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Bus 220 Case Analysis Template

_Case #:__

  1. Case Details

Key Person: Manager of Personnel Records

Position:

Other People: The Director of Human Resources (McShane, 1989).

What: Difficulty in determining who in personnel records is responsible for specific personnel functions.

Also, the clerks seemed to &quotcare&quot more about their particular personnel area than about the overall quality of the personnel records and employee needs. Personnel records are sometimes incomplete (McShane, 1989).

Why: There is no defined roles and responsibilities for different employees at the records department. There is little motivation for clerks and other employees to focus on all activities that have an influence on the general performance of the organization (McShane, 1989). Clerks do not receive the file from other clerks for updating.

  1. Brief Case Summary

Solcom Limited is an engineeringcompany that has operations indifferent parts ofCanada. It has about 1500 employees. The Company has the PersonnelRecords office that is in charge of keeping records and personnelfiles as well as answering any questions that may be advanced by theemployees. There arefive clerical staffs in the office,and each clerk is in charge of handling employees from specific lines(McShane, 1989). The operations of the Company are now expanding,and line managers are now experiencing problems with lack of clarityon which clerical staff is in charge of which line. The clerks alsofocus more on some activities, neglecting others, in the end. Thereis also a chance where some employee records end up partially filledas the files containing information regarding on-linefail to be passed over to other clerks to complete them as would beappropriate. The personnel records clerks are also experiencingimmenseproblems as it relates to the lackof opportunity to coordinate their activities with other employeesfound at the recordsoffice.

  1. Identify three primary issues and related OB concepts (3 paragraphs)

One of the issues that would bepertinent withregard to theproblems experienced in the organization is a lackof proper flow of communication. Line managers do not have a chanceto communicate with clerks found at the Personnel Records Office toestablish some of the challenges that they could be going through,which could end up interfering with their general ability to deliverthe kind of activities that are bound to push the organizationtowards growth (Pinder, 2014). Through consistentinformation-sharing, the different individuals found at the PersonnelRecords Office are boundto be in a situation where they areable to providetheir views on areas that may need to be strengthened on to bringabout the kind of outcomes that would be desirable in the end.

Lack of motivation among theclerical personnel could also play a huge role towards influencingthem not to take part in activities that would end up having bestoutcomes for the organization. Such a case would, therefore, makethem stick to carrying out the specific activities they are mandatedtoconduct withoutpaying more attention to other issues that are of hugeimportance (Champoux, 2016). Such individuals will generallyhave a view that the hugeworkload they arefaced with is quitedisheartening and the level of frustrations they may feel in the endwould push them to lack the ability to focus on those issues thatwould be deemed to be of hugeimportance in the end. There is also a high chance that such peoplecould end up carrying out their job with low levels of keenness asthey would lack the very high levels of motivation that are normallynecessary to advance best practices inthe workplace.

The lack of proper interactionamong the Personnel Records clerks and with other employees found atthe records office is also key to hampering chances of betterperformance of the organization (Wagner &amp Hollenbeck, 2014).There is a high chance that, withsuch poorlevels of interactions, there is agreat chance thatthe specific employees could end up taking part in activities thatare bound to lead to poor outcomes among other employees as well asfor the entire organization. The situation would also leadto problems thatregard to slow level of growth of the organization.

  1. Identify three primary Internal &amp External Factors and briefly explain

Internal Factors:

  1. Team-bonding- Refers to a situation where the Director of Human Resources could call for employees found in various offices to engage in fun activities that would end up making them have better interactions and increase their chances of performing better (Pinder, 2014).

  2. Problem-solving- It is a situation where the Director of Human Resources and the Manager of Personnel Records could come together and think of the specific ways through which the problems experienced by employees at the Records Office could be dealt with, accordingly (Champoux, 2016).

  3. Motivation- It involves a situation where the management in association with Director of Human Resources would join hands in carrying out practices that would end up motivating the specific clerical personnel found at the Personnel Records Office (Wagner &amp Hollenbeck, 2014).

External Factors:

1.Technology-Advancements in technology enables the firm to invest in featuresthat will enable the specificemployees found at the Personnel Records Office to carry out theirduties with dueefficiency (Wagner&amp Hollenbeck, 2014).

