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Human Resources Essay

4938 words - 20 pages

NOTE – This is longer than the current assignment and is provided as an example only

Assessment 1 – Case Study


Assessment: 1 – Case Study
Word count: 2986 (The word count for this assignment is less)

Due : Date



1.0 Introduction 3

2.0 Long and short term issues evident in the case 4

3.1 – Jack’s career in context 4
3.2 – Evidence of emergent job dissatisfaction 5
3.3 – Team impact and tests for leadership 7
3.4 – Long term issues 7

3.0 Resolution pathways for the Branch ...view middle of the document...

The purpose of this paper is to draw out the long and short term performance management issues that are both evident and implicit in the supplied case and to recommend methods by which these issues can be addressed. Underlying this aim is the assertion that the short term and long term issues identified – largely related to job satisfaction - are symptomatic, surface manifestations of deeper strategic and systematic issues related to performance management. Hence, although discussed separately, the two are connected and exist logically within the same spectrum, rather than as disparate or dichotomised constructs that have evolved in isolation.

The discussion is set against a backdrop of assumptions (which the reader is encouraged to read first - see appendix 1), which are used to both phrase the parameters of the discussion and also to add richness to it, with unstated characteristics of both the company and the key players constructed in detail.

The analysis begins with a summary of what we know about Jack’s career, to provide context against which the more significant aspects of the case - the implicit performance management elements – can be identified and related. Suggested courses of action are then proposed, outlining methods by which the short term performance issues can be addressed at line management level. Finally, policies and strategies are proposed for senior management to consider enacting, so that the longer term and more fundamental HRM issues can be addressed at Corporate Executive level and cascaded pervasively throughout the organisation.

2.0 Long and short term issues evident in the case

2.1 Jack’s career in context

In reviewing Jack’s career progression, it’s clear that his recent behaviour is largely at odds with his history as an employee for ABC. His first 12 years with the company were marked by strong career progression, as Jack continually accumulated responsibility (mentoring, signing off of documents), took on and succeeded at sponsored study and used this to leverage further exposure and opportunity within the company. This led to a consolidation period where he was effectively biding his time in mid level management whilst waiting for a higher management position to become available. When this did become available, he was unsuccessful in his application. It is clear in the wider context of Jack’s employee history (see figure 1) that the missed promotion to Branch Manager was a strong catalyst for his recent behavioural decline.

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Career Progression |   | | | | | | | | | | | | | | | | Missed promotion | | |
|   | | | | | | Exposure within company | | | | | | | | | | | | |
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|   | | | | | Study | | | | | | |   |   |   |   |   |   |   |   | |
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