ABC 123 Version X Case Study Scenarios Worksheet HRM 304206

ABC/123 Version X 1 Case Study Scenarios Worksheet HRM/300 Version University of Phoenix Material Case Study Scenarios Worksheet Answer the following for the corresponding Case Study Scenario. Each scenario should be answered in a total of 175 words. Scenario 1: Staffing Management Determine a recruitment method and sources would you use and explain your decision. Assess what type of interview you would use when hiring someone in an entrepreneurial environment. Determine whether or not you would use selection tests. Scenario 2: Training and Development Choose training and/or development programs to implement in order to keep operations employees loyal to the organization. Evaluate the training methods you would use. Scenario 3: Employee Relations Assess the discipline steps to take. Determine how you would apply positive discipline. Determine the just-cause standards you should verify before termination. Scenario 4: Workplace Health and Safety Assess the benefits of a wellness program. Summarize the components you would include in the wellness program. Scenario 5: Labor Relations/Unionization Describe the process employees need to take in order to unionize. Explain the rights of employees. Assess what an employer can legally do to prevent unionization. Scenario 6: Motivation Explain two motivational theories. Determine which theory would work best in this scenario to help motivate employees. Scenario 1.pdf VIDEO TRANSCRIPT Developing a strategic plan to recruit and hire staff ensures that your business attracts and retains quality employees ID: 02-VIDEO-57eedd20d046f68ac2c0a288 HR Scenario 1 of 6: Staffing Management RECORDED ON Oct 17, CATEGORY Business and Management SUB-CATEGORY Human Resources and Organizational Behavior TAGS Strategic plan, strategic, hiring, employees, recruiting, hire staff, interviews, human resources, HR - [Narrator] You are an HR generalist at Trendy Tech, a technology company in growth mode. Trendy Tech plans on diversifying their product offerings and expanding from their current 100 employees to 500 employees over the next several years. They will be looking for highly skilled technical employees. Your manager, the director of HR, is writing a strategic plan to recruit and hire staff. The director has asked you to help by researching topics. Use this information to answer scenario one on the HR scenarios worksheet. Scenario 2.pdf VIDEO TRANSCRIPT Workplace training and development programs provide opportunities for staff to supplement their existing knowledge of workplace goals and current regulations. ID: 02-VIDEO-57eedd22357d8e76c46ace4d HR Scenario 2 of 6: Training and Development RECORDED ON Oct 17, CATEGORY Business and Management SUB-CATEGORY Human Resources and Organizational Behavior TAGS Strategic plan, strategic, hiring, employees, recruiting, hire staff, interviews, human resources, HR - [Narrator] You are a training specialist at Elegant Estates, a property management firm that is mature and has a stable company culture. There is no plan to either increase or decrease staffing in the near future. Your manager, the head of training and development, wants to come up with a training and employee development program starting next quarter, and asks you to research training and development programs, and training methods. Use this information to answer Scenario Two on the HR Scenarios worksheet. Scenario 3.pdf VIDEO TRANSCRIPT Understanding the appropriate application of positive discipline as well as a thorough understanding of the just cause standards are critical skills in the HR environment.? ID: 02-VIDEO-57eedfa6dd7da620 HR Scenario 3 of 6: Employee Relations RECORDED ON Oct 17, CATEGORY Business and Management SUB-CATEGORY Human Resources and Organizational Behavior TAGS Just cause, positive discipline, discipline, termination, HR, Human Resources - [Lecturer] As an employee relations specialist, you are made aware that John Doe has been unexpectedly absent over the last few weeks. He has not been in contact with his supervisor during these past two weeks, and fellow co-workers have started to make note of his absence. However, on social media, his manager has noticed that he has been quite involved in various activities outside of work. After two weeks, John returned to work. Use this information to answer scenario three on the HR scenarios worksheet. Scenario 4.pdf Scenario 5.pdf VIDEO TRANSCRIPT Poor working conditions can lead employees to consider unionizing. Understand Human Resources' role in employee rights and workplace protections. ID: 02-VIDEO-57eedd37357d8e76c46ace4e HR Scenario 5 of 6: Labor Relations / Unionization RECORDED ON Oct 17, CATEGORY Business and Management SUB-CATEGORY Human Resources and Organizational Behavior TAGS Unions, employee rights, legal rights, working conditions - [Lecturer] You are working in an HR role at a factory where the working conditions have become poor. Employees are feeling under appreciated for the work they are producing, and are even being asked to stay at their desks beyond normal working hours on a consistent basis. Several employees have started to discuss the possibility of forming a union. Use this information to answer scenario five on the HR scenarios worksheet. Scenario 6.pdf VIDEO TRANSCRIPT Understanding the balance between reducing staff positions and increasing the morale of employees on staff can be complicated. ID: 02-VIDEO-57eedd40d046f68ac2c0a28a HR Scenario 6 of 6: Motivation RECORDED ON Oct 18, CATEGORY Business and Management SUB-CATEGORY Human Resources and Organizational Behavior TAGS Morale, staffing, staffing reduction, firing, increasing morale, human resources, HR, work productivity, resistant to change, change - [Lecturer] You are an HR business partner at a company that is resistant to the changes taking place in the marketplace. The company needs to reduce costs, which means eliminating some jobs, but it also wants to increase morale for the key employees that it wants to keep on staff. You have been asked to research the best way to motivate employees in order to increase morale and work productivity. Use this information to answer scenario six on the HR scenarios worksheet.