2. EconomicFactors- Growth in theeconomy would enable the companyto perform well andmake it much easier to invest in more employees, some of whom may beplaced at the Personnel Records Office to provideease in the workthat isgenerally conductedat the workplace (Champoux,2016)

3. Workers’Rights Associations-The associations could push the company to ensure the employees foundat the organization are given better treatment, owing to the factthat the huge workload that they are subjected to, would need toreduce by a huge margin in order to ensure high levels of outcomesare realized at the end (Pinder, 2014).

  1. Alternatives to Solve Issues

Options

Pros

Cons

1. Fail to take any action

-Few financial resources would be needed

– The management would have less stress in dealing with the problem

-The performance levels of clerks at the Personnel Records office will keep on declining (Champoux, 2016)

-The relationship between clerks and other staff found at the Personnel Records Office will keep on declining.

2. Increase the number of clerical personnel

-The output of the Personnel Records Office will increase (Champoux, 2016).

-The quality of information stored at the Personnel Records Office will improve

-The company will need to incur more financial costs to maintain the increased number of clerical employees (Champoux, 2016)

-The company would need to carry out some restricting to accommodate the new employees who may be hired.

3. Investing in new technology

-The level of performance of clerical staff at the Personnel Records Office will improve (Champoux, 2016).

– Workload at the Personnel Records Office will significantly reduce (Champoux, 2016).

-The company would incur huge financial resources to acquire the technology and train personnel on how to use the same (Champoux, 2016).

The company would need to carry out some restructuring processes to accommodate the new technology.

  1. Criteria &amp Assessment

Options (transfer from previous section)

Qualitative

Quantitative

Qualitative or Quantitative

Improved employee interaction

Increased output

Improved motivation

1. Fail to take any action

2. Increase the number of clerical personnel

+

+

+

3. Investing in new technology

+

+

+

  1. Analyze and Explain Preferred Alternative (apply course concepts and provide in-text citations to support your thinking)

The best method would be for theManager of Personnel Records and the Director of Human Resources tocarry out consistent monitoring of activities at the PersonnelRecords Office as well as looking into the specific problems thatemployees at the station could be experiencing (Champoux, 2016). Sucha process would, therefore, make the management be more willing toinvest in the various resources necessary to make the specificemployees found at the workplace quite comfortable The employees willalso be willing to take part in the monitoring exercise in a bid tohelp provide a clear picture of the situations they face (Wagner &ampHollenbeck, 2014).They will also have a high likelihood of providing suggestionsregarding the kind of processes that would need to beput in place inorder to ensurethey have elevatedlevels of practices in the end (Pinder, 2014). Through the monitoringprocess, there is ahigh chance thatthe management will have a high likelihood to look into the workpractices of employees found at the Personnel Records Office in a bidto identify the advancements they have made over time.

  1. Action and Implementation Plan

Who

The Manager of Personnel Records and the Director of Human Resources

What

Team-bonding session with the Personnel Records employees (Champoux, 2016).

When

End of month

Where

A selected resort facility (Champoux, 2016)

How (details)

-Address the problem of increased workload that the clerks seem to be experiencing

-Address the problem of poor-quality records maintained by clerks at the Personnel Records Office.

-Improve the level of interaction between the clerical personnel and other employees found at the Personnel Records Office (Champoux, 2016).

-Identify the root causes of the problems established in a bid to increase the quality of outcomes realized.

-Develop other options and alternatives for dealing with the problems identified in a bid to have better outcomes realized in the end.

  1. Additional Considerations

It would be important to takenote of

-The number of clerks that areneeded toproperly handle the various activities involved in the workplace.

-Other issues that could haveinterfered with the morale of the clerical staff found at thePersonnel Records Office (Champoux, 2016).

-Any other measures that arebound to improve the quality of work carried out by various employeesfound at the Personnel Records Office.

  1. References (text plus a minimum of two additional sources)

McShane,L. S. (1989). SolcomEngineering Ltd.

Champoux, J. E. (2016).Organizational behavior: Integrating individuals, groups, andorganizations. Routledge.

Pinder, C. C. (2014). Workmotivation in organizational behavior. Psychology Press.

Wagner III, J. A., &ampHollenbeck, J. R. (2014). Organizational behavior:Securing competitive advantage. Routledge.