training, and so on) have to be reviewed given the need to bring them
into compliance with equal rights laws?<o:p></o:p></div>
Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com1tag:blogger.com,1999:blog-500155722871045579.post-33921842147596125642016-10-31T21:23:00.003-07:002016-10-31T21:24:06.910-07:00The Emiratization of HRM Practices at a Petroleum Company<div class="Style2" style="background-attachment: initial; background-clip: initial; background-image: initial; background-origin: initial; background-position: initial; background-repeat: initial; background-size: initial; break-after: avoid; line-height: 15pt; margin: 0cm 0cm 8.8pt 1pt;">
Programs to encourage employment
of nationals in preference over expatriates have become a key feature in the
Gulf countries. The United Arab Emirates (UAE) relies heavily on foreign
workers. In 2007, Emiratis represented only 13.5% of the UAE population.
Expatriate workers occupy 98% of private-sector jobs (more than 52% of the
total jobs in the UAE), and 91 % in the public sector. The unemployment rate
for UAE nationals is around 13%. To enforce Emiratization, the government has
centrally determined employment quotas for nationals within specific sectors.
EMI/ PETROL is a UAE company operating in the petroleum industry. In 1998, its
board formally approved the "Workforce Nationalization Project." In
1999, EMI/PETROL became a leader in Emiratization by allocating a budget of
$13.5 million (approximately 50 million AED) to cover Emiratization expenses,
created a dedicated "Nationals' Development Team" (NDT), set a goal
to achieve 50% Emiratization of non-retail staff over a 5-year period, and
publicized its plan through the local press. In 1999, Emiratis represented 11 %
of the company's workforce. After an initial assessment, EMI/PETROL set
measurable Emiratization objectives and policies.</div>
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The NDT designed proactive
recruitment strategies to generate well qualified UAE applications, developed
competency profiles used to select local nationals and identify their
individual development needs, and created individual training and development plans
for each UAE employee. Once a national trainee was competent in the core
competencies of the target position, the trainee would replace an expatriate
employee. To facilitate cooperation with expatriates, replaced staff could
choose redeployment within the group or an attractive redundancy package.
Emiratization became a key indicator in the company's performance management
cycle. The numbers of newly employed and promoted Emirati employees, per year,
were used to evaluate the progress. In 2003, after the first Emiratization
process review, EMI/PETROL discovered it was vulnerable to the
"poaching" of high-caliber nationals. It responded with a strong
retention strategy (providing preferential terms and conditions for nationals,
including competitive salaries as determined by benchmarking with other organizations)
and implemented specific succession planning. The human resources policy manual
states that recruitment preference is given to citizens of the UAE, and where a
vacancy provides a promotion opportunity and/or development opportunity,
national candidates are reviewed and receive priority. Today, EMI/PETROL is
known as one of the Emiratization leaders in the UAE. Even if it did not
succeed in its initial objective, it did manage to achieve 50% Emiratization of
jobs at the professional and management levels.<o:p></o:p></div>
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<b><u>Questions</u></b><o:p></o:p></div>
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2-24. What characteristics of
diversity and affirmative action<o:p></o:p></div>
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programs do you recognize in this case?<o:p></o:p></div>
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2-25. How is the Emiratization
program different?<o:p></o:p></div>
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2-26.
What qualitative and quantitative indicators could companies like EMI/PETROL
use to evaluate their nationalization progress?<o:p></o:p></div>
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2-27. Would you speak, in this
case, of reverse discrimination?<o:p></o:p></div>
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<i><span class="CharStyle8">Sources:</span> C. Rees, A. Mamman, and A. Bin Braik, "Emiratisation as a
Strategic HRM Change Initiative: Case Study Evidence from a UAE Petroleum
Company," <span class="CharStyle8">International Journal of Human Resource
Management</span>
18, no. 1 (2007) pp. 33-53).</i><o:p></o:p></div>
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<o:p></o:p></div>
Al-Mansor Abu saidhttp://www.blogger.com/profile/09355698983918954375noreply@blogger.com0