Paper For Above instruction

The case study scenarios presented in this assignment encompass core Human Resources strategies tailored to different organizational challenges in growth, stability, and change management contexts. Each scenario highlights critical HR functions including staffing, training, employee relations, workplace safety, labor relations, and motivation, necessitating an integrated approach grounded in proven HR principles and contemporary practices.

Scenario 1: Staffing Management

In a burgeoning technological firm like Trendy Tech, aiming to expand from 100 to 500 employees within a few years, strategic recruitment methods are vital. This scenario warrants a combination of targeted sourcing channels such as online job boards (LinkedIn, Indeed), specialized tech recruitment agencies, and university partnerships to attract high-caliber technical talent. Digital platforms enable broad outreach and attract a pool of qualified candidates efficiently (Kaufman, 2015). Behavioral and competency-based interviews are most suitable in entrepreneurial environments emphasizing innovation and adaptability. These interviews assess candidates’ past problem-solving abilities and cultural fit, which are essential in dynamic settings (Levashina et al., 2014). Regarding selection tests, using technical tests and situational judgment assessments can effectively evaluate candidates’ skills and decision-making abilities, thus reducing the risk of poor hires (Schmidt & Hunter, 1998). Overall, a comprehensive approach blending technology-driven sourcing, structured behavioral interviews, and relevant testing optimizes staffing outcomes in growth-oriented organizations.

Scenario 2: Training and Development

For Elegant Estates, establishing ongoing training and development programs is critical for maintaining employee loyalty and performance consistency in a stable environment. Effective programs may include onboarding refresher courses, skills upgrading workshops, and leadership development initiatives aligned with company goals. Techniques such as e-learning modules, in-person seminars, and mentorship programs can vary based on employee needs and organizational culture (Salas et al., 2012). E-learning platforms offer flexible, cost-effective training, allowing staff to learn at their own pace and revisit content when necessary (Simon & Bloom, 2018). Mentoring enhances knowledge transfer and fosters organizational loyalty. Regular evaluations of training effectiveness through feedback surveys and performance metrics ensure continuous improvement. Such targeted training not only sustains operational expertise but also reinforces the company’s commitment to professional growth, thereby strengthening employee retention (Noe et al., 2017).

Scenario 3: Employee Relations

Addressing employee absenteeism and conduct issues, as illustrated by John Doe's case, requires a balanced application of positive discipline and adherence to just-cause standards. First, HR should conduct a thorough investigation, documenting all relevant facts and communication attempts. The discipline process might begin with a verbal warning and escalate through written warnings if absenteeism persists. Applying positive discipline involves counseling and providing support for underlying issues, such as personal challenges, to motivate improved behavior (Ting, 1997). Before termination, verifying just-cause standards involves demonstrating that the employee was aware of policies, received proper warnings, and was treated fairly, ensuring legal compliance and ethical standards (Kaufman, 2018). Clear communication and consistent enforcement of discipline policies foster a fair workplace and mitigate legal risks.

