Hr Case Study

Only available on StudyMode
  • Download(s) : 132
  • Published : March 22, 2013
Open Document
Text Preview
Table of Contents
Executive summary2
Problem identification and analysis 3
Statement of major problems4
7. Generation and evaluation of alternate solutions 5
7.1 Reducing reliance on sales force5
7.2 Introduce team based targets and reward systems5
7.3 Survey sales force on time allocated for different job aspects6 7.4 Set maximum amount of voluntary additional work hours6
8. Recommendations7
9.Implementations 8
10. Concluding Remarks9
11. References10
12. Turnitin Originality report11-12

Executive summary
Annette, the newly appointed HR manager feels that Terry, the company sales manager, despite loving his job and being passionate about the work he does, is a workaholic. She is afraid that Terry will not be able to keep up with this hectic schedule and that it would soon affect his health and work life balance. Even though his working habits shine a positive light on the company, it gives a certain peer pressure to his sales team to work equally long hours even when Terry does not insist that anyone work as long as him. Furthermore, Annett does not agree with what the CEO intends to do, to give Terry recognition and reward for his dedication and outstanding result, as it is a result of extreme work habits. However, the CEO feels that no one is forcing Terry to work long hours, and might think of it as legal as it is a voluntary effort.

Problem identification and analysis
Harvard Analytical Framework for Human Resource Management

Stake holder
Long term
Individual well-being disrupted
burn out
internal departmental stress
unnecessary pressure from Terry leads to team resignation
societal effect
reduces effectiveness of sales team from undue pressure
Long term
Individual well-being disrupted
burn out
internal departmental stress
unnecessary pressure from Terry leads to team resignation
societal effect
reduces effectiveness of sales team from undue pressure
HR outcomes
Commitment to work long hours due to rewarding of extreme work attitude Non compliance to legislation due to voluntary long hours
Creates competent work force in short run due to extra hours HR outcomes
Commitment to work long hours due to rewarding of extreme work attitude Non compliance to legislation due to voluntary long hours
Creates competent work force in short run due to extra hours Choices
rewarding behavior
job design
Possible lack of technology in job
Uses new sales as main cash flow generator
Choices
rewarding behavior
job design
Possible lack of technology in job
Uses new sales as main cash flow generator
Interests
CEO
HR manager
TerryHRM policyHR outcomesLong-Term
Sales Forcerewarding behavi
Job desginCommitment Individual Compliancewell-being Situational Factors
* Long work hours
* Legislation
* Business Strategy
* dependant on sales
and conditions
* sales target
* philosophy
* Task Technology
* societal values

Situational Factors
* Long work hours
* Legislation
* Business Strategy
* dependant on sales
and conditions
* sales target
* philosophy
* Task Technology
* societal values

Human resourceCongruenc

Source: Beer et al (1984)

One of the principal problems that are shown in the case is the willingness to reward extreme work behavior in the organization. This positive reinforcement of Terry’s working behavior will be indirectly showing to others that to gain recognition in the company, you would have to adopt extreme working behaviors like Terry. Furthermore, there is legislation that defines the working hours of a full time employee. However, the main problem is that organization allows voluntary increased working hours as it is deemed beneficial for the company. A third problem is that the company is relying heavily on its sales force to generate profit. These could be due to high sales targets given by management which...
tracking img