Problem Analysis and Solutions in Human Resource Management Practices

The case study examines the multifaceted problems faced by an organization concerning promotions and team dynamics. It highlights how the protagonist's abrupt promotion led to dissatisfaction among tenured employees, impacting team cooperation, especially with respect to Rachel, a senior member who eventually left due to unmanageable situations. The narrative underscores a need for improvement in management practices where the protagonist’s recruitment philosophy of hiring based on personal compatibility is questioned. Issues such as lack of recognition and inappropriate handling of employee performance reviews (like PIPs) are also discussed. Solutions suggested include promoting qualified individuals irrespective of tenure, ensuring fair credit for employees' contributions to enhance morale, and adapting HR policies that support diverse skill sets regardless of educational background. Addressing these issues is essential to prevent further organizational challenges.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of the University:
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Identification of problem
The problems that has been identified is from the case study that has been provided and it
explains the position where the protagonist was a victim. The main problem is that the people
could not accept the fact that he being so young is promoted so fast. The aged people who has
more tenure felt insulted to approach him so what the rest employees did was to persuade another
woman named Rachel to make her his mentor. In this case, the gender was not at all the problem
as the protagonist was used to go under situations where he was surrounded by male mostly. The
boss of the protagonist played a very important double role that is he was obvious of the fact that
the later would become the manager but still he gave high hopes to Rachel that she might
become the manager. When the protagonist, a highly deserving candidate was once questioned
about the hiring the candidates he stated that he only hires those kind of people with whom he
fell more connected. The connection was entirely in a true sense that included the obsessive
compulsion disorder (Sparrow, Brewster & Chung, 2016). There were also some problems that
were related to the management or the superior authority.
Symptoms of the problems
At first when the protagonist got promoted the other tenured employees were unhappy
with him and made least cooperation possible. The employees started focusing more on Rachel
who was senior and made it more difficult to her and finally she left the team under
unmanageable situations (Armstrong & Taylor, 2014). The soft goods were considered as the
highest performing team that were introduced by new software that will help the managers to
improve the level of planning. There is a need for improvement in the level of the management
(Brewster & Hegewisch, 2017). The protagonist is a blunt person and hence he would like to
recruit and manage only those people with whom he is compatible enough. The protagonist

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emphasizes on one thing that he wants his followers to learn and get inspired from him in his
way of success. Formerly in his team, it was quite evident that there were two consistent weak
performers namely Terry and Phil. Terry was doing well in his career at that time and when he
decided to join that company he miserably failed in the interview test.
Solution of the problems
The only solution that is prominent is to promote the qualified and the eligible people
only to the high ranks (Beardwell & Thompson, 2014). Phil has been working in that
organization for a considerable long time and has not been promoted for almost two years. He
deserved that promotion within a span of 1.5 years or even less and he could not be fired at all as
his age as it goes against his work ethics. The protagonist was never a fan of PIP as the thought
was really very condensing but there was a chance so most of the people dint get off the PIP.
There is a need for the business folks to feel that age is not a factor for them to feel insecure
about their position but about their capability to work and grow further in life. It is quite relevant
that a person who studied computer science major may not be working in a IT firm and someone
who is not from an IT background might work in an IT firm and it all depends on one’s interest.
In some organization, the management takes the full credit of the employees and they are not
even recognized for their work, here there is a chance that the grievances of the later on the
management level. This thing should be sorted out in order to bring a change in the management
system. If this case is solved there will be no scope of any further problem in the organization
(Brewster, Mayrhofer & Morley, 2016)

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References
Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Beardwell, J., & Thompson, A. (2014). Human resource management: a contemporary
approach. Pearson Education.
Brewster, C., & Hegewisch, A. (Eds.). (2017). Policy and Practice in European Human
Resource Management: The Price Waterhouse Cranfield Survey. Taylor & Francis.
Brewster, C., Houldsworth, E., Sparrow, P., & Vernon, G. (2016). International human resource
management. Kogan Page Publishers.
Brewster, C., Mayrhofer, W., & Morley, M. (Eds.). (2016). New challenges for European
resource management. Springer.
Sparrow, P., Brewster, C., & Chung, C. (2016). Globalizing human resource management.
Routledge.
Storey, J. (2014). New Perspectives on Human Resource Management (Routledge Revivals).
Routledge.