This document contains a case study assignment submitted by Omer Iqbal to SIR Qaisar Farid. It includes 5 case applications with questions and answers related to human resource management issues like employee policies, sexual harassment, age discrimination, and retaliation claims. For each case, the document analyzes the situation, explains relevant laws and best practices, and provides recommendations for how issues could have been handled more effectively by HR.
Performance appraisal of 5 companies done by shweta-bebartaShweta Bebarta
It is a PPT which describes briefly about Performance appraisal process of 5 companies. they are - TCS, GENERAL ELECTRIC, SAP, BIG BAZAAR and TITAN. These 5 companies, which process they have adopted for appraisal and why it is good for the company?
Performance appraisal of 5 companies done by shweta-bebartaShweta Bebarta
It is a PPT which describes briefly about Performance appraisal process of 5 companies. they are - TCS, GENERAL ELECTRIC, SAP, BIG BAZAAR and TITAN. These 5 companies, which process they have adopted for appraisal and why it is good for the company?
Markov Chain Analysis in HR Decision Makingrahul23t263
Markov chain is one of the techniques used in operations research with possibilities view that managers faced in organizational decision making .Manpower planning process which the management determines how an Markov Chain move its current manpower position to its desired manpower position.
Through planning, management strives to have the right number and right kinds of people, at the right places at the right time, doing things which result in both the organization and individual receiving maximum long-run benefits.
A Case Study on Employees Motivation at the Standard Chartered Bank of KenyaKiumba Hsc
The case study aimed at examining how the said bank motivates its employees and how that affects employees retention. The relevance of the study was that other organizations can borrow from the bank for it has a record of employees retention.
It is significant research in the current scenario to investigate into the successful efforts in Recruitment and Promotion.
For complete tools and techniques of innovative Recruitment the reader may like to read Dr. Sibram nisonko's book in Amazon.com/kindle eBooks.
This is the presentation which get a good credit from Miss Syahrina 'Adliana in FSPP for AM225. This file can be referred to get a good marks in case study. :D
Management Training requires Assessment and Analysis which is explained in Effective HR. This presentation explains the significance of ‘needs analyses’ in training. Understand various types of training needs and the processes involved in Training Analysis, know the components of a training Needs Assessment and the methods for collecting data.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
DUE DATE WED 622 @ 5PMGrading Rubric for Cases Your g.docxkarinorchard1
DUE DATE WED 6/22 @ 5PM
Grading Rubric for Cases
Your grade is a combination of the following elements:
1.
Appropriate length of answer. One paragraph per question answered. Individual question
minimum of 3-4
well-structured sentences
in 12 point font.
2. Identification of correct human resource or management topic.
3.
Full quality answers which include research to determine how to apply standards, regulations, or laws covering human resources.
These cases require you to research current federal employment law, regulations, and issues in order to answer them correctly.
Review "Website resources" tab. Also you can google topics, laws, cases, etc.
4. Correct notation of sources listed at the bottom of each answered case. You should list the textbook and any websites or other resources you used; cite direct quotes from sources in parenthesis and put (author's last name, page #).
Case #64,
page 192-193. You will only rate whether the manager (E) was acting ethically and you must explain your answer fully. You may want to research each scenario and explain in 3-4 sentences why you rated the manager this way. Include if you think a law may have been violated or at least must be considered. Please utilize outside resources to answer these questions, if needed.
Your answer should be at least 2-3 pageS with references listed at the end of the document on page 4 and in MLA 7th edition format
****** QUESTIONS SHOULD BE LISTED AND NUMBERED WITH ANSWERS PROVIDED BELOW *****
Instructor’s Manual --- Use only as an guide
64.
EXERCISE: ETHICAL PERFORMANCE APPRAISAL ISSUES
I. OBJECTIVES:
1.
To make you aware that many performance appraisal decisions involve ethical issues.
2.
To familiarize you with some of the many ethical performance appraisal issues.
3.
To familiarize you with various criteria that can be used to determine if an action is ethical.
4.
To make you aware of some of the reasons why a manager may be tempted to act unethically when evaluating subordinates.
II. OUT-OF-CLASS PREPARATION TIME: 15 minutes
III. IN-CLASS TIME SUGGESTED: 20-40 minutes
IV. PROCEDURES:
See Text
V. DISCUSSION:
Much has been written regarding ethical issues that relate to selling, advertising, stock trading, accounting fraud, and executive compensation.
