Chapter 2 case- 2

1. Is it true, as Jack Carter claims, that we cant be accused of being

discriminatory because we hire mostly women and minorities
anyway?
This is not true at all. Employers can be accused of discriminatory practices at any
time. In this case, female applicants are being asked questions about childcare that
males were not being asked; minority applicants were being asked questions about
arrest records and credit histories that non-minorities were not. In addition, the
reports of sexual advances towards women by a store manager and an older
employees complaint that he is being paid less than other employees who are
younger for performing the same job all raise serious issues in terms of
discriminatory employment practices. Potential charges include violation of Title VII,
the Equal Pay Act, age discrimination, sexual harassment, disparate treatment.
Besides, his company requires HR manager who got depth knowledge about laws
and regulations. Being owner he should have at least basic knowledge of
discriminatory employment policies and procedures.
Regardless who he hires (even if it is mostly women and minorities), if he violates
the equal employment law, he can be definitely accused of discrimination.
2. How should Jennifer and her company address the sexual harassment
charges and problems?
There are some ways to address the problems:
- The first step would be to document the complaint and initiate an investigation,
and if the finding of the investigation is that sexual harassment did, in fact, occur,
and then take the appropriate corrective action which could include discipline up to
and including discharge.
- In addition, the company should develop a strong policy statement and conduct
training with all managers. And develop an outline how an employee compliant will
be handled.
- Talk to the victim, telling her to inform the harasser directly that his behavior is
unwanted. By doing this the harasser will be aware of it and will not do it again.
- Get written statement form the women; ask if they want file charges. Also ask
them if the still feel comfortable working with him.
- Speak with manager, get his statement, put him on problem.
- Monitor the harasser and make him attend a class on sexual harassment.
- Check in both parties periodically and warn the harasser if it happens again, he will
be fired.
3. How should she and her company address the possible problems of age
discrimination?

The company should review the compensation structure and pay rates to determine
whether there is discrimination in their pay system with regard to older workers
being paid less than younger workers for performing the same work. If there are
significant differences, then adjustments should be made to the pay system in order
to rectify the problem.

4. Given the fact that each of its stores has only a handful of employees, is
her company in fact covered by equal rights legislation?
Yes the EEOC enforces equal employment compliance against all but the very
smallest of employers. All employees including part-time and temporary workers,
are counted for purposes of determining whether an employer has a sufficient
number of employees. State and local laws prohibit discrimination in most cases
where federal legislation does not apply.
5. And finally, aside from the specific problems, what other personnel
management matters (application forms, training, and so on) have to be
reviewed given the need to bring them into compliance with equal rights
laws?
The company should do several things:
1. Develop an employee handbook which contains policy statements about equal
employment opportunity, sexual harassment etc.
2. Develop an employment application which is free from discriminatory questions,
as well as a standard interview guide which will ensure consistency of legal
questions from candidate to candidate.
3. Conduct supervisory/management training to ensure that all managers are
educated and aware of their responsibilities under EEO laws and regulations.
4. Develop and implement a complaint procedure and establish a management
response system that includes an immediate reaction and investigation by senior
management.

Chapter- 1- case -1
1. What do you think was causing some of the problems in the bank home
office and branches?
There is clearly a problem with communication, and the effects are felt in the area of
employee commitment. Additional contributing factors include the lack of consistency in the
policies and procedures of various locations. There is no cohesiveness to the staffing
activities of this organization.
There are some other problems in bank's home office and branches. These problems have
some cause.
High employee turnover:
The major issue was that employee turnover was quite high within the office. as a result
supervisor tried to find a suitable employee to replace the worker who had quit.
Every time an employee was hired, another was seen resigning.
Employee turn-over has a high cost attached to organization, not just in monetary terms
but also the time the manager has to spend in training.
Lack of Training:
There is no on-the-job training for the newly hired employees.
Supervisors and Managers do not effectively and properly train their employees. Also they
do not know about the performance of their employee. When Jack Nelson was introduced to
the entire employee in the home office, he was introduced to Ruth Johnson. Ruth Johnson
working for two months but she does not know about the machine that she was using. But
she operates the machine properly. Organization did not oriented and trained her properly.
On Job Training is the quickest and most cost effective method of training.
Hiring Employee:
There is no participation or contribution from the HR Department in terms of hiring new
employees.
The office does not have any HR Department process and planning.
Employees were hired by supervisors who were over occupied with many job
responsibilities.
Lack of communication
Among the branches and between the main office and the branches were broken down
communication. It is very important in any organization for people to communicate.
The main office apparently does not know the problem faced by all the branches.

