All Cases For Managing Human Resources, 19th Edition Scott Snell, Shad Morris
Integrated Cases Case I: Time for Realignment Developing a Culture of Transparency at MX 1. Question: How can hiring people with lots of experience be dangerous to a company? Suggested answer: Hiring employees who achieve ―person–organization fit‖ ensures that the individuals match the values and culture of the company. MX may have forgotten about this values-based hiring when considering the experience of its new senior leadership. The work experience can be very beneficial to the company and help it grow dramatically, but it may be important to consider if those new employees’ values line up with the company’s (Chapter 6). 2. Question: How would a virtual work culture be different from a culture established for employees in an office or facility? Suggested answer: A virtual workplace is an entirely different culture than working in office. As companies have switched to remote work (mostly due to the COVID-19 pandemic), they have had to figure this out. A virtual workplace may be less stressful and less distracting, and it may result in fewer office politics or conflicts. As a result, employees may experience a better work–life balance. How- ever, in the past, company cultures have more frequently been built and developed in the office. Special care will need to be taken to maintain the firm’s established culture with remote workers (Chapter 4). 3. Question: Consider the development of MX’s new performance management system. Does it seem like an effective system? Suggested answer: MX’s new performance management system has great potential. One of the main reasons that this is an improved plan is the transparency of the ratings among the employees and managerial positions. A performance management system must be clear about the performance management standards to which the employees are being held, with no surprises. As Chapter 8 discusses, employees are more likely to accept a system if they are involved with its development.
Case 2: Trains and Training at BNSF Railway 1. Question: What methods does BNSF use as part of its comprehensive training system for new hires? How do the methods differ for employees on a managerial track? Suggested answer: As new hires come on board, BNSF provides training through multiple methods, including on-the-job training in the field with input from experienced employee mentors and safety assistants or safety coordinators. Formal training is pro- vided for many positions at the company’s Technical Training Center (TTC) in Overland Park, Kansas, as well as in the field. For those on a managerial track, the company offers mentoring, safety leadership training, and an annual company-wide initiative called ―People Leader Training.‖ It is designed to develop the leadership capabilities of employees via a competitive railroad simulation and a 12-week online program that utilizes case studies, social learning, and gamification principles. BNSF also cross-trains its transportation trainers. (Chapter 7) 2. Question: Explain the company’s team approach to training. How does crosstraining the company’s trainers benefit BNSF? Suggested answer: Training coordinators pair students with experienced conductors who mentor students during the on-the-job training segment. Once the new hires are paired, the experienced conductors play a significant role in conductor training, teaching 9 to 10 weeks of the 13- to 15-week program. Crosstraining increases BNSF’s training capacity while also expanding individual trainers’ areas of specialty. (Chapter 7) 3. Question: What is the purpose of explaining, during interviews, BNSF’s safety practices and on-the-job working challenges? Suggested answer: It is crucial to emphasize safety to avoid deadly accidents. That is why training coordinators provide enhanced safety training specific to the conductor’s location. This includes an overview of the local terrain and environmental extremes that a potential employee is likely to encounter. In Montana, for example, trainers help employees understand the challenges of operating through the mountains and in winter conditions. Case 3: Job Analysis and Hiring Decisions at Ovania Chemical Company 1. Question: How would you go about conducting a job analysis for a job that does not yet exist? Suggested answer: First, you have to make some predictions about what the
nature of the job would be in the future. Second, you would create an accurate depiction of the requirements for someone who would occupy the position. Figure 3.1 shows a list of the major performance dimensions of the job and a subsample of specific tasks characteristic of each dimension.
2. Question: What reasons did the selection committee have for selecting only those factors that could not be acquired in a 2-year training program? Suggested answer: Because there was a 2-year lead time before the newly transformed position would be put in place, the committee was very careful not to include in the selection battery any skills or knowledge that could reasonably be trained for within that 2year period. Only aptitude or ability factors were incor- porated into the selection process rather than achievement tests. 3. Question: Should the concern for women getting down into the dirty treatment tanks have been a selection issue? Suggested answer: No. Ovania’s managers were dedicated to making the procedures and decisions fair and objective. Fifty-six employees applied for the new position of system analyzer. Twenty-one were female. The EEOC discourages direct or indirect questions related to race, color, age, religion, sex, gender identity, sexual orientation, national origin, caregiver status, and other factors. (Chapter 3.) 4. Question: Would the test battery and selection procedure decided on be defensible in court? Suggested answer: Answers will vary. Although each of the aptitude tests has been published, standardized (100 points possible for each test), and validated for other jobs, the same was not true of the system analyzer job because it is a new position. Therefore, whether the tests are predictive depends on content validity judgments made by the managers of the company. The employee selection process should provide reliable and valid information about applicants so that their qualifications can be carefully matched with the job’s specifications. The information that is obtained should be clearly job related, predict success on the job, and be free from discrimination (Chapter 6) Case 4: Ill-Fated Love at Centrex Electronics 1. Question: What exceptions to the employment-at-will doctrine would the attorney have used to file the lawsuit?