However, little attention has been given to ethical issues related to performance appraisal.
In many work organizations, managers are told to conduct annual performance appraisals with employees and are asked to be accurate in their appraisals.
The importance of being ethical is not addressed.
This exercise asks students to examine 10 different appraisal situations to determine if they pose any ethical issues. Each student group needs to determine: 1) Is the manager in the case acting in an ethical manner?
2) Would their group act in the same manner as did the manager?
In discussing this exercise, it may be helpful for the instructor to point.
Markov Chain Analysis in HR Decision Makingrahul23t263
Markov chain is one of the techniques used in operations research with possibilities view that managers faced in organizational decision making .Manpower planning process which the management determines how an Markov Chain move its current manpower position to its desired manpower position.
Through planning, management strives to have the right number and right kinds of people, at the right places at the right time, doing things which result in both the organization and individual receiving maximum long-run benefits.
A Case Study on Employees Motivation at the Standard Chartered Bank of KenyaKiumba Hsc
The case study aimed at examining how the said bank motivates its employees and how that affects employees retention. The relevance of the study was that other organizations can borrow from the bank for it has a record of employees retention.
It is significant research in the current scenario to investigate into the successful efforts in Recruitment and Promotion.
For complete tools and techniques of innovative Recruitment the reader may like to read Dr. Sibram nisonko's book in Amazon.com/kindle eBooks.
This is the presentation which get a good credit from Miss Syahrina 'Adliana in FSPP for AM225. This file can be referred to get a good marks in case study. :D
Management Training requires Assessment and Analysis which is explained in Effective HR. This presentation explains the significance of ‘needs analyses’ in training. Understand various types of training needs and the processes involved in Training Analysis, know the components of a training Needs Assessment and the methods for collecting data.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
DUE DATE WED 622 @ 5PMGrading Rubric for Cases Your g.docxkarinorchard1
DUE DATE WED 6/22 @ 5PM
Grading Rubric for Cases
Your grade is a combination of the following elements:
1.
Appropriate length of answer. One paragraph per question answered. Individual question
minimum of 3-4
well-structured sentences
in 12 point font.
2. Identification of correct human resource or management topic.
3.
Full quality answers which include research to determine how to apply standards, regulations, or laws covering human resources.
These cases require you to research current federal employment law, regulations, and issues in order to answer them correctly.
Review "Website resources" tab. Also you can google topics, laws, cases, etc.
4. Correct notation of sources listed at the bottom of each answered case. You should list the textbook and any websites or other resources you used; cite direct quotes from sources in parenthesis and put (author's last name, page #).
Case #64,
page 192-193. You will only rate whether the manager (E) was acting ethically and you must explain your answer fully. You may want to research each scenario and explain in 3-4 sentences why you rated the manager this way. Include if you think a law may have been violated or at least must be considered. Please utilize outside resources to answer these questions, if needed.
Your answer should be at least 2-3 pageS with references listed at the end of the document on page 4 and in MLA 7th edition format
****** QUESTIONS SHOULD BE LISTED AND NUMBERED WITH ANSWERS PROVIDED BELOW *****
Instructor’s Manual --- Use only as an guide
64.
EXERCISE: ETHICAL PERFORMANCE APPRAISAL ISSUES
I. OBJECTIVES:
1.
To make you aware that many performance appraisal decisions involve ethical issues.
2.
To familiarize you with some of the many ethical performance appraisal issues.
3.
To familiarize you with various criteria that can be used to determine if an action is ethical.
4.
To make you aware of some of the reasons why a manager may be tempted to act unethically when evaluating subordinates.
II. OUT-OF-CLASS PREPARATION TIME: 15 minutes
III. IN-CLASS TIME SUGGESTED: 20-40 minutes
IV. PROCEDURES:
See Text
V. DISCUSSION:
Much has been written regarding ethical issues that relate to selling, advertising, stock trading, accounting fraud, and executive compensation.
However, little attention has been given to ethical issues related to performance appraisal.
In many work organizations, managers are told to conduct annual performance appraisals with employees and are asked to be accurate in their appraisals.
The importance of being ethical is not addressed.
