ITTIHAD UNIVERSITY

COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS

Student Name:
Zubaidah
Abdul Rehman
Al Din

Human Resources Management

0202331
Instructors Name:

I.D. Number:
20042080
Date
Submitted:
10-12-2006

Course:

Dr. Zahi K. Yaseen

Case Study Presentation:

Two Tough Calls (A)
Harvard Business School

Introduction of Case Study

To learn about some of the practical and ethical
issues involved in termination decisions and
also other optional actions that can also e
considered instead of termination:

Problem Statement and Solution Analysis

Problem Alternatives for wide decision making
Implementation Plan for case study
Suggested Solution for solving and problem
analysis
Conclusion if the solution is implemented
2

Problem Statement and

Solution Analysis
1.
2.
3.
4.

Promotion from Lead to Manager

Management Issues
Problems and Causes of Terry
Problems and Causes of Phil

Problem Alternatives
Steps alternatives suggested or flow of PIP other than
terminating an employee:
1)
2)

3)
4)
5)
6)
7)

Performance Improvement Objectives and Meetings

Re-Interview and Transfer: Shifting people between
positions within the organization.
Training and Career Development
Promotion
Demotion of Status or Salary
Retirement
Termination: last decision after all steps not applicable4

Implementation Plan and

Suggested Solution
Performance Improvement Plan Terry:
1)
Re-Design Job Description
2)
Change Job Status before PIP
3)
Observation of Assigned Task
4)
Target achievement
5)
Customer feedback on manuals and written
descriptions
6)
Training and Development of Skills lacking to
adopt this new opportunity
5
7)
Incentive or Bonus on positive feedback

Implementation Plan and

Suggested Solution continued
Performance Improvement Plan Phil:
1)

2)
3)

4)

5)

Re-Design Job Description as Call Centre

Manager and Software PR
Change Job Status PIP
On the Job Training for developing further
skills
Employee Motivation and Performance Status
Meeting before PIP
6
Phil Promoted to Call Centre and PR

Implementation Plan and

Suggested Solution continued
The Program Manager must be independent and firm enough to
discuss the above with the Management instead of
satisfactory grading. An employee with poor performance
is also an important asset to a company. As an employee
leaving the company lacking skills still represents the same
company and affects the reputation of the company. It is
not an effective Manager who stays observing and
confirming of poor performance with no proper actions
taken or implemented.
The Program Manager requires areas for development such as:
1)
Effective Management Skills
2)
Employee Relation and Performance Improvement
3)
Coaching and Mentoring

Conclusion
The poor performance of both the employees was due to improper
placement of assigned jobs that they were not talented of.
This will of course lead to employee termination rather than
objectives and tasks achievement.
By implementing the steps above it will also secure other staff
members of the company. If an employee has bad relation
with management then the employee must be either
transferred to a position were dont have to interact with
the manager or train an employee to develop relationships
between management. Every employee poor performance
is not the solution to placed in PIP and terminate but
instead retain the employee and fit in the right post.
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References
1)
HRM Chapters:
Chapter 3, Organizational / Individual Relations and Retention
Chapter 6, Jobs and Job Analysis
Chapter 8, Selecting Human Resources
Chapter 9, Training Human Resources
Chapter 11, Performance Management and Appraisal
2)
Training Courses and Certifications Materials References:
Diploma in Effective Training and Development, 2006
Certificate in HR Practices: Appraisal Systems & Career Development Training, 2005
Certificate in HR Practices: Job Analysis, Descriptions & Evaluation, 2005
Certificate in HR Practices: Coordination Skills, Staff Complaints & Follow-up, 2005
Certificate in Effective Teamwork-Increase your productivity & manage time, 2004
Certificate in HR - Objectives, Staff Task and Goals, 2004
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References continued
3)
Internet Links
http://harvardbusinessonline.hbsp.harvard.edu/b02/en/common/emailfriend.jhtml?pro
ductID=306027
http://training.fws.gov/supervisors/emplrelations/employee_problems.htm
http://www.toolpack.com/performance.html
http://www.govexec.com/dailyfed/1199/112999b2.htm
http://www.opm.gov/perform/plan.asp

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