Solutions for Integrative Cases
CASE 1: MICROSOFT’S MACH PROGRAM
DESIGNED TO HELP MILLENNIAL GRADS
MAKE A DIFFERENCE—FAST
1. Traditional forms of orientation tend to be very brief, even just a day or week long. With
orientation, new employees are typically introduced into their new job environments,
2. The case suggests that new employees were getting lost in the shuffle at this very large
corporation. They did not feel welcome, and their skills were not being used
3. Bright, well-educated, motivated people naturally want to work for employers who are
going to utilize, recognize, and reward their talents and efforts. By establishing a
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CASE 2: BNSF RAILWAY: TRAINING NEW HIRES
FOR SAFETY
1. BNSF employs a number of different training methods to ensure that all of the
organization’s new hires understand their job responsibilities, including: on the job
2. Cross-training offers several benefits to BNSF. First, with so many new hires in need of
training, BNSF is better able to ensure that there will be enough trainers available for
3. Safety is the most important priority in the often hectic and stressful work environment at
CASE 3: JOB ANALYSIS AND HIRING DECISIONS
AT OVANIA CHEMICAL
This case highlights the different elements that go into the staffing process. It includes aspects of
job analysis, testing, discrimination concerns, decision making and the like. One of the key issues
1. Job analysis depends a great deal on the knowledge of content experts (managers, incumbents,
consultants, and so on), and in the case of a job that does not yet exist, some forecasting and
projecting must go on. Some students will suggest that you begin with the job as it currently
2. Because the dimensions are based on job analysis information, they are likely to be content-valid.
3. Because the job did not yet exist and persons would be entering a training program, it would not
4. Given the nature of the job, an applicant’s reservation about getting down into the treatment
5. This is a judgment call. Instructors might suggest 80 as the cutoff. But play around with cutoff
scores and the list of top applicants changes. In a purely compensatory model, the top candidates
6. As noted above, the three most acceptable candidates depends on how the information is com–
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7. There are some legal concerns here. First of all, if a woman or minority makes the cutoff under
one set of criteria but not under another, there are legal grounds for a discrimination case. But
CASE 4: ILL-FATED LOVE
AT CENTREX ELECTRONICS
This case highlights a change in HR policies some companies are moving to: totally flexible work
hours. Ask your students to discuss different businesses and the pros and cons of attempting such a
change. Ask them if their opinions would be different if they were the owners of these firms.
1. There are three exceptions to the employment-at-will doctrine—violation of public policy,
implied contract, and implied covenant. The exception used in this case would likely be implied
2. Policies covering a company’s confidential or proprietary information are positive employment
documents. When correctly written they cover important areas of the employment relationship.
3. The answer to this question will elicit different responses. Is dating a “romantic relationship” or
must the couples be engaged before the term applies? Since the term is ambiguous and therefore
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CASE 5: PEPPER CONSTRUCTION GROUP:
CHANGE IN SAFETY LEADS TO DECLINE IN
INJURIES AND ILLNESSES
1. Pepper Construction’s TEAM mission is a useful tool that focuses all employees on the
organization’s commitment to safety and the means of achieving it. It serves to remind
2. With subcontractors working so closely with Pepper employees on job sites, it is essential
for the subcontractors to share the same commitment to safety. It will avoid conflict
CASE 6: REALIGNING HR PRACTICES
AT EGAN’S CLOTHIERS
This case focuses on the unintended consequences of appraisal and the connection it has to other HR
practices, in particular, compensation. One of the difficulties with performance appraisal is that it is
a powerful tool and can have potentially dramatic effects. These can be positive—and these can be
negative.