This exercise asks students to examine 10 different appraisal situations to determine if they pose any ethical issues. Each student group needs to determine: 1) Is the manager in the case acting in an ethical manner?
2) Would their group act in the same manner as did the manager?
In discussing this exercise, it may be helpful for the instructor to point.
Employee-employer relationship, discipline management and grievance handling Souman Guha
Abstract
Employee-employer relationship, discipline management and grievance handling are inseparable parts of Human Resource Management. Day to day, a HR manger has to face thousands of issues in an organization regardless of its size. Be it a large corporation or a small privately-owned firm, a strong employee-employer relationship paves the way to profitability and success. This paper focuses on the issues of Employee and employee relationship, how to achieve it and finding out the impediments in the way to strong relationship, and also emphasizing on the process of CBA election and discipline management of an organization. This paper tries to compare different grievance procedures that are being practiced worldwide and looking for the best between ADR versus Legal dispute settlements. Using secondary data and observations from the very practical perspective of Bangladesh, this paper will enable understanding of employee-employer relationship, discipline management and grievance handling.
Michael Cosgrove from Workplace Laws discusses:
- Steps to prevent workplace bullying
- The process of dealing with workplace bullying after it occurs
- Legal frameworks, resources available for businesses and options for employees to have their workplace bullying issues dealt with effectively
Cover your workplace with LawPath's Workplace Policies Bundle: http://bit.ly/1AFe9VM
The file has the summary of that case study and additionally has solutions to every question with proper explanation. I had tried to solve every question with proper understanding.
The term grievance means any discontent or dissatisfaction whether expressed or not and whether valid or not, arising out of anything connected with the company that an worker thinks, believes or even feels is unfair unjust or inequitable.
It may be any genuine or imaginary feeling of dissatisfaction which an employee experiences about his job and it’s nature, about the management policies and procedures.
It maybe expressed by the employee and brought to the notice of the management and the organization. Grievances take the form of collective disputes when they are not resolved. Also they will then lower the morale and efficiency of the employees. Unaatended grievances result in frustration, dissatisfaction, low productivity, lack of interest in work, absenteeism, etc. In short, grievances arise when employee’s expectations are not fulfilled from the organization as a result of which a feeling of discontentment and dissatisfaction arises. This dissatisfaction must crop up from employment issues and not from personal issues.
Learn the Top 10 Employee Management Mistakes and How to Avoid Them in this informative ebook. This is an excellent resource for small business owners and managers.
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212 BBA3221204 BBA3221CHAPTER 6 Selecting and Hiring Sales.docxeugeniadean34240
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that applicants' performance in school tells something about their mental abilities and personality traits. Anyone who has graduated from high school or college (depending on the firm's requirements) is presumed to have the necessary basic intelligence. Further, a course of study indicates much about a person's interests. Working one's way, at least partially, through school may indicate self-reliance and industry.
Most application blanks ask for information about the candidate's employment history, including periods of unemployment. If a company has certain experience qualifications, the application blank is a good tool for determining whether a candidate meets these requirements. Companies also usually like to know the reasons why a person left each previous job. If possible, the prospective employer should verify these reasons with someone other than the applicant.
Companies ordinarily are interested in the socioenviroomental qualifications of prospective employees. Questions may be asked on topics such as the following:
Membership in social, service, and business organizations.
· Offices held in organizations.
· Hobbies, athletic endeavors, and other outside interests.
Information on the prospect's socioenvironment can be extremely helpful because it reveals something about his or her interests, capabilities, and personality. Active participation in organizations may indicate an ability to meet and mix with people. Holding office may imply leadership traits and administrative abilities.
Once again, remember that questions about age, marital status, religion, or any of the points discussed above must comply with federal laws and regulations.
Personal Interviews
Nature and Purpose
Virtually no salesperson is ever hired without a personal interview, and there are no satisfactory substitutes for this procedure. Much has been written about the use of weighted application blanks, various kinds of tests, and other aids in hiring. But none of these tools completely takes the place of getting to know applicants personally by talking to them.
A personal interview is used basically to determine a person's fitness for a job. Moreover, personal interviews disclose characteristics that are not always observable by other means. An interview is probably the best way to find out about the recruit's conversational ability, speaking voice, and social intelligence. By seeing the applicant in person, an executive can appraise physical characteristics such as general appearance and care given to clothes. As noted in a recent survey of 651 executives, image does matter in hiring decisions.2 (See the box titled "Image Matters.*) The interview also may reveal certain personality traits. The interviewer may note the applicant's poise under the strain of an interview, along with any tendency to dominate or lead a conversation.