Suggested answer: The employment-at-will doctrine (Chapter 13) does not give managers and supervisors the unrestricted right of termination? First, federal and state laws, court decisions, and administrative rulings restrict termination decisions. People cannot be fired because of characteristics such as race or gender (Chapter 3) Second, in unionized organizations, union collective bargaining agreements limit automatic discharges. These agreements specify the kinds of infractions that can lead to termination. Not all employers operate on the at-will principle, however. Some have written policies that require good cause to terminate an employee. 2. Question: Comment on the confidential information policy adopted by Centrex Electronics. Do you agree with the way it is used? Explain. Suggested answer: The right to privacy (Chapter 13) focuses on freedom from unwarranted government or business intrusion into one’s personal affairs. It involves the individual’s right to be given personal autonomy and to be left alone Not surprisingly, employees strongly defend their right to workplace privacy. Meanwhile, employers defend their right to monitor employees’ activities when they directly affect a business, its productivity, workplace safety, and/or morale. So who is right? Employers or employees? (See Figure 13.4.) Answers will vary. 3. Question: Is dating a ―romantic relationship‖? Explain. Suggested answer: See chapter 13, Figure 13.8. Workplace romances create a dilemma for organizations. Workplace crushes and romances are so prevalent that it is simply illogical to try to prohibit the development of relationships. However, watching such relationships is important because acceptable behavior in a consensual relationship between employees can become harassing behavior if one party to the relationship no longer welcomes the conduct. It may also result in violence. Of particular concern is an employer’s liability if a coworker, supervisor–subordinate, or other power-differentiated romance goes sour and leads to charges of sexual harassment. Furthermore, workplace romances can lead to employee charges of favoritism. Case 5: Pepper Construction Group: Change in Safety Leads to Decline in Injuries and Illnesses 1. Question: How does the Pepper Construction’s ―TEAM‖ mission help keep the company on track toward better safety? Suggested answer: The challenge was to communicate the safety mission through the entire company. The president of Pepper Construction Company, held much smaller meetings limited to 40 people. It was made clear that everyone had the right, and responsibility, to work safely. (Chapter 12)
Pepper has said the biggest benefit is the improved company culture: ―Our workers are looking after each other, watching out for hazards and eliminating them—and really caring for their fellow employees. When implemented effectively, High Performance WSs benefit both employees (who enjoy more interesting work and better quality of work life) and their organizations (which realize improved productivity, customer value, innovation, and agility (Chapter 16). 2. Question: Why should Pepper Construction be concerned about the safety of its subcontractors? Suggested answer: The company would be remiss if it did not extend its safety protocols to everyone involved in a Pepper Construction contract—to include subcontractors. As a result of Pepper Construction’s increased scrutiny of its subcontractors’ safety records, it has removed contractors from its list of prequalified contractors because of poor safety performance. This has resulted in improved safety performance among subcontractors who wish to receive contracts from Pepper Construction. See Figure 12.1 (Chapter 12) Case 6: Qualtrics after SAP: Shaping the Future of Employee Experience 1. Question: What is important about Qualtrics keeping an agile tech company feel? Suggested answer: 1. Chapter 16 talks about the importance of the people working for an organization being able to adapt to changes. For example, working remotely from home during the COVID-19 pandemic required companies and their people to be able to work on group projects in a virtual environment. This required new training for many employees. When the HR managers in a company can quickly respond to such changes, they are able to help people adapt and adjust to changes. 2. Question: Are surveys the best way to measure employee experience? Suggested answer: Employee experience is a very difficult thing to measure. What qualifies as a ―good experience‖ is different for everyone. Surveys allow for a large distribution to participants and easy analysis of results. Surveys may be used to understand what benefits are needed to fit employee needs (Chapter 11). Results from surveys, however, may be very limited, narrowed, or biased based on the survey structure. HR managers can frequently meet with employees to gain a better understanding of how they are feeling about their experience with the company. 3. Question: What role does an HR manager have in the experience economy? Suggested answer: Customers and employees are now all about the experience. HR managers have an important role in helping employees have a great experience at work,