1. The overall investment in HR (HRIS, training, staffing, and so on) is laudable, but the appraisal
2. The appraisal system has several problems. Although the evaluations may be based on objective
data, they may not capture the full range of employee responsibilities. Consequently, these
objective appraisals suffer from criterion deficiency. (They do not take into account customer
3. Increased sales are partly due to the appraisal system as well as the compensation tied to it. But
the favorable economy is also likely to have a big impact. This has the potential to raise con–
cerns about criterion contamination as well. If the economic environment reverses—and sales
4. Absenteeism has probably decreased because of the competitive—and highly public—aspect
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CASE 7: A PERFORMANCE APPRAISAL SNAFU
1. Several problems are evident in this case.
a. There is no evidence that the organization established objective job standards by which to
appraise employee performance. Absence objective and formalized performance criteria,
managers will likely apply their own subjective standards to evaluate the performance of
their subordinates.
b. Garth Fryer may have evaluated his employees as outstanding in order to eliminate having
c. Supervisors should never hold performance appraisal meetings with their employees until
all levels of management agree on the evaluation to be given. As this case illustrates,
d. Popelmill is at fault by not communicating to his managers his expectations for the
performance appraisal process. If he expected a distribution of employee performance in
each unit, subordinate managers need to know this when evaluating their employees.
2. Responses to Question 1 largely provide answers to this question. Knowing the objectives of
3. Peer appraisals have both strengths and weaknesses. On the positive side, peers, as
performance evaluators are in a good position to appraise the daily work performance of fellow
4. The attitude of Marcus Singh is new a serious issue for Garth Fryer. Fryer must assume
responsibility for some of the problems encountered. If Singh’s attitudinal and behavioral
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CASE 8: THE LAST STRAW FOR AERO ENGINE
1. While there are ample causes to discipline Tom Kinder, management handled the case in an
incorrect manner. While Tom received a verbal discussion regarding his poor attendance, and
2. This question should elicit a variety of answers. Students will likely answer based on their
attitudes toward helping employees with family problems or a straight work for performance
standard.
Employers need to be sensitive and responsive to the personal needs of their employees.
3. This case illustrates a clear lack of progressive discipline to the poor work performance of Tom
Kinder. Over the 18 months prior to his discharge Kinder had a chronic attendance problem for
4. Management would likely defend its discharge of Kinder by arguing that it gave Tom ample
opportunity to recover from his personal problems but that it finally had no choice but to
terminate him. Kinder’s excessive absenteeism and low work performance could no longer be
tolerated. Management will argue that progressive discipline was not necessary since Tom was
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CASE 9: EMPLOYEE SELECTION AND TRAINING
AT MEADOWBROOK GOLF AND
GOLF VENTURES WEST
1. From the text, it can be deduced that Eastwood and his general managers were self-aware
and knew their own strengths, weaknesses, and styles. By taking the competency
2. It would appear that most of the salespeople all shared the same general problem: failing
3. Based on the text, it seems like this sales force was highly motivated and eager to learn
CASE 10: NEWELL’S DECISION TO DOWNSIZE:
AN ETHICAL DILEMMA
1. Newell Corporation has always prided itself on its proactive HR policies and the excellent
relationship it holds with employees. This positive employee-management setting has been,
and continues to be, a primary goal of the organization. The ethical dilemma faced by senior
2. There are several problems Newell faces as it downsizes its workforce.
a. If minorities are primarily laid off, the company loses its goal of increasing the minority
composition of its workforce. Furthermore, diversity as a corporate goal becomes
questionable. Minorities may feel discriminated against and possibly file discrimination
3. One option would be for Newell to offer a buy-out package to senior employees. This would
reduce employment voluntarily while reducing the cost of high wages and associated benefit
costs. Employees close to retirement might welcome this option while preserving the jobs of
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Finally, the company may elect to use seniority to lay off employees. Management may
simply feel that to discard the practice of using seniority for employment decisions would
negatively affect the attitudes and loyalty of employees.
CASE 11: SOMEONE HAS TO GO:
A TOUGH LAYOFF DECISION
1. Managers and supervisors face critical decisions when they are required to lay off employees.
These decisions become even harder when those to be released are valued individuals and
productive employees. This is the problem facing Mike Martinez, manager of the technology
upgrade unit.
When layoff decisions are necessary, it is entirely natural for managers to consider the per–
2. Aero Performance should offer a severance package to the laid-off employee. The package can
include items such as resume preparation, interviewing tips, and suggestions for finding future
3. If Martinez bases his layoff decision solely upon objective, performance-related criteria, there
should be no potential legal implications to his decision. While Brenda Baldwin has felt some
4. Termination interviews should be handled in a confidential, professional, and respectful manner.
The employee should be told why the decision was necessary and how the decision was made.
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