Management of a Sales Force, 12th.
Pakistan Quality Award (PQA) - This article will be very helpful for the organizations currently operating in Pakistani Environment, to develop their own framework or model to become excellent organization.
Secondly, if Pakistan launches a Quality or Excellence award, my article will be helpful and may be utilized as a reference.
Three Basic Managements Techniques for Analysis and PlanningOmer Iqbal
In Management Sciences, different techniques are used for decision making and data analysis
1. Porter's Five Analysis
2. TWOS Analysis
3. Strategic Planning
1. Submission Date
16-11-2017
Submitted To: SIR QAISAR FARID
Submitted By: OMER IQBAL
Roll No: MSTQM 17-53
Class: MS TQM (Section.B)
1st
Semester
Assignment # 2
HRM Workshop
Case Studies –
Question/Answers
2. 1
Case Application: 2
“Nine-to-Five No More”
Question No: 1 What is your reaction to this “no attendance” plan implemented
at Tech Target? Do you believe it is too simplicit? Defend your
position?
Answer:
The plan of “no attendance” is working well in Tech Target, as they have flexible working
hours. But event then they is earning a lot though there was recession in 2011. One of the
reasons of achieving targets is that the employees of Tech Target are given quarterly goals
which they must meet, and in case of failure the employee is terminated.
Moreover, the company believes in hiring the best employees in the market and then giving
them the freedom and autonomy to do their jobs. Furthermore, every employee spends fifty
hours per week in the company which is as similar to the other companies, but due to
flexible timings, they manage to achieve their targets in time.
The “no attendance” plan is not too simple which is efficiently working in Tech Target, it
holds certain risk. For example, the privilege of flexible times may generate laziness among
the employees so there might be chance of getting the work delayed.
Question No: 2 Do you believe that such an employee policy as described in the
case can succeed in other companies? Why or why not?
Answer:
In Tech Target, the policy revolves around autonomy which is a part of organizational
culture. Such policies make organizational culture easy so that the employees could
perform responsibly and with reliability.
If it is implemented to other companies, the higher chances are that it will be successful
because people will feel free to work without any burden. They may do their tasks from
sitting at their homes or where ever they are.
3. 2
Moreover, some companies don’t want to show their operations to its competitors, so the
culture like autonomy will be very much helpful for them. Furthermore, the flexibilities in time
will lead the employees to stay in the company because of higher satisfaction level which is
being maintained.
Question No: 3 What special HRM conditions must exist for such a plan to work?
Explain how do you believe these conditions relate to employees’
motivation?
Answer:
Firstly, the currently implemented HRM conditions in Tech Target are to be compared with
the basic HR functions. After comparing the HRM condiions of Tech Target, a clear gap is
identified that following HRM conditions are missing and these should be existed in the
currently implemented system:
Training and development
Compensation programs
o Performance management
o Evaluation and appraisal
Accountability of employees as autonomy culture
Time management practices
In terms of motivation, the company may devise a plan by considering these missing factors
of HRM.
Like, if an employee achieves its targets before the targeted date, he/she must be declared
as “best performer” or some additional benefits may also be awarded in the form of cash
etc. This would definitely be a motivational factor for the employees.
Moreover, time management may also be included and linked with the compensation of
employees. If an employee spends more than fifty hours a week, he/she may be given extra
benefit.
4. 3
Case Application: 3
“When Good Intentions Go Wrong”
Question No: 1 Evaluate Ramona’s complaint according to the definition of
sexual harassment. Explain which type of sexual harassment
seems to be most appropriate and why?
Answer:
Sexual harassment can be regarded as any unwanted activity of sexual nature that affects
an individual’s employment.
It may be physical or verbal. In Ramona’s case the mode of sexual harassment is of verbal
nature. Although the law doesn’t simple teasing off hand comments or isolated incidents
that are not very serious, harassment is illegal when it is so frequent or of sever nature.
Ramona felt bothered enough to go to the HR officer and file a complaint against a male co-
worker. But the decision made by HR officer was more of offensive nature as she was
transformed to warehouse where she had confirmed that she will get a pay cut.
