Icd HRM 1 4

Republic of the Philippines
NUEVA VIZCAYA STATE UNIVERSITY

Bayombong, Nueva Vizcaya
FLORES, Gretzky J.
IM No.:IM-HRM 1-1st SEM-2022-2023
College: BUSINESS EDUCATION
College Campus :Bayombong
DEGREE BSAB / BSBA COUR MGT 3

PROGRAM SE
NO.
SPECIALIZAT BSAB / HRM COUR Human Resource Management

ION SE
TITLE
YEAR LEVEL 3rd & 1st TIME 3 W 02 I 04

FRA h K M
ME o N
ur O N
s . O
.
By: Flores, Gretzky J.
TO CHINA: GO SOLO OR BRING THE FAMILY

Case Study: A One-Year Assignment to China: Go Solo or Bring the Family
Introduction: Nick Connors, an HR manager at McDonald's, has been assigned to lead a 10-person international
team responsible for opening new McDonald's restaurants in China. The assignment duration is one year, and
Nick's expertise and experience in restaurant startups make him an ideal choice for the role. However, Nick and
his family are faced with a crucial decision of whether they should accompany him to China or if he should go
alone. This case study explores the various factors and considerations they need to evaluate before making a
decision.
Background: McDonald's, a global fast-food chain, aims to capitalize on the fast-growing Chinese market.
However, they face stiff competition from established American chains like Kentucky Fried Chicken and Pizza
Hut, which have already gained significant traction in China. As of 2011, McDonald's had 1,300 stores in 150
cities in China and planned to open 700 more by 2013. To help McDonald's expand its brand in China, Nick and
his team are excited about the opportunity.
Family Dynamics: Before making their decision, Nick and his spouse Ella discuss the potential impact on their
family. They have two children, Jenny and Luke, who will face various challenges and opportunities during the
assignment. Jenny, a sophomore in high school, expresses her willingness to go if it significantly benefits her
father's career. However, she is concerned about missing out on opportunities like joining the JV soccer team
and leaving behind her close circle of friends. On the other hand, Luke, a ten-year-old, displays a more
adventurous attitude and is open to the idea of moving to China, although he feels nervous about the differences
he will encounter.
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FLORES, Gretzky J.
Employment and Career Considerations: Ella has just completed her law degree and has secured a job offer at a
local law firm. She faces the dilemma of whether to start her career or accompany Nick to China. The decision
will significantly impact both her career trajectory and the family's overall financial situation.
Company Support and Relocation Package: McDonald's offers a comprehensive expatriate relocation package to
Nick and his family, intending to make their transition to China as smooth as possible. The package includes
language and cross-cultural training, a foreign service premium, completion bonus, assistance with housing
search, tax preparation support, subsidized housing, full medical care, and subsidized tuition for the children at
an international school in Beijing. Furthermore, the company assures Nick of assistance in finding a new HR
position leveraging his international experience upon his return to the United States.
Decision-Making Process: In a quiet moment, Nick and Ella sit down to weigh the pros and cons of Nick going
alone or the entire family relocating to China. They consider factors such as the impact on Nick's career, Jenny's
aspirations and social life, Luke's adaptability, Ella's job prospects, and the extensive support offered by
McDonald's during their stay in China.
Potential Options:
Nick goes alone: This option allows Nick to focus solely on his professional responsibilities, ensuring the
success of McDonald's expansion in China. The company will cover his travel expenses for two visits back to
the United States during the assignment.
The family accompanies Nick: This option provides an opportunity for the entire family to experience a new
culture, albeit with potential challenges for Ella's career, Jenny's social life, and Luke's adjustment to a different
environment.
Decision and Rationale: Considering the benefits of international experience for Nick's career growth, the
support offered by McDonald's, and the family's willingness to adapt to new circumstances, Nick and Ella
decide that the family will accompany Nick to China. They believe that the experience will broaden their
horizons, create new opportunities for the children, and strengthen their family bond.
Job Description and Specification

