Bandag Automative Case Study Essay

1. Given Bandag gondolas size, and anything else you k at present about it, explain why and how the human pick caution function should be reorganized.AnswerFirstly, we recommend that Bandag Automotive mark a sore, separate Human Resources Unit that allow for be consecrated to the Bandags new strategy. Bandag Automotive does non have a line of work strategy, so the new Human Resource Unit go forth bid this statement, which provide allow strategic human resources to operate Bandag Automotives business strategy is to achieve superior levels of customer service and uplifted profitability through and through a highly committed workforce. Jim willing no longer have direct HR responsibilities with the employees everything will be handled through the new HR organization chart. The new HR manager will help formulate business strategies and policies and identify workforce requirements. Jims fuck off has a lot of experience with the guild and has created an excellent relationship with the employees. He will be a good advisor for the new HR manager. The new HR manager will have these tasks, pulled from the Department of proletariats O*NET * Serve as a assort between management and employees by handling questions, interpreting and administering contracts and helping netise work-related problems.* Analyze and modify compensation and benefits policies to establish competitive programs and ensure respectfulness with legal requirements. * Advise managers on organizational policy matters such as equal employment opportunity and sexual harassment, and recommend needed changes. * complete difficult staffing duties, including dealing with understaffing, refereeing disputes, firing employees, and administering disciplinary procedures. * Plan and manner new employee orientation to foster positive attitude toward organizational objectives. * station staff va arseholecies and encipher, interview and select applicants.* Plan, direct, supervise, and coordinate wor k activities of subordinates and staff relating to employment, compensation, roil relations, and employee relations. * Plan, organize, direct, control or coordinate the personnel, instruction, or labor relations activities of an organization. * fit organization at personnel-related hearings and investigations. * Administer compensation, benefits and performance management administrations, and safety and merriment programs. The new HR manager with the help of Jims father, will fall out the current employees to get to k at matchless time them better and to prepare for business analysis.2. advocate what Bandag should change and/or improve upon regarding the current HR systems, forms, and practices the company now uses.AnswerBandag should revoke all contacts with the outdoor(a) HR firm that had been chartered previously. Now, the new HR manager will completely separate Bandag from the external agencies. He will have prepared the HR policies that work on with the companys new st rategy. All required forms will be internally generated. To ensure independence from the HR agencies, the manager will recruit two HR assistants to assist. One will be responsible for the recruiting, orienting, and training of new employee and employee advocacy. The second will be responsible for evaluating current employees, introduce promotions, proper counseling and firing of employees, and training current employees on new policies. Of course, the legal part of HR that Jim had many problems with will now be the responsibility of the HR manager.Finally, Jim, Jims father, and HR will evaluate the put together of the new unit on Bandag Automotive and its HR issues. The problems facing Bandag self-propelling result from a lack of a dedicated HR staff. Jims policies are not maltreat, but they are applied in the wrong way. If the HR unit is not created it will lead to continuing problems and the break between the employees and employer will be increased. In the end, poor HR manage ment will give Bandag Automotive a bad reputation and will lead to a drop in quality, loss of customers and lower profit.3. Jim laid-off an employee for creating what the manager called a poisonous relationship. Explain whether or not the employee has a legitimate claim against the company and the actions the company should take.AnswerHenry Jacques was open fire because his manager reported that while he was doing the technical part of his job well, he had serious problems interacting with his coworkers and was making his store poisonous. Jim approved Henrys dismissal. Though Henrys manager had heard that he has a mental illness, he did not take that into account when evaluating Henry. Henry excessively never brought it to his managements attention if he indeed has a mental illness.In that case Henry does not have a legitimate claim against Bandag Automotive. He was warned in his performance appraisals that he had problems on the job(p) in a team environment, and he never brough t up the point that he has a disability. According to the Americans with Disabilities Act, the employee must establish he has a covered disability.Also, we do not have enough information on Henrys claim to know if this is his defense. We look at he was open fire appropriately however, the right thing to do in this situation was to set-back transfer Henry to another position and to give him a final warning. In this position, most of his work should not be on a team. If he continues to be problematic when working on his own, a elicit would be more appropriate.4. Miriam, the controller, is basically claiming that the company is retaliating against her for being pregnant, and that the fact that the company raised performance issues was just a smokescreen. Explain whether or not the EEOC and/or courts would agree with her and the actions the company should take now.AnswerMiriam had been with Bandag Automotive for sextet years. She went on pregnancy leave for twelve weeks under the FMLA, and then received an extra trinity-week leave under Bandags extended-illness-days program. Miriam was recently fired by Jim because she had been turning her budgets in late and possibly forged some documents. If we stand that Jims claims are solid, he had a right to fire her for misconduct. We believe that her claim of wrongful discharge related to her pregnancy is unfounded. The Equal practice session Opportunity Commission (EEOC), in our opinion, will not agree with her and will not fight the case on her behalf.In addition, she resumed work for three months after her leave, and may be angry because her request to adjust her docket was refused. If she wasnt happy with her schedule she could have quit. Bandags HR system failed here because a job description and contract could have prescribed specific working hours, which she would have to abide by.5. An employee who is deaf has asked to switch jobs to be a delivery person and he was turned down. He is now threatening to sue. Recommend what the company should do and describe why.AnswerA truck maintenance employee who is deaf, applied for a job driving one of Bandags distribution trucks, and Jim directly turned him down because ofhis disability. We believe that the employee will win if he sues Jim, unless Jim can prove that the employee was denied because there were more subordinate applicants and in no way because of his disability. Yet it is still pretty unstable because the court system is very strict about the Americans with Disabilities Act. If the deaf employee can prove that Jim thinks that is absurd for a disabled person to drive a truck, he will win and cause monetary and public change to the company. Our solution to mitigate the problem is to rescreen all applicants, including the employee to see if he is fit for the job. If he is, offer him the job if he is still interested, and he will hopefully drop the case.