Types of Harassment
1. Quid pro quo
The quid pro quo harassment occurs in a workplace when a manager or any other
authority offers or hints that he/she will give the employee something
(promotion/benefit) in return for that employee’s satisfaction of a sexual demand.
2. Hostile Environment
The hostile environment harassment occurs when someone unreasonably interferes
with an individual’s work performance or creating an intimidating hostile or offensive
working.
In Ramona’s case, as the supervisor was passing comments on Ramona, it may fall in the
category of “hostile environment”. Due to frequent comments by the supervisor, Ramona
feels discomfort and cannot perform well here duties.
5. 4
Question No: 2 What would have been a better way to handle Ramona’s
complaint?
Answer:
When Ramona came to the HR officer to file a complaint on harassment, the HR officer
should have been a preventive action rather to transfer here in another department. The
preventive action must include:
Development of a policy entailing the sexual harassment and inappropriate behavior
The policy is to be communicated to all employees
Train manager and other management staff that how to deal with harassment
charges
The severity or gravity of the punishment on such acts should be defined and
communicated to all employees
Question No: 3 Explain Harvey’s claim of job discrimination. Explain how the
ADEA applies to the situation?
Answer:
As Harvey was of age 59, he claimed that he is covered and protected under Age
Discrimination of Employment Act. Despite of the disciplinary issues against him, he
recently filed a complaint of age discrimination after his last performance appraisal. In his
last performance appraisal, he had been warned that he was in danger of losing his job due
to performance deficiencies.
Now according to Age Discrimination Employment Act, it prohibits arbitrary age
discrimination particular those over age 40. Moreover, if some employers that offer early
retirement packages to older workers have begun to require than to sign a document
waiving the right to sue for age discrimination as a condition of accepting the packages.
The above all factor makes the case stronger of Harvey to file a complaint in court under
Age Discrimination Employment Act
6. 5
Question No: 4 How could Harvey’s situation have been handled more
effectively?
Answer:
As Harvey was very angry due to the discriminatory behavior and his performance was also
not up to the mark, there can be different ways to handle to situation and case of Harvey:
1. Firstly, HRM should identify the root cause that why his behavior and attitude is
negative towards the company.
2. The manager, who evaluated his performance in the past, should discuss the results
with him in a very politely manner rather to float a threat of losing the job in case of
negative results.
3. He should be trained or given awareness on his short comings so that he could
perform his rest of the job efficiently.
4. The HRM should adopt and implement an affirmative action plan rather than fire him
straight away.
5. An effective appeal system for every employee should be there in the company so
that it could be helpful for every employee to persue their issues and problems
without any botheration.
6. HRM should always forecast the outcomes of the decision taken by his manager or
himself. For example, if the HRM straight away fires an employee, the employee has
every right to consult the legal authorities for justice.
7. Since in the past, Harvey filed a complaint on age discrimination that had to be
addressed and certain measures would have been taken so that the conflict would
have been resolved timely.
Question No: 5 It appears that managers may cause problems which trying to do
the right thing. Suggest a way for HR to train manager to reduce
the risk of retaliation claims.
Answer:
The HR team should study the acts prior to develop and implement an action plan on
retaliation claims.
7. 6
The summary points or guidelines of against protected acts are as follows:
1. Taking part in an investigation of employment discrimination or harassment.
2. Filing or being a witness in a charge, complaint or law suit alleging discrimination.
3. Refusing to follow orders that would result in discrimination.
4. Asking about or complaining about compensation or pay rates.
The EEOC (Equal Employment Opportunity Commission) noted that employers can still
discipline or terminate worker having poor performance or misconduct after the employees
have filed discrimination claims.
Best Practices to Manager Risk of Retaliation Claims
Develop and implement a written “anti-retaliation policy” that should be clearly
communicated throughout the company
o Explain what employees can do or cannot
Implement a formal complaint process (Appeal System)
o Employees can report any suspected incident whether of harassment or
discrimination
Train all management staff about the policy
o Ensure that they have clear understanding of what retaliation is.
Address any concern of employees within no time and take corrective measures in
the light of laws and regulations
Review and update policies and training plans on a defined interval
o Laws and regulations be incorporated accordingly if there is any change