EM 221: HUMAN RESOURCE MANAGEMENT

CASE STUDY

Submitted By:
Juan Dela Cruz

Submitted to:
Dr. Elvin Fadriquela Gaac
EM221 Professor

EM 221: HUMAN RESOURCE MANAGEMENT

Case Study 1
 Keeping Up with IT

Samuel is in his mid-40 and has worked for Andres Enterprise for almost 20 years. Samuel has seen the
enterprise grow from just over 2o employees when he started to work for enterprise to over 200 today. Even
though Samuel has been promoted over the years and his responsibility has increased, he has recently
become worried about his future at the enterprise. This has something to do with his uneasiness in the use of
computers. For the past five years, this was to not much of a concern since computers were not used in any
HR applications. But with Internet gaining so much popularity especially in its application in the field of HR,
Samuel is starting to be restless. He feels he is no longer young to learn the new technology aside from the
fact that he is having a hard time understanding the system. Because Samuel is so far behind his colleagues
when it comes to using the new technology, he is shy to ask for help. To make matters worse, a memo was
issued by the head of HR informing everyone to actively use the HRIS in the different HR functions, including
the processing of applicants, payroll computations, and the employees’ benefits administration.

Help Samuel solve his problem by the steps below:

1. State Samuel’s main problem.

2. Discuss the areas of consideration following the guide below.

Samuel’s Strengths:

Samuel’s Weaknesses:

Possible Opportunities for Samuel:

Possible Threats for Samuel:

3. Give your proposed solutions/alternative courses of action or AC (minimum of three) to help Samuel
overcome his problem.

4. State your recommendation based on your ACA.

5. Discuss the implementation of your chosen recommendation following the guide below:

Specific Activity Person Responsible Time Frame Budgetary Requirements

EM 221: HUMAN RESOURCE MANAGEMENT

Case Study 2

Reyes Department Store

 Based on the review of the store, Nicole, the general manager concluded that one of the first things
she has to attend involves developing the job description of her store supervisors. During her first few weeks
on the job, Nicole found herself asking one of her supervisors, Jet, why he was violating what she knew to be
part of the company policies and procedures. Jet’s only response was that he was not aware of that policy
and was not aware it was part of his job.

Nicole knew that a job description, along with a set of standards and procedures that specify what
is to be done and how to do it, will go a long way toward alleviating the problem.

Discuss the process that Nicole should follow to solve this problem.
 EM 221: HUMAN RESOURCE MANAGEMENT

Case Study 3

Recruiting a New Production Manager

Javier’s Enterprise manufactures a variety of food products. Analisa Rafol had been the production
manager for the past two years after being promoted to the position. Unfortunately, she is failing in her job.
She has been with the company since it started 18 years ago and because of her exceptional record, she
had been promoted many times.

Javier’s Enterprise started as family business and has followed a policy of promotion from within to
motivate employees and give them new opportunities to learn and grow.

The company is continuing to expand into foreign markets and it is essential that the production
department adopts the latest technology and production processes.

Top management is convinced that the job demands someone who has been educated in
manufacturing technology and who has at least two years of experience.

They are divided, however, on how to handle this problem.

One executive thinks the job should be given to one of the production supervisors who is bright and
capable and could probably acquire the knowledge and skills needed to be a good production manager
and still preserve the company’s tradition of promoting from within.

Another executive thinks the company should advertise the job to solicit a large number of
applicants with excellent qualifications.

Answer the following questions:

1. How valuable is the tradition of promotion from within and how disruptive will it be to deviate from
the tradition? What are the advantages and risks of promoting from within in this situation?

2. As head of HR, how are you going to handle the problem of the incumbent production manager,
Analisa Rafol, considering she rose from the ranks because of exceptional performance record?

3. If the company decides to recruit from outside, what are the best external recruiting sources for
finding a new production manager?

EM 221: HUMAN RESOURCE MANAGEMENT

 Case Study 4

Test Scores versus Letter of Recommendation

Vangie Villela, the personnel officer of Caffmaco Feeds, quickly realized the dilemma she faced as
she received the application file of Angela Joy. Angela Joy had applied for a position at the sales and
marketing department because several openings in that department still remained. However, Vangie was
unsure whether Angela Joy would be able to learn the job and do it well.

Angela Joy’s application indicated that she was a recent commerce graduate who never had a
full-time job. Her best recommendation was a letter from Mr. Max Ditangan, the general manager of the
company. Max described Angela Joy as an excellent worker and “the kind of person our company ought
to employ.” Angela Joy had been a babysitter for the Ditangan family and lived on the same street.

Although Angela Joy’s application and letter of recommendation were very positive, Vangie
doubted that she would succeed at the department. Her test scores were way below the normal cutoff
levels.

Angela Joy probably would be a very pleasant and cooperative employee and hiring her would
please Mr. Ditangan. But could she do the job?

1. Should Vangie disregard the test scores and hire Angela Joy? Explain your decision.

2. Would it be kind to hire or not to hire Angela Joy?

3. What is your recommendation to help Vangie solve this problem?

 EM 221: HUMAN RESOURCE MANAGEMENT

Case Study 5

Why the Need to Change

Artemio was appointed CEO of Rafol’s Enterprise upon the death of his father.

The company went public under the leaders of Artemio and had to adapt to being open and
transparent to outside investors. There were pressures from the shareholders to reduce cost and increase
prfits. In response, Artemio implemented cost-cutting measures including downsizing by means of enforcing
early retirement of employees who he felt could not cope in the move to digitize the operation of business.

As expected, most of the employees were not happy and this affected the morale of their
employees. Artemio sought the assistance of Ely Buenaobra, the VP of HR. Ely suggested a comprehensive
program wherein it is not just the managers who would be evaluated based on achieving results but even
the employees by means of demonstrating to their employees that their performance affects company
results. This in turn will show to the shareholders that the company’s primary objective is to increase
performance.

1. Do you agree with the proposal of Ely? Explain your answer.

2. If you were an employee of Rafol’s Enterprise, how would you react to the new evaluation system
that will measure your performance vis-à-vis predetermined outcomes or objectives?

3. Who should be involved in developing employee outcome/objectives?