Keeping Good People: Staffing Case Study - Management Assignment Help

Assignment Task

1. Case-1

Keeping Good People: Staffing

Given the current labor market, the costs of recruiting and hiring are becoming more apparent than ever to organizations. After going through the difficulty of attracting and hiring talented people, business do not want to lose them to competitions. Difficulty is staffing has created an emphasis on retaining human resources.

Applied Industrial Technologies, a Cleveland-based business, has taken steps to reduce turnover. Specifically, they have made self-fulfillment the process of helping each person reach their full potential a central value in the organization. According to CEO John Dann miller, the company views its self-fulfillment mission as important as salary and benefits in motivating talented employees. He attributes a doubling in revenues over the past eight years and a turnover rate below the industry average to the self-fulfillment program. Here is a summary of Applied Industrial’s self-fulfillment strategy:

• The company commits to 40 hours of training each year–a significant amount.
• Applied Industrial conducts regular leadership and personality testing. The test results are used to identify areas for personal improvement and to measure growth.
• The company offers reading lists of management books.
• Employees are reimbursed for education expenses.

QUESTIONS

• What other actions could Applied Industrial Technologies take to improve this program?
• Now assume that you are an Applied Industrial Technologies manager working to orient and hire new employees.

1. How would you orient an employee who accepts a position at applied but does not care about the self-improvement program? So far, the employee has met but does not exceed the job requirements.
2. What steps could you take in selection to assess whether prospects would respond effectively to the self-fulfillment program? (Hint: As a start, consider individual characteristics that might affect a prospect’s response to this type of program).

3. Now let us assume that the labor market shift toward an increase in supply. Should Applied Industrial continue to invest in its human resources with the self-fulfillment program? Explain your recommendation.

2. Case-2

Performance Appraisal

Unique Funds Ltd. is a reputed finance company having 10 branches in different parts of the country. Its staff includes 290 operative employees and 70 executives. The company has a performance rating plan under which the staff members are rated at the end of each financial year by a committee of two executives by means of graphic scale. The qualities considered are: Responsibilities, initiative, dependability, leadership potential, cooperative attitude and community service. After the performance is evaluated, the ratings are discussed with the concerned employees by their immediate boss and are used to counsel them and arrange further training for them. The ratings are also used for granting or with holding of increments and promoting or meritorious staff.

Recently, two employees working at the Head Office have been denied annual increments due to comparatively low ratings. They have made a representation to the Chief Executive of the company expressing their dissatisfaction with the appraisal system and insisting that community service is not a part of their job and it should not influence their ratings. The employees seem to organize a union and demand that annual increments should be granted automatically.

The Chief Executive feels that performance appraised is a dangerous source of friction and so it should be discontinued altogether.

QUESTIONS

1. If you were the Human Resource Manager, how would you defuse the problem?
2. How far do you agree with the Chief Executive’s view that performance appraisal should be discontinued?

On what lines would you recommend modifications in the performance appraisal system of the company?

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