Divine Word College of Laoag

Graduate School
Laoag City, Ilocos Norte

CASE ANALYSIS

In Partial Fulfilment of the

Requirements of the Course in
BA 219: Human Resource Management

Submitted to:
PROF. FLORENCIA A. OASAN
Faculty-In-Charge

Submitted by:
JASON DAVE M. VIDAD

April 2019
CASE 1:

The case clearly shows how poor the company’s human resource
management is and that the company does not have plans on their human
resources. The management was not able to come up with a human resource plan
and was not able to allocate enough human resources for their company’s needs
to produce their products. Aside from lacking a plan on their human resource, the
manager asked the personnel manager to lay off some of their skilled workers
which led to another disaster a week later they need more skilled workers for their
company to finish their job.

CASE 2:

1. Among the applicants represented, who would be your first

choice for the job and why?
The first choice for the position as production manager would
be the third applicant – Noel. Among the three applicants he stood
out as he didn’t only meet the standard requirement but he exceeded
it. Regardless of his disability companies are mandated by the law to
give applicants a fair and equal opportunity for employment under
the Republic Act No. 7277 also known as Magna Carta for Disabled
Persons. The completion of his master’s and a doctorate degree in
Industrial Relations would be an asset in the company and his
experience as a Production Manager for 10 years in a manufacturing
company would easily ace the ranking in the application, irrespective
of his disability.

2. Who would be your last choice and why?

The least choice would be Chester Santos. Learning the he has

previously ventured with his father as business partners since he was
a kid, it would be a risk for the company if he successfully enters. His
employment might create a conflict of interest in Chester as his father
might be of the same business industry as the company. The
contacts and linkages of the company may also be compromised due
to conflicts of interest.

3. Explain the factors that president must take into consideration

before making the final employment decision.
The president must take into consideration the intellectual
capacity of the applicant he wishes to employ and its work
 experience as important factors. The president should not take
ethnicity and disabilities as deciding factors.

CASE 3:

1. Should Meldy disregard the test scores and hire Aileen?

Meldy should not disregard the test results of Aileen in her

employment. As these tests are established to set the bar to produce
a quality service to their clients.

2. Would it be kind to Aileen to hire her or not to hire her?

It would be best not to hire Meldy. Her recommendation is not
enough for her to be hired, aside from not meeting the normal cut-off
levels on the test, she might not have the appropriate experience for
the laboratory department.

CASE 4:

1. Identify the problem.

Ridgeview Hospital was sued for negligence. The case

involved the alleged incorrect medication that nearly caused the
child’s death. The party bringing suit contended that the nurse who
administered the drug was negligent. It was learned that the nurse
had been hired by Ridgeview before it had received a letter of
reference from her previous employer verifying her employment
history. John Reeves, director of hospital, took the position that
reference checks were a waste of time. Reeves’s lawyer concluded
to choose between two alternatives in adopting a personnel
screening policy. It could continue not to verify references, thereby
risking malpractice suits such as the one discussed. Alternatively, it
could implement a policy of giving out all information on past
employees and risk defamation suits.

2. Recommend the solution.

The hospital needs to re-evaluate its recruiting process. The
problem is that this approach, can be very costly. Upgrade its
recruiting process. Aptitude test might be appropriate in this
 situation. Attention should also be given on establishing or revising
the current reference checking system.

CASE 5:

1. What actions would you recommend to the director?

I would suggest the director to convene for a meeting and
update the job descriptions of the staffs in the company. Updating
their job descriptions would clearly reveal what tasks should be done
by each staff which would eliminate the misunderstanding.

2. Why do you think job descriptions are not updated in many

organizations?
I believe most organizations don’t update their job
descriptions due to the lack of meetings for both managerial and
staffs. Aside from the lack of meetings conducted, updating job
descriptions might also affect the corresponding jobs which might not
be essentially beneficial for most organizations. Another reason
might be the lack of communication of the management to their staff
regarding workloads and their perception on their job descriptions.

CASE 6:

1. Identify the problem.

Several capable first-year staffs are leaving the company due to
unsatisfaction in the workplace, they are leaving because they were
not learning or advancing in their profession.
2. Recommend the solution.
The firm might want to try to make their first-year training
program to become more dynamic and less of a routine. During the
first-year internship program the company should be able to instill to
their new employees of the career path and the opportunities that
awaits them in the company Having the new staffs understand the
process and including them in the actual audit might help them stay
in the firm. Including them in the actual audit gives them an insight of
how the audit process really works inside the firm to let the staffs gain
understanding of the firm’s tasks.