Appointing a Successor
MEHBOOBA PART OF REPORT:-
Introduction:-
Appointing a sufficient successor has been always a difficult task for managers to choose between the available candidates with different personalities, abilities and skills the Jenkin&Sons Ltd case face some problems because of inappropriate decision and communication for appointing successor.
After retirement of Fered Marshall, Jo Santini promoted as the director of human recourse from manager of remuneration and benefits position so Jo has the responsibility of choosing the new manager of remuneration and benefits according to the company policies which was promote within so the choices were Justin Topple who has been 15 years in company with handling industrial skill and reliable personality but quite personality who is not suitable for the leader position according Jo Santini, another candidate was Anna experienced above average performance and has been three years in company.
Jo appointed Anna and does not explain and discuss the matter with Justin and ignored him, Justin cooperate with Jo and Anna with respect but cool.
After that Justin seems he dose not have solicitude and even for recommendation performance increases he did not give any comments, after Anna give him recommendation again he again ignored any comments, when he does not receive merit he seems more far flung from business-like and dealing with Anna and Jo.
This report refer that what has brought a bout this situation? How could it have been avoided? How should Jo handle this situation? If you were in Justin position what would you have done? What key elements in the appraisal process are missing? And what is the impact of their absence on employee perception of justice and fairness?
CASE SUMMARY:-
The manager of remuneration and benefits Jo Santini, has been promoted to the locale of Human Resource director. Jo's preceding locale was empty and two candidates whereas concerning to promote: Justin Toppel, manager of manufacturing
Introduction:-
Appointing a sufficient successor has been always a difficult task for managers to choose between the available candidates with different personalities, abilities and skills the Jenkin&Sons Ltd case face some problems because of inappropriate decision and communication for appointing successor.
After retirement of Fered Marshall, Jo Santini promoted as the director of human recourse from manager of remuneration and benefits position so Jo has the responsibility of choosing the new manager of remuneration and benefits according to the company policies which was promote within so the choices were Justin Topple who has been 15 years in company with handling industrial skill and reliable personality but quite personality who is not suitable for the leader position according Jo Santini, another candidate was Anna experienced above average performance and has been three years in company.
Jo appointed Anna and does not explain and discuss the matter with Justin and ignored him, Justin cooperate with Jo and Anna with respect but cool.
After that Justin seems he dose not have solicitude and even for recommendation performance increases he did not give any comments, after Anna give him recommendation again he again ignored any comments, when he does not receive merit he seems more far flung from business-like and dealing with Anna and Jo.
This report refer that what has brought a bout this situation? How could it have been avoided? How should Jo handle this situation? If you were in Justin position what would you have done? What key elements in the appraisal process are missing? And what is the impact of their absence on employee perception of justice and fairness?
CASE SUMMARY:-
The manager of remuneration and benefits Jo Santini, has been promoted to the locale of Human Resource director. Jo's preceding locale was empty and two candidates whereas concerning to promote: Justin Toppel, manager of manufacturing