Scenario 4: Workplace Health and Safety

A wellness program offers numerous benefits, including enhanced employee health, reduced absenteeism, and increased productivity. Components of an effective wellness program should include fitness activities (yoga, gym memberships), health screenings, mental health resources, nutritional guidance, and stress management workshops (Goetzel & Ozminkowski, 2008). Incorporating biometric screenings and health coaching can help identify health risks early, facilitating tailored interventions. Promoting a culture of health encourages employees to adopt healthier lifestyles, consequently lowering healthcare costs and improving morale (Baicker et al., 2010). Additionally, providing ergonomic assessments and safety training further foster a safe and supportive work environment. These components, designed based on employee needs and organizational priorities, contribute to a holistic approach to workplace well-being and safety.

Scenario 5: Labor Relations / Unionization

Employees seeking to unionize must typically follow a formal process, including signing authorization cards, which demonstrate sufficient interest, and voting through a formal election supervised by the National Labor Relations Board (NLRB). Employees possess legal rights to organize, bargain collectively, and engage in concerted activities without fear of retaliation (Vickers & Schaefer, 2016). Employers, in turn, are legally prohibited from coercing employees against unionization efforts, intimidating, or disciplining employees for union activities (Kelley, 2013). Strategies to prevent union formation should involve addressing workplace grievances openly, improving communication, and fostering a positive organizational climate (Kaufman, 2016). Respecting employee rights while maintaining transparency is essential for maintaining a harmonious labor-management relationship within legal boundaries.

Scenario 6: Motivation

Two prominent motivational theories applicable in the workplace are Maslow’s Hierarchy of Needs and Herzberg’s Two-Factor Theory. Maslow’s framework suggests that employees are motivated by fulfilling successive needs, from physiological essentials to self-actualization (Maslow, 1943). Herzberg’s theory distinguishes motivators (recognition, achievement) from hygiene factors (salary, working conditions) and advocates focusing on the former to enhance motivation (Herzberg et al., 1959). In the scenario of reducing staff while boosting morale and productivity, Herzberg’s theory may be more effective as it emphasizes intrinsic motivators such as recognition, opportunities for growth, and meaningful work. Applying this theory can help management develop strategies that foster employee engagement despite organizational changes, ensuring sustained motivation and performance (Hackman & Oldham, 1976). Therefore, focusing on intrinsic motivators aligns well with organizational efforts to maintain morale during challenging times.

References

• Baicker, K., Cutler, D., & Song, Z. (2010). Workplace wellness programs can generate savings. Health Affairs, 29(2), 304-311.
• Hackman, J. R., & Oldham, G. R. (1976). Motivation through design of work: Test of a theory. Organizational Behavior and Human Performance, 16(2), 250-279.
• Herzberg, F., Mausner, B., & Snyderman, B. B. (1959). The motivation to work. John Wiley & Sons.
• Kaufman, B. E. (2015). The evolving concept of strategic human resource management. Human Resource Management Review, 25(4), 396-405.
• Kaufman, B. E. (2018). The development and history of HRM in the US. In The SHRM-SCP Body of Competency & Knowledge (BoCK) (pp. 7-18). Society for Human Resource Management.
• Kelley, J. (2013). The legal environment of labor relations. Routledge.
• Levashina, J., Hartwell, C. J., Morgeson, F. P., & Campion, M. A. (2014). The structured employment interview: Narrative and quantitative review of the research literature. Personnel Psychology, 67(1), 241-293.
• Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396.
• Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage. McGraw-Hill Education.
• Salas, E., Tannenbaum, S. I., Kraiger, K., & Smith-Jentsch, K. A. (2012). The science of training and development in organizations: What matters in practice. Psychological Science in the Public Interest, 13(2), 74-101.
• Schmidt, F. L., & Hunter, J. E. (1998). The validity and utility of selection methods in personnel psychology: Practical and theoretical implications of 85 years of research findings. Psychological Bulletin, 124(2), 262–274.
• Vickers, M., & Schaefer, P. (2016). The legal environment of labor relations. Routledge.