Human Resource Development Case Studies: Analyzing Workplace Issues

This assignment presents a series of HR case studies designed to assess and enhance problem-solving skills in human resource development. The cases cover a range of workplace scenarios, including employee relationships, performance issues, attendance problems, and customer service challenges. Students are required to analyze each case, identify relevant HR policies, and propose practical solutions based on the provided scenarios and hypothetical HR manuals. The cases address issues such as dealing with an employee dating a coworker, handling employee absenteeism and tardiness, managing an employee with declining performance due to a disability, addressing insubordination and attitude changes, resolving customer service complaints related to lunch hours, handling conflict between coworkers, addressing an employee's request for a raise, and navigating the hiring process. The assignment emphasizes the application of HR principles to real-world situations, requiring students to consider legal and ethical implications while developing effective strategies for managing employees and resolving workplace conflicts. The cases also touch upon topics such as harassment and hostile work environments.

Case Studies for Human Resource Development
NOTE: STUDENT MUST HAVE MANUAL WITH THEM TO PREP.
************************************************************************
Case #1:
A female employee comes to you two days ago crying because she is dating another
employee, a co-worker. She is so upset that she is not getting any work accomplished, so
her supervisor sent her to you hoping you can come up with a solution. She is open to a
transfer, if that is available.
Answer these questions in your response to her?
1. What policy, if any, covers this type of employee behavior?
2. Is a transfer a possible solution? If not, outline other possible solutions that you
would share with this employee.
3. Is there any information in the HR manual which would help you, the HR Specialist,
deal with this type of problem?
***********************************************************************
Case #2:
An employee has been absent (5 days) and tardy (10 times) is being referred by her
supervisor to you. You will need to check the policy of Professional Business
Associates, your company, and outline what steps the employee will need to take and the
consequences if they don't take those steps. Be prepared to share your answer with the
judges.
************************************************************************
Case #4
A year ago, management noticed that Louis was not being effective at his job. When
management approached Louis, he indicated that he was having difficulty with his
eyesight and this was hindering his ability to do his job. Management met with Louis to
determine whether his eyesight was actually causing the problem. They set up guidelines
to help Louis handle the workload.
Another year passed and the company continued to notice that Louis was still unable to
handle the workload. His work performance had become worse. He was forgetting
important facts that needed to be documented. He was leaving customers on hold for an
extended period of time. He was letting the telephone ring endlessly. He was forgetting
when he put someone on hold. His work was piling up. There were times when he
would just sit at his desk and "stare into space."
Since you have now been asked by management to intervene and work with Louis, how
would you approach Louis concerning his work behavior and what action would you take
regarding his lack of improvement. Back up your decisions by using the HR manual.

***********************************************************************
Case #5
Stan was hired to work in a branch office but reported directly to Margaret, who was
located at the main office of your bank. Margaret would talk with Stan several times
during the week to insure that he was comfortable at this job and that he was doing his
job effectively.
After six months, a decrease in business required Stan to be relocated to the main office.
Stan's duties and responsibilities remained the same. After one week, Margaret noticed
that Stan was not performing his job responsibilities to company policy nor was he
keeping up with his duties and responsibilities on a daily basis. When approached by
Margaret, Stan objected to her concerns. His attitude changed. He would arrive to work
moody. He would glare at Margaret, talk to her in a harsh manner, and stomp around the
office. One morning when Margaret was talking to Stan about his lack of improvement,
he pounded his fist on the desk and with an elevated tone told Margaret that she was
talking down to him and he would not stand for it. Margaret has come to you, the HR
specialist, for help with this problem. Outline your solution based on your company's
policies.
***********************************************************************
Case #6
Several customer complaints were made to the management of your company about the
poor service of the sales associates. Most of the complaints were mentioned as taking
place between noon and 1 p.m.
Experienced sales associates received their choice of lunch hours. Most went to lunch
between noon and 1 p.m. This left the newer, inexperienced people to handle the
customers. Customer traffic is quite heavy during this time.
What, if any, policy exists in the manual concerning employee lunch hours? Is there
anything you as HR specialist can do to help this situation?
************************************************************************
Case #7
Michelle has worked at the company for six months. She has learned her responsibilities
and has adapted to the environment very quickly and smoothly. Her co-workers have not
adapted to her, however. As Angela states, "Michelle is a good worker, but all she does
is criticize everybody and everything. I don't like to associate with her."
Michelle's co-workers have now come to see you in the HR Department. Outline your
response to them and base it on the HR manual.

************************************************************************
Case #8
An employee has been sent to you after demanding a raise. The employee has worked for
the company for three years and has been performing at an adequate level. The
employee’s performance evaluations have been consistently average. There has been no
attendance or other issue.
The employee is quite insistent about the raise and after further discussion you learn that
this employee has been comparing paystubs with another employee. That employee has
worked for the company for over five years and has received above average and
outstanding performance evaluations.
How do you address the situation?
************************************************************************
Case #9
As an HR specialist, you are responsible for recruiting candidates for department job
openings. Final hiring is done by the department that has the opening. The Travel
Department currently has an opening for an administrative support person. You have
identified a qualified candidate for the position and forwarded the resume to the
department head.
The department head has also identified a preferred candidate for the job and has
forwarded you that resume to be screened.
The two candidates have similar educations. Both graduated from the same college with
similar degrees. Candidate 1, your candidate, has spent the last two years working for a
temp agency in a variety of administrative support positions. This candidate has strong
office and computer skills. This candidate is a member of an EEOC protected class.
Candidate 2, the preferred candidate of the department head, has spent the last two years
working at a ski resort and has basic computer and office skills. The head of the Travel
Department intends to hire candidate 2. What do you do?
A co-worker from another department keeps asking one of your people out, and brings
candies. Your employee is not interested in dating the coworker and you are on a diet.
[You should step in and put a stop to this before it turns into a lawsuit. The organization
knows of the behavior, and so must act.]
A delivery person keeps asking your receptionist out, and brings candies. Your employee
is not interested in dating the person.
[Even though the delivery person is not in your employ, you must act. Speak to him or
her, and if that doesn't help, ask that another driver be assigned to your route.]

You are very attracted to one of your subordinates. You are determined to at least find
out if the feeling is reciprocated.
[Dating between bosses and subordinates is forbidden at most organizations. Follow your
organization policy, or talk to HR.]
Your work area is a back office operation that's pretty hectic, and, you have to admit, a
little gross. People swear at each other, call each other names, and make catcalls and
comments at each other. One of the workers visits a joke website every morning and
shouts out the gross joke of the day. Most of the workers participate, but a few seem
uncomfortable.
[This is a hostile environment in the making. You have to tone things down.]