Title ABC/123 Version X 1 Case Study Scenarios Worksheet HRM ✓ Solved

Title ABC/123 Version X 1 Case Study Scenarios Worksheet HRM/300

Answer the following for the corresponding Case Study Scenario. Each scenario should be answered in a total of 175 words. Scenario 1: Staffing Management 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. Determine a recruitment method and sources would you use and explain your decision. Assess what type of interview would work best when hiring someone in an entrepreneurial environment.

Determine whether or not you would use selection tests. Scenario 2: Training and Development 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.

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 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. 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 You are working in an HR role and have noticed that there has been an increased amount of sick time used from a variety of employees who are complaining that they are stressed out at work. You also notice that workforce production has been declining from several employees. Your supervisor has asked you to research the possibility of introducing a wellness program at work. Use this information to answer scenario four on the HR scenarios worksheet.

Assess the benefits of a wellness program. Summarize the components you would include in the wellness program. Scenario 5: Labor Relations/Unionization 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.

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 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. Explain two motivational theories. Determine which theory would work best in this scenario to help motivate employees.

Sample Paper For Above instruction

Scenario 1: Staffing Management

Trendy Tech, a rapidly expanding technology firm, has plans to grow its staff from 100 to 500 employees, emphasizing the hiring of highly skilled technical personnel. To meet this strategic goal, I recommend using proactive recruitment methods such as targeted online job portals like LinkedIn and niche tech industry job boards. Collaborating with technical universities and coding boot camps can also serve as valuable sources for sourcing talent. These channels ensure access to a pool of qualified candidates aligned with the company's technological focus. When hiring in an entrepreneurial environment, behavioral-based interviews are preferable because they assess candidates' problem-solving abilities, adaptability, and innovation—traits critical for a dynamic, start-up-like culture. Regarding selection tests, skills assessments such as technical coding tests or problem-solving exercises can be useful in evaluating candidate competencies, especially for roles requiring specialized technical expertise. These tools help in making data-driven hiring decisions that align with the company's growth and innovation goals.

Scenario 2: Training and Development

Elegant Estates, a mature property management company with a stable culture, seeks to implement ongoing training programs to maintain employee engagement and loyalty. I recommend developing comprehensive onboarding and continuous learning initiatives such as leadership development, customer service training, and technical skill upgrades. Mentorship programs can foster knowledge transfer and reinforce organizational loyalty. Training methods like interactive workshops, e-learning modules, and role-playing exercises can engage employees effectively, accommodate diverse learning styles, and provide flexibility. To sustain motivation and retention, it’s vital to include development opportunities aligned with career growth, performance feedback, and recognition systems. Such initiatives foster a learning organization environment, enhance employee satisfaction, and reduce turnover—crucial for a stable company like Elegant Estates.

Scenario 3: Employee Relations

John Doe’s recent unexplained absence signals potential underlying issues. The first step involves a private, non-confrontational meeting to understand his circumstances, emphasizing a supportive approach. Implementing disciplinary steps should include documenting the absence, reminding him of attendance policies, and offering resources like counseling if needed. Applying positive discipline techniques, such as counseling and problem-solving discussions, focuses on correcting behavior without punitive measures. Before considering termination, I would verify just-cause standards—proof that his absence violates company policies and is unexcused, and evidence that he was provided with ample opportunity to explain his situation. Ensuring fairness and consistency in disciplinary action protects the organization legally and ethically.

Scenario 4: Workplace Health and Safety

The rise in sick time and declining productivity reflect workplace stress issues. Implementing a wellness program can mitigate these challenges by promoting physical and mental health. Components might include stress management workshops, access to employee assistance programs (EAPs), fitness memberships, and flexible scheduling. Benefits of such programs include reduced healthcare costs, improved morale, lower absenteeism, and enhanced productivity. The program should also incorporate health screenings, nutritional advice, and mindfulness activities to support holistic well-being. These initiatives can create a healthier, more resilient workforce capable of coping with job demands, ultimately supporting organizational success.

Scenario 5: Labor Relations/Unionization

Employees feeling underappreciated and overworked, along with discussions about unionizing, warrant careful navigation. The legal process for unionization begins with employees signing authorization cards, formally expressing interest. If enough signatures are collected, a petition is filed with the National Labor Relations Board (NLRB), initiating an election process. During this process, employees retain the right to voice concerns and organize collectively without employer interference—an exercise of protected concerted activity under the National Labor Relations Act. Employers cannot legally retaliate against union supporters or interfere with the election process but can implement good-faith negotiations once a union is recognized. To prevent unionization legally, employers should focus on improving working conditions, recognizing employee efforts, and maintaining open communication channels.

Scenario 6: Motivation

In an environment resistant to change and facing job reductions, motivating remaining employees requires strategic approaches. The two motivational theories most relevant are Maslow’s Hierarchy of Needs and Herzberg’s Two-Factor Theory. Maslow’s theory suggests addressing employees’ basic to self-actualization needs through recognition, achievement, and opportunities for personal growth. Herzberg’s theory differentiates hygiene factors, such as working conditions and pay, from motivators like recognition and meaningful work. Given the scenario, Herzberg’s motivator-focused approach might be most effective, emphasizing recognition and purpose to enhance morale and productivity despite organizational changes. Recognizing employees’ contributions publicly and aligning their work with organizational goals fosters engagement and resilience amid cost-cutting measures.

References

• Dessler, G. (2020). Human Resource Management. Pearson Education.
• Caruth, D. (2017). Employee Motivation and Engagement. SHRM.
• Mayo, E. (1933). The Human Problems of an Industrial Civilization. Macmillan.
• Herzberg, F., Mausner, B., & Snyderman, B. B. (2011). The Motivation to Work. Transaction Publishers.
• Maslow, A. H. (1943). A theory of human motivation. Psychological Review, 50(4), 370–396.
• National Labor Relations Board (NLRB). (n.d.). Representation Election Process. NLRB.gov.
• Robbins, S. P., & Judge, T. A. (2019). Organizational Behavior. Pearson.
• Skinner, B. F. (1953). Science and Human Behavior. Free Press.
• Peters, T. J., & Waterman, R. H. (1982). In Search of Excellence. Harper & Row.
• Noe, R. A. (2021). Employee Training & Development. McGraw-Hill Education.