HRM Case Study KK Laundry
CASE STUDY
In this case analysis, I have picked six questions at random, one question from each chapter as follows:
1. What would you do first if you were Jen Ko?
2. How should the company deal with sexual harassment charges and problems?
3. Would you recommend that the company expand its quality program? If so, what form should it take?
4. How should Jen go about collecting the information required for standards, procedures and job description?
5. What can we do to reduce turnover in our stores?
6. What screening techniques can the company use to screen out turnover-prone applicants?
What would you do first if you were Jen Ko? If I was Jen Ko, I would first ensure that the hiring process is well designed and targeting the right mix of skills and abilities among the candidates. Meaning that I would analyze what kind of skills or abilities does the job require, by doing the job analysis1. This part is very crucial, it therefore needs time; otherwise there is a possibility to hire someone who does not have what it takes to do the job.
How should the company deal with sexual harassment charges and problems? Sexual harassment at work is a serious matter. It is sometimes viewed as a joke, but it can make people’s lives a misery and seriously affect how they do their job.2 Human resource managers must therefore deal with sexual harassment problem accordingly to maintain a good working atmosphere to all people at the company. If the company does not have any sexual harassment policy, it must adopt one soon and turn it into an organizational culture. Employees should be warned that sexual harassment is strictly not tolerated and they should know the possible consequences. The company must have a body that can deal with sexual harassment issues, any sexual harassment behavior should be reported and any complaint should immediately be followed by probation, thus offenders must be probed and meet the consequences if found guilty.
Would you recommend
In this case analysis, I have picked six questions at random, one question from each chapter as follows:
1. What would you do first if you were Jen Ko?
2. How should the company deal with sexual harassment charges and problems?
3. Would you recommend that the company expand its quality program? If so, what form should it take?
4. How should Jen go about collecting the information required for standards, procedures and job description?
5. What can we do to reduce turnover in our stores?
6. What screening techniques can the company use to screen out turnover-prone applicants?
What would you do first if you were Jen Ko? If I was Jen Ko, I would first ensure that the hiring process is well designed and targeting the right mix of skills and abilities among the candidates. Meaning that I would analyze what kind of skills or abilities does the job require, by doing the job analysis1. This part is very crucial, it therefore needs time; otherwise there is a possibility to hire someone who does not have what it takes to do the job.
How should the company deal with sexual harassment charges and problems? Sexual harassment at work is a serious matter. It is sometimes viewed as a joke, but it can make people’s lives a misery and seriously affect how they do their job.2 Human resource managers must therefore deal with sexual harassment problem accordingly to maintain a good working atmosphere to all people at the company. If the company does not have any sexual harassment policy, it must adopt one soon and turn it into an organizational culture. Employees should be warned that sexual harassment is strictly not tolerated and they should know the possible consequences. The company must have a body that can deal with sexual harassment issues, any sexual harassment behavior should be reported and any complaint should immediately be followed by probation, thus offenders must be probed and meet the consequences if found guilty.
Would you recommend
References: G. Desseler, C.H.Tan 2009, Human Resource Management, an Asian perspective, 2nd Ed. Sexual Harassment, guidance for managers and supervisors, retrieved April, 2006 http://www.hief.org.uk/sitebuildercontent/sitebuilderfiles/hieftoolkit22.pdf W. Eckerson, 1991, Goal definition key to quality programs