OGL 481 Pro-Seminar I:

PCA-Human Resource Frame Worksheet

Worksheet Objectives:
1. Describe the human resource frame
2. Apply the human resource frame to your personal case situation

Complete the following making sure to support your ideas and cite from the textbook and other
course materials per APA guidelines. After the peer review, you have a chance to update this and
format for your Electronic Portfolio due in Module 6.

CONFIDENTIAL

1) Briefly restate your situation from Module 1 and your role.

As a shift supervisor with my organization, I transferred to a new location. The location

had several other shift supervisors with long tenure, but the store manager position was
vacant. This position was overseen by a temporary proxy until the company filled it with
an external hire new to the organization. This location struggled to meet all performance
measure targets and morale was suffering. I did my best to coach employees on
standards of excellence and to model successful performance techniques. However, it
was difficult to stay positive in the face of increased absenteeism, turnover, and apathy.

2) Describe how the human resources of the organization influenced the situation.

Astrodollars has some highly beneficial human resource policies, including job security
and a competitive benefits package with annual stock grants. It is very difficult to
terminate an employee without a long and detailed history of documentation, and all
employees receive yearly pay rate increases regardless of their job performance.
However, these policies which are designed to promote loyalty also serve to keep stores
saddled with poor-performing employees for years. According to Bolman & Deal, “when
the fit between individual and system is poor, one or both suffer” (2021, p.122). By
encouraging employees who are not currently and may have never been a good fit for
Astrodollars, many remained who were not committed to company goals or simply
unable to do what it takes to achieve them.

When our store was officially assigned a new store manager who had been hired
externally, he mentioned that his superior wanted him to focus on meeting performance
targets such as speed of service, cleanliness, and customer connection ratings. When I
tried to make suggestions as to how we could meet these goals, they were met with

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 resistance from several of my fellow supervisors who had been with the company for a
long time. They instead offered excuses or pointed out multiple reasons why company
target goals were unreasonable at this particular location. The new store manager tended
to avoid conflict, so he would just tell us he had faith we could meet our target goals, then
break without setting up any real accountability or action plan. Instead of progress, the
inconsistent and incompatible priorities of each individual member of the shift supervisor
team created feelings of confusion, resentment, and defeat among employees. They did
not know what was expected of them from one shift to the next and work became an
unpleasant, unsatisfying place to be. Absenteeism and turnover rates grew and the store
manager was eventually transferred.

3) Recommend how you would use the human resources for an alternative course of
action regarding your case.

Since Astrodollars prides itself on diversity, I would view this as an opportunity to search
a wider range of applicants in order to hire the right people. Our store manager seemed
to hire anyone who fit the “diverse” characterization despite their lack of experience and
essential skills for the job. I would view diversity as an opportunity, not a requirement. I
also would end the universal rate increases for everyone and focus on tying rewards to
performance. “Paying people more than they contribute is a losing proposition…it makes
sense to pay top dollar for exemplary contributions of skilled, motivated, and involved
employees” (Bolman & Deal, 2021, p.146). Doing so would still instill loyalty, but only
in the people who we actually want to keep around.

Perhaps if their monetary rewards were more tied to their performance versus their
seniority, my peers would take more ownership of company goals and targets. I would
first attempt to inspire them to lead by explaining why our goals were important. I would
also let them know and see that I would do everything in my power to support them in
working towards these goals. “Leadership helps groups develop a shared sense of
direction and commitment” (Bolman & Deal, 2021, p. 183). Moreover, if my supervisor
team members were not willing to put in the effort necessary for the team to be
successful, I would take corrective action with documentation to either get them on the
right track or get them headed out the door. In the end, if they are not happy or satisfied
with their job, it not only affects the morale of other employees, but it’s a disservice to
keep them in that role.

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 4) Reflect on what you would do or not do differently given what you have learned
about this frame.

The biggest change I would make if I could do things differently would be to gain more
employee buy-in to improvement efforts. When I came to this store location, I
recognized a lot of what needed to be done but attempted to do much of it myself. There
is much research to support the idea that participation increases morale and productivity
(Bolman & Deal, 2021). I spent a lot of energy trying to show my new manager and my
fellow supervisors effective ways for us to reach our targets with little success. I would
instead focus on working with the team members to see what would work for this store
and solicit their feedback. The team has valuable input and, once committed to a
common goal, could prove to be a momentous force.

However, participation only works when managers are fully committed (Bolman & Deal,
2021). Thus, I would have a serious conversation first with the new store manager about
his role in the campaign to meet performance targets. I would ask if he had a plan or if
he truly wanted our input. This would be a difficult but necessary step to determine how
to proceed. If the store manager is not willing to provide support and authority to back
up his supervisor team and help us to hold employees accountable to standards, then our
efforts will likely be fruitless, as they proved to be. If he is willing to work with us and
help us make it better, I would then hold a meeting for the supervisor team to determine
our goals and action plan. This would ensure that we were all working towards the same
things and that employees knew what expectations of them were and that they would be
consistent.

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 References

Bolman, L., & Deal, T. (2021). Reframing Organizations: Artistry, Choice, and

Leadership (7th ed.). Jossey-Bass.