Scenario: You Have Just Started Work As The New Human 354807

Scenarioyou Have Just Started Work As The New Human Resources Manager

Scenario: You have just started work as the new Human Resources Manager for Acme Manufacturing, a Fortune 1,000 company. The job has been vacant for six months now. You have been wondering about this, especially since reading about employee harassment incidents and fights recently in the news. The General Manager (GM) calls you into his office the minute you arrive. He shuts the door after saying a quick word of welcome, and begins to tell you about an incident that happened last week that needs your immediate attention.

The company's manufacturing operations runs three shifts of production workers so the plant is operating 24/7. Over the past six months hostilities have arisen between employees on the third and first shifts. What started out as jeering and criticisms by the first shift, claiming they have to clean up the mess and complete all of the work left undone by the third shift, has escalated to physical confrontations and altercations. Although the GM said that aggressive bantering back-and-forth is common for shift workers in manufacturing, he admitted he was worried after seeing a gun on one of the employees last week that was concealed, or so the employee thought, in a shoulder holster under this jacket.

The GM said he needs your help. Specifically, he asked that you: Determine and explain the appropriate disciplinary action for the employees involved in this situation and identify motivational alternatives that can help turn the situation around; Draft policies and procedures that could be used in the guidance and performance management of the shift workers; and Develop performance standards for the shift workers, identify appropriate methods of performance appraisal, and develop appropriate training to help get them back on track. Feeling overwhelmed by the enormity of the situation, you go back to your office and begin devising a plan to help get employee relations back on track, realizing that human resource policies and practices may help avert potentially dangerous situations in the future if implemented correctly.

Paper For Above instruction

The situation at Acme Manufacturing presents a complex challenge, involving employee misconduct, safety concerns, and the necessity for effective Human Resources (HR) intervention. This memo aims to address the three main areas identified by the General Manager: disciplinary actions, motivational strategies, and policy and performance management frameworks. By adopting a structured HR approach grounded in best practices and ethical standards, it is possible to restore a safe and cooperative work environment.

Disciplinary Actions for Employees Involved in Incidents

Disciplinary measures in hazardous workplace situations must be both fair and firm, serving to correct behavior while maintaining legal and ethical standards. Based on the severity of the incident—including hostile confrontations and the concealment of a firearm—immediate suspension pending investigation is appropriate. This aligns with OSHA’s (Occupational Safety and Health Administration) recommendations for addressing workplace violence, emphasizing preventive measures and swift action (OSHA, 2015).

For the employees directly involved in physical altercations, progressive disciplinary actions should be enacted, including reprimands, mandatory counseling, and possible termination for those who violate safety or conduct policies. The employee found with a concealed firearm, which escalates safety concerns, warrants immediate suspension and a thorough investigation to determine any legal violations, such as violations of state firearm laws and company policies (Feldman, 2018). Further, HR should collaborate with security and legal departments to ensure compliance with relevant laws and the safety of all personnel.

Motivational Alternatives for Behavioral Improvement

Motivational strategies that aim to improve employee morale and team cohesion are vital. Recognizing the underlying hostility, management should incorporate team-building activities, conflict resolution workshops, and recognition programs that foster a culture of respect and collaboration (Latham & Pinder, 2005). Additionally, implementing an Employee Assistance Program (EAP) can address personal issues contributing to stress or hostility, providing counseling services that facilitate emotional regulation and conflict management (Kurland & Egan, 2015).

Furthermore, establishing open communication channels and participative decision-making can empower employees, reducing feelings of disenfranchisement that often contribute to workplace hostility (Deci & Ryan, 2000). Incentivizing positive behavior, through rewards and recognition, can also shift focus from conflict to cooperation, ultimately improving workplace atmosphere.

Policies and Procedures for Guidance and Performance Management

Effective policies should clearly delineate expected conduct, roles, and consequences related to workplace violence and misconduct. A comprehensive Workplace Violence Prevention Policy should be drafted, including procedures for reporting threats, investigations, and disciplinary measures (Nielsen et al., 2013). Key elements must include confidentiality, support for victims, and legal compliance.

Similarly, procedures for conflict resolution should be established, incorporating mediation, counseling, and disciplinary review processes. These policies need to be communicated regularly through training and accessible documentation, ensuring all employees understand the standards of conduct and the consequences of violations.

For ongoing performance management, integrated performance appraisal systems that include peer reviews, supervisor assessments, and self-evaluations should be implemented. Regular feedback sessions promote transparency and continuous improvement while aligning employee behavior with organizational goals (Aguinis, 2013).

Developing Performance Standards, Appraisal Methods, and Training Programs

Clear performance standards for shift workers should encompass safety adherence, professionalism, teamwork, and productivity metrics. These standards should be SMART (Specific, Measurable, Achievable, Relevant, Time-bound) to facilitate effective evaluation (Doran, 1981).

Methods of appraisal should include 360-degree feedback, which gathers input from supervisors, peers, and subordinates, providing a holistic perspective on performance (Nowack, 2012). Such comprehensive appraisals help identify behavioral and performance gaps and inform targeted training interventions.

Training programs should focus on conflict resolution, communication skills, safety procedures, and stress management. Regular refresher courses and workshops can reinforce desired behaviors, foster a culture of safety, and reduce hostility (Cannon-Bowers et al., 1995). Supervisory training for effective disciplinary and motivational practices is equally essential in maintaining a productive work environment.

Concluding Remarks

Handling the situation at Acme Manufacturing demands a strategic HR approach prioritizing safety, fairness, and ongoing employee development. Disciplinary actions must be swift but fair, motivational initiatives should foster positive interactions, and policies must create clear behavioral expectations. Incorporating structured performance standards and comprehensive training will promote a safer, more cohesive workplace, reducing the risk of future conflicts and incidents. Proactive HR management and continuous communication are critical to restoring trust and organizational effectiveness.

References

• Aguinis, H. (2013). Performance Management. Pearson Education.
• Cannon-Bowers, J. A., Tannenbaum, S. I., & Salas, E. (1995). Toward understanding training outcomes. In D. H. Greer (Ed.), Training and Development Handbook. McGraw-Hill.
• Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227–268.
• Feldman, D. C. (2018). Managing Human Resources (2nd ed.). McGraw-Hill Education.
• Kurland, N. B., & Egan, T. (2015). Do Employee Assistance Programs Work? Evidence and Recommendations. Human Resource Management, 54(4), 567–588.
• Latham, G. P., & Pinder, C. C. (2005). Work Motivation Theory and Research at the Dawn of the Twenty-First Century. Annual Review of Psychology, 56, 485–516.
• Nielsen, K., et al. (2013). Workplace violence prevention and intervention strategies. Journal of Occupational Health Psychology, 18(2), 183–202.
• Nowack, K. (2012). The Effectiveness of 360-Degree Feedback in Organizational Contexts. Human Resource Development Quarterly, 23(2), 123–149.
• Occupational Safety and Health Administration (OSHA). (2015). Guidelines for Workplace Violence Prevention and Response. OSHA Publications.