Case Study

Topics: Employment, Interview, Recruitment Pages: 5 (1647 words) Published: April 3, 2015
The Carter Cleaning Company

Ahmed Ali
ID: 11901

Chapter 4:
Job Analysis Continuing Case:
The carter cleaning company: The job description
1. What should be the format and final form of the store manager’s job description? Answer: The format noted in figure 4-6 could be a reasonable format to use. Students may recommend that Jen should include a “standards of performance” section in the job description. This lists the standards the employee is expected to achieve under each of the job description’s main duties and responsibilities, and would address the problem of employees not understanding company policies, procedures, and expectations. In addition, students may recommend that Jennifer instead take a competency-based approach which describes the job in terms of the measurable, observable, behavioral competencies that an employee doing that job must exhibit. Because competency analysis focuses more on “how” the worker meets the job’s objectives or actually accomplishes the work, it is more worker focused.

2. Was it practical to specify standards and procedures in the body of the job description, or should these be kept separately?
Answer: They do not need to be kept separately, and in fact both Jen and the employees would be better served by incorporating standards and procedures into the body of the description. The exception to this would be if the standards and procedures are so complex or involved that it becomes more pragmatic to maintain a separate procedures manual.

3. How should Jen go about collecting the information required for the standards, procedures, and job description?
Answer: She should first go about conducting the job analysis, collecting information about the work activities, human behaviors, machines, tools, equipment, and work aids, performance standards, job context, and human requirements. The best methods for collecting this information in this case are through interview, questionnaires, observation, diaries/logs maintained by employees. In addition, she should ensure that she is identifying the essential functions of the job, and that the descriptions comply with the law.

Chapter 5:
Human resource planning and recruiting Continuing Case:
The carter cleaning company: Getting better applicants
1. First, how would you recommend we go about reducing the turnover in our stores? Answer: Jennifer can do a quick analysis on what it costs her to recruit and train a new employee (including the cost of lower productivity as a person learns a new job). Every reduction in employee turnover can be translated to dollars. In fact, Jennifer can improve working conditions without any change in her profit if she pays for improvements from savings in employee turnover costs. The best source of ideas from improvement may come from exit interviews (what would we have done to our work environment that would have made you more likely to stay?), and from existing employees. Students are also likely to suggest some of the following; air-conditioned work space, more employees

(so workers work fewer hours), longer or more frequent breaks. Other students will consider more complicate solutions like job rotation. Still others might suggest the use of deferred compensation or profit sharing to keep employees a full year (e.g., $8.50 per hour, $7.50 now, one dollar per hour paid at year end to the remaining employees).

2. Provide a detailed list of recommendations concerning how we should go about increasing our pool of acceptable job applicants, so we no longer have to hire almost anyone who walks in the door. (Your recommendations regarding the latter should include completely worded advertisements and recommendations regarding any other recruiting strategies you would suggest we use.)

Answer: The students should review the section on external sources of candidates, and their responses should include advertising and the possible use of employment and/or temp agencies. Or...
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