Chapter 1-case- 1
2. Do you think setting up a HR unit in the main office would help?
Of course we think it would! Since there are HR-related problems both in the home office
and in the branches, it is clear that if a personnel office were set up, it would need to help to
coordinate the HR activities in the branches.
HR unit would help main office in many ways. This bank's major problem is employee
turnover. If they set up a Human Resource unit in the main office, this unit will control the
recruitment process; they will also build up good communication with their internal
employee.
At present bank have no specific policy for managing. HR unit give them a structural policy,
which help them. HR unit will analysis the job and they will hired the right person for the
right job.
There will be helpful setting up an HR unit in the main office

To reduce communications break down.

To set up the strategic HR plan for the whole organization.

To get controlling from head office the HRM proper process and producer.

It helps to coordinate the HR activities in the branches.

Chapter 1- case- 1
3.

What specific function should an HR unit carry out? What HR functions would then be carried out
by supervisors and other line manager? What role should the internet play in the new HR
organization?

In this circumstances HR unit should carry out with a coordinative function. HR Manager has to coordinate
personnel activities. They should coordinate between/away the branches and setting up HR unit in every branch
office.
Staff function would be carried out by supervisors and other line manager. Staff function assisting and advising line
managers. This is core fact of HR manager job.
HR unit should carry out

Job analyses
Planning employee needs and recruiting
Providing advising and training in the selection process
Orientation of new employees
Managing wage and salary administration
Managing incentives and benefits
Providing and managing the performance appraisal process
Organization-wide communications
Providing training & developing services

Supervisors and other line managers would be carried the followings

Interviewing and selection of job candidates

training new employees
appraising performance
Departmental & personal communications
Training & development

Internet and HR

Shift some activities to specialized online service portals and/or providers.

Improves HR function in four ways: self-service, call centers, productivity improvement and

outsourcing.
Internet provides employees with a single access point to all HR information system.
Easy access of any data.

Chapter 1- case -2

1. Make a list of 5 specific HR problems you think Carter Cleaning will

have to grapple with?
Potential answers could include the following:
1)Staffing the company with the right human capital by identifying the skills and
competencies that are required to perform the jobs and the type of people that
should be hired. Sourcing candidates and establishing an efficient and effective
recruiting and selection process will be an important first step.
2) Planning and establishing operational goals and standards and developing rules
and procedures to support business goals and strategies. Failure to do so will result
in a lack of clarity around performance expectations down the line as each store
becomes operational.
3) Implementing effective Performance Management through setting performance
standards, high quality appraisal of performance, and providing ongoing
performance coaching and feedback to develop the abilities of each person and
support positive employee relations.
4) Designing an effective compensation system that will give the company the
ability to attract, retain and motivate a high quality workforce, providing appropriate
wages, salaries, incentives and benefits. A poorly designed system will result in
difficulty in attracting candidates, turnover and low employee morale.
5) Training and developing employees both at the management and employee level
to be able to perform the job to meet the performance expectations. This should
include a new hire orientation program as well as a program for ongoing training
and development.
Lack of attention to this component may result in errors,
increase in operational costs, turnover, and morale problems.
2. What would you do first if you were Jennifer?
Answers will vary; however, probably the most important first step is to ensure that
the staffing process is well designed and targeting the right mix of skills and
abilities needed among candidates. A thorough job should be done in analyzing the
requirements of each job, developing a complete job description for each role, and
sourcing candidates that meet those requirements. Significant time should be
invested in the hiring process to ensure that the candidates hired meet the
requirements and possess the skills and abilities to do the job.