At the end of each chapter, there are 2 HRM Incidents (a total of 6 for the three chapters). These “Incidents” are short case studies. Choose 2 of the HRM Incidents (each one from a different chapter) to respond to on the discussion board. Your response should be a minimum of 200-250 words and use terminology, ideas and concepts from the appropriate chapters 1-3. Your responses will be evaluated based on your ability to demonstrate the knowledge that you have gained in the chapters and to apply that knowledge in an analysis of the “Incident.”

Respond to these two discussions, reply should be at least 150 words.

Alexis

Chapter 2: Incident 2: “You Can’t fire Me”

Norman is a professional who knows what acceptable and unacceptable behavior is in the workplace. He has a duty to make sure he and others around him behave in an ethical manner. As the general superintendent of the Rowland operation, Norman possesses the quality of ethics, which should be one of the main qualities someone in management should have. Someone in his position must be able to “instill ethical practices into the corporate culture” (Mondy & Martocchio, 2016). If I was Norman, I would start searching for a new job in a new work environment that would appreciate my ethical behavior and what that does not show nepotism in the work. Regardless of who the employee was related to or had attachments to should not have mattered. His behavior was unethical and should have been reprimanded for it. If I was Norman, I would be upset that my position and judgement was not taken seriously. In this situation, I do not feel the regional manager handled the matter in an ethical manner. There is a code of ethics that should be followed by all the employees employed. Toms was caught sleeping on the job so he should have been terminated. He was right to conduct interviews and investigate for union purposes, but Tom should not have been transferred to another facility. Transferring him means his behavior is acceptable and it is not in any work environment.

Chapter 3: Incident 1: I Feel Great

LaConya has created an extremely difficult situation by trying to make Les feel good about himself because she assumed, he was getting ready to retire. From a legal viewpoint, LaConya can use his age as a occupational qualification. She can use the “rational or factual basis for believing that all, oor substantially all, people within an age class would not be able to perform satisfactorily” (Mondy & Martocchio, 2016). Since our skills deteriorate as we age, she could try to use that in her favor. If she would have been honest about his performance in her reports instead of trying to cater to his ego, she would not be in this current predicament. When conducting performance reviews, you should be honest and upfront so employees can know what they need to improve. If you do not know you are doing something wrong, how can change behavior that you think is acceptable? Honesty is the best policy. Management should not base performance reviews around making someone feel good about themselves. Their work performance is their work performance so they can only be upset with themselves if it is not up to par. If LaConya begins to evaluate Les like she should have in the past she would probably come across as being discriminatory against him because of his age or he could end up getting fired and lose all of his benefits he would have gotten if he retired when she wanted him to.

Mondy, R. W., & Martocchio, J. J. (2016). Human resource management. Boston: Pearson Education.

Jessica

Module 1 Discussion 1Incident 1: HR After A Disaster- (Chapter 1 Pages 11-22)

Hurricane Rita ended up destroying so much of Southwest Louisiana in the city of Lake Charles. This caused a lot of problems since many businesses lost their property and employees when trying to save themselves from this horrible disaster. One example of an environmental factor would be a labor market since bigger firms continue to rely on employees to provide the supply and demand of the businesses. A labor market continues to change and their shifts change in the workforce of an organization (page 11. Mondy and Martocchio 2006)”. Due to the disaster, management companies had to start looking for some new qualified employees with the correct skills, qualifications, and motivations to be able to succeed in the company as they grow back to what they had. Once things get better, firms will bgan to face competition to try to sell their products or provide the service they need. Management needs to focus on getting back what they lost and try to get back the money they lost in order to get the company moving towards the right direct. Companies will also have to try to work in the conditions they are in and adjust to be able to sell or service the community with their needs/wants like a fast food restaurant or a clothing store. Many people will be seeking jobs to be able to provide food and shelter for their families after such a unexpected disaster.

Incident 2: I Feel Great -Chapter 3 (Pages 74)
According to LaConya, Les Partain was the manager of the training and development department at the Gazelle Corporation. He was supposed to retire this year but once LaConya brought up the fact that he was the best and they would miss him, he stated that he had the best life and that he would stay another five years (page 74. Mondy and Martocchio 2006). On the other hand LaConya was being a bit rude since she thinks that he does not complete his job well and no one mentions anything to him. He should have not been hired to the job in the first place if he does not have enough experience, knowledge, or even effort he is willing to put towards it to be able to be successful within the company. She was basically diversifying him from other people and said he was not qualified enough to continue leading a company to success.

Mondy, R. W., & Martocchio, J. J. (2016). Human Resource Management (14th ed.). Boston: Pearson Education.

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