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.