Human Resource Management
September 5th, 2010
Comprehensive Case: “Muffler Magic”
Muffler Magic is a fast growing chain of 25 automobile service centers in Nevada. Originally started 20 years ago as a muffler repair shop by Ronald Brown, the chain expanded rapidly to new locations, and as it did so Muffler Magic also expanded the service it provided, from replacement to oil changes, brake jobs, and engine repair. Today, one can bring an automobile to a Muffler Magic shop for basically any type of service, from tires to mufflers to engine repair. Auto Service is a tough business, The shop owner is basically dependent upon the quality of the service people he or she hires and retains, and the most qualified mechanics find the easy to pick- up and leave for a job paying a bit more at a competitor down the road its also a business in which productivity is very important. Ronald Brown for instance lacks quality in his shops. Rework has recently been a problem at Muffler Magic. Over the past 2 years, as the company has opened new service centers, company-wide profits have actually diminished, rather than gone up. Ronald Brown is also experiencing human resource problems. When it comes to hiring he doesn’t look for experience workers just someone that says they know basic work. They expect the experienced technicians that they hire to come to the job fully trained; as notes, to the end, the service center managers generally ask candidates for these jobs basic behavioral questions that hopefully provide a window into these applicants’ skills. Employee safety is also a problem. An automobile service center may not be the most dangerous type of workplace, but it is potentially dangerous. Employees are dealing with sharp tools, greasy floors, greasy tools, extremely hot parts including fan blades. There are some basic things that a service manager can do to ensure more safety, such as insisting that all oil spills be cleaned up immediately. Ronald Brown has a lot of work to do within his shops along with fixing his financial problems.
1.Specify three (3) recommendations about the functions of recruiting, selection, and training that you think Ron Brown should be addressing with his HR manager now.
Magic Muffler has been experiencing problems in the Human Resource department. Hiring qualified candidates has been one of their major problems. I believe building an organized human resource department by hiring an HR Assistant, Generalist, Director, and a Recruiter which will help with recruiting superior candidates. The HR hiring manager and Recruiter will conduct two interviews where they would use a “job candidate evaluation form for each interview which will help determine who to select for the position. The managers in each Muffler Magic stores will give frequent test to see who needs training. First, Ronald Brown would have an HR Assistant, Generalist, Director, and a Recruiter. The HR assistant will assist with the administration of the day-to-day operations of the human resources functions and duties. The HR assistant carries out responsibilities in some or all of the following functional areas: departmental development, HRIS, employee relations, training and development, benefits, compensation, organization development, executive administration, and employment. The HR Generalist manages the day-to-day operations of the Human Resource office. The Generalist manages the administration of the human resources policies, procedures and programs. The HR Director guides and manages the overall provision of human resources services, policies, and programs for the entire company. In certain cases the Director often directs administration, including reception, and may even responsible for facility security and upkeep in addition to space planning. The HR Recruiter is responsible for delivering all facets of recruiting success...