Position Overview: The role of Sangguniang Kabataan Chairman is a significant leadership position within a
specific barangay or village in the Philippines. The Chairman's primary responsibilities include representing and
advocating for the interests of the youth sector, implementing programs and projects tailored to their needs, and
acting as a liaison between the youth and the local government.
Responsibilities:
Leadership and Representation:
Serve as the official spokesperson and representative for the youth sector in the barangay.
Provide visionary leadership, guidance, and direction to the Sangguniang Kabataan (SK) Council and its
members.
Safeguard the rights, welfare, and development of the youth within the barangay.
Program and Project Management:
Develop, execute, and monitor programs and projects that address the aspirations and needs of the youth, in
alignment with SK objectives.
Collaborate with various stakeholders such as community organizations, government agencies, and NGOs to
secure resources and support for youth initiatives.
Evaluate the effectiveness and impact of implemented programs and projects, and suggest improvements.
Legislative and Governance Duties:
FLORES, Gretzky J.
Initiate, propose, and support ordinances, resolutions, and policies that promote the welfare and empowerment
of the youth.
Actively participate in Sangguniang Barangay sessions, providing insights, perspectives, and recommendations
on youth-related matters.
Ensure transparency, accountability, and adherence to good governance practices within the SK Council.
Community Engagement and Advocacy:
Engage and consult with the youth in the barangay to understand their concerns, needs, and aspirations.
Conduct regular consultations, dialogues, and forums to gather youth input and feedback on community issues.
Advocate for the rights and interests of the youth by representing the youth sector in community forums,
conferences, and events.
Administrative and Financial Management:
Manage the SK's budget, ensuring proper allocation and utilization of funds for youth programs and projects.
Maintain accurate records, reports, and documentation of SK activities, expenditures, and achievements.
Coordinate with the SK Treasurer on financial matters and ensure compliance with financial regulations and
guidelines.
Job Specification: Sangguniang Kabataan Chairman
Qualifications:
Education: Possess a bachelor's degree in any field. Preference will be given to candidates with relevant
coursework in youth development, governance, or public administration. Age Requirement: Must be between 18
and 30 years old at the time of election or appointment. Citizenship: Filipino citizen and a resident of the
barangay where the SK election or appointment is held. Experience: Previous experience in youth leadership,
community engagement, or related fields is advantageous. Knowledge and Skills:
Familiarity with youth-related issues, concerns, and programs at local and national levels.
Understanding of the local government structure, processes, and governance principles.
Strong leadership skills to inspire, motivate, and mobilize the youth.
Excellent communication and interpersonal skills to engage with diverse stakeholders.
Organizational and project management abilities to plan, implement, and evaluate youth programs.
Proficiency in computer applications for documentation, reporting, and presentations. Personal Attributes:
Passionate about youth development, empowerment, and community service.
Demonstrates integrity, ethical conduct, and a strong sense of responsibility.
Capable of working collaboratively in a team and building effective partnerships.
Adaptable and resilient when faced with challenges and varying situations.
Note: The specific qualifications and requirements for the Sangguniang Kabataan Chairman position may vary
depending on the LGU and local regulations. This job description and job specification serve as a general
guideline for the role.
To Do or Not To Do
Title: The Challenge of Affirmative Action: Balancing Technical Excellence and Gender Diversity
FLORES, Gretzky J.
Introduction: The research department of the AAA Corporation, responsible for developing new technologies, is
confronted with a predicament. The department has established a strong reputation for technical prowess,
primarily attributed to its strategy of recruiting exceptional technical talent from highly regarded schools.
Despite the company's dedication to affirmative action, the department has been unsuccessful in hiring a female
engineer or chemist. Bob Jones, the manager, faces pressure to hire a qualified woman professional, while
contending with diverging opinions within his team and concerns about upholding technical expertise.
Background: The AAA Corporation's research department comprises 300 employees, including 80 professionals
holding degrees in chemical engineering or chemistry. The department follows a meticulous selection process,
encompassing campus recruitment, screening applications, conducting interviews, and evaluations. Candidates
are categorized as either "qualified" or "not qualified," with "outstanding" candidates receiving immediate
employment offers.
Although the company has achieved success in hiring female employees for nonprofessional positions, it has
encountered difficulties in recruiting female engineers or chemists due to the low representation of women in
these fields on a national scale. The company's affirmative action plan (AAP) endeavors to address this
imbalance by eventually hiring at least one female professional annually.
Current Situation: Bob Jones invited 25 candidates, including five females, to apply for the four available
positions of chemical engineers. Out of the remaining 22 applicants, seven, including Betty Craig, a senior from
a small engineering school, were deemed "qualified." Betty ranked fourth among these seven qualified
candidates.
With only one position remaining, Bob convened a meeting with his three assistants and the employee relations
manager to deliberate on the decision-making process. He sought their advice on whether to offer the job to
Betty, thus fulfilling the affirmative action goal, or to adhere to the standard procedure and extend the offer to
the candidate with the next highest evaluation.
Different Perspectives:
Fred Smith, a long-standing employee, argues that technical expertise should take precedence over affirmative
action. He believes that the most qualified candidate, as determined by objective evaluations, should be offered
the position. Fred cautions that offering the position to Betty without clear superiority could be construed as
"reverse discrimination."
Jay Lord, a recently promoted assistant manager, supports hiring Betty. He asserts that Betty meets the
qualifications and suggests revising the evaluation process to eliminate gender bias and provide clearer
differentiation among closely ranked candidates.
Bill Shaw, another assistant manager, agrees that Betty is qualified but recommends offering the position to the
three candidates ranked higher than her first. He expresses concerns about potential risks associated with hiring
Betty, as she would become the sole female professional in the department. Bill proposes waiting for an
"outstanding" female candidate from a well-established college and making an enticing salary offer to ensure
success.
FLORES, Gretzky J.
Bob's Decision: Bob attentively considers the perspectives of his team members and evaluates the potential
consequences for the company, department, applicants, and his own career. He recognizes the significance of
technical expertise while acknowledging the necessity of gender diversity in the department. Ultimately, Bob
must make a decision that strikes a balance between maintaining technical excellence and fulfilling affirmative
action objectives.
Conclusion: The AAA Corporation's research department faces the challenge of reconciling the pursuit of
technical excellence with the imperative for gender diversity. The decision made by Bob Jones, the department
manager, will not only impact the immediate hiring process but also have wider implications for the
department's reputation, employee morale, and the company's commitment to diversity and inclusion. This case
study highlights the intricate nature of implementing affirmative action initiatives within organizations.
Challenges in the College Admissions Office: The Case of Jim Luck
Introduction: Jim Luck was hired as the administrative assistant in the admissions office of Claymore
Community College, replacing Alice Carter. Alice had given a month's notice to the director for admissions in
the hope of allowing ample time to find and train her replacement. Jim's credentials and favorable impression
during the interview led to his selection. Alice dedicated many hours over the next 10 days to train Jim, who
initially appeared bright and capable of quickly grasping the office procedures. However, it soon became
apparent that Jim was struggling to fulfill his job responsibilities due to personal problems that seemed to hinder
his work performance.
Background: The admissions office at Claymore Community College is responsible for various tasks, including
preparing and mailing transcripts upon student requests, sending information to prospective students, answering
phone calls, assisting students and potential enrollees who visit the office, and overseeing clerical personnel and
student assistants. Alice, the previous administrative assistant, handled these responsibilities efficiently.
Jim's Hiring and Training: After a thorough interview and testing process, Jim was hired primarily based on his
strong credentials and positive impression. Alice took on the responsibility of training Jim, investing many hours
to ensure he understood the intricacies of operating a college admissions office. Initially, there were high hopes
for Jim's performance, as he seemed bright and quick to grasp the procedures.
Jim's Challenges: However, it didn't take long for concerns to arise regarding Jim's job performance. It became
apparent that he was struggling to comprehend and execute his assigned responsibilities. Jim frequently asked
questions about subjects that Alice had already covered in detail during his training, indicating a lack of
comprehension. He appeared to be mentally preoccupied and had trouble focusing on his work. It seemed that
personal problems were affecting his ability to fulfill his role effectively.
Personal Issues and Work Performance: Jim's personal life appeared to be causing significant disruptions in his
professional capacity. He often mentioned his recent divorce, placing blame entirely on his ex-wife.
Additionally, he expressed distress about the impact of the separation on his eight-year-old daughter, who
missed him dearly. Jim's mind seemed occupied with searching for peace of mind and seeking reasons for the
difficulties he faced. The director for admissions was aware of Jim's preoccupation with his personal life and his
struggle to rapidly grasp the office procedures.
FLORES, Gretzky J.
Conclusion: The case of Jim Luck highlights the challenges faced in the college admissions office at Claymore
Community College. Despite his promising credentials and initial favorable impression, Jim's personal problems
have interfered with his ability to comprehend and execute his job responsibilities effectively. It is crucial for the
director for admissions and other stakeholders to address these challenges promptly to ensure the smooth
functioning of the admissions office and the overall success of the college's recruitment and enrollment
processes.
IS A SATISFACTORY RATING SATISFACTORY?
The reason Ted Simpson gave everyone a satisfactory rating could be due to various factors. It is possible that
Simpson lacked the time or resources to conduct thorough performance evaluations, resulting in a default
"satisfactory" rating for all employees. Additionally, there may have been concerns about damaging
relationships or causing conflicts by providing lower ratings. Simpson might have also prioritized maintaining
employee morale by avoiding negative ratings.
Yes, it is reasonable to agree with Andrew that the performance appraisals might be contributing to the problems
faced by the unit. Given the decline in productivity, increased absenteeism, and higher job-related injuries, it
suggests that the previous "satisfactory" ratings were not reflective of employees' actual performance. By failing
to differentiate between high performers and underperformers, the appraisal system could have created a lack of
motivation, decreased accountability, and a perception of unfairness among the employees.
There is a possibility of backlash if Andrew chooses to give employees the ratings they deserve, especially if
there has been a consistent pattern of providing "satisfactory" ratings in the past. Employees who have been
accustomed to receiving satisfactory ratings despite their actual performance might feel surprised, disappointed,
or even resentful if they suddenly receive lower ratings. This could potentially lead to increased unhappiness and
dissatisfaction among the workers.
To handle the situation, Andrew should take the following steps:
Conduct a comprehensive performance evaluation: Andrew should assess each employee's performance
objectively, considering their achievements, strengths, and areas for improvement. This evaluation should be
based on specific criteria and documented evidence.
Provide constructive feedback and coaching: Andrew should engage in open and honest conversations with
employees, offering feedback on their performance and providing guidance for improvement. By offering
support and coaching, Andrew can help employees understand the expectations and develop the necessary skills.
Implement a fair and transparent rating system: Andrew should establish a rating system that accurately reflects
employees' actual performance and differentiates between levels of achievement. This system should be clearly
communicated to all employees, ensuring transparency and fairness.
Communicate the reasons for change: Andrew should explain the reasons for the change in ratings to the
employees, emphasizing the need for fairness, improvement, and alignment with company goals. By providing a
clear rationale and open communication, he can help mitigate potential backlash and foster understanding
among the workers.
Offer support and resources: Andrew should provide resources, training, and opportunities for professional
development to help employees improve their performance and reach their full potential. By investing in their
growth, he can contribute to enhancing overall performance and job satisfaction.
Monitor progress and adjust as needed: Andrew should regularly monitor the impact of the new rating system,
solicit feedback from employees, and make necessary adjustments as required. This will ensure the system's
effectiveness and fairness over time.
FLORES, Gretzky J.
By following these steps, Andrew can navigate the challenges posed by the previous misuse of performance
appraisals, improve overall performance, and foster a positive work environment within the unit.
A Dead End Street

Based on the information provided, it appears that Roger is not being fairly paid. Despite his 10 years of
experience and multiple promotions, he has discovered that a new engineer with no experience is being hired at
a salary nearly equal to his own. Additionally, when considering inflation, Roger realizes that his pay has not
kept up with the rising cost of living. These factors suggest that Roger's compensation has not been adjusted
adequately to reflect his experience, contributions, and market value.
If I were Joe, I would respond to Roger by acknowledging his concerns and frustrations. I would assure him that
his contributions are valued and that his concerns about his pay relative to new hires and inflation are legitimate.
I would explain that the company's salary structure is influenced by supply and demand dynamics in the job
market, but I would also emphasize the importance of retaining experienced engineers like Roger. I would
propose discussing possible solutions, such as conducting a thorough review of salary levels, exploring
opportunities for career development or additional responsibilities, or considering a performance-based bonus or
incentive program. The goal would be to address Roger's concerns and find a mutually satisfactory resolution.
Yes, a wage survey could be beneficial in this situation. Conducting a wage survey would provide valuable data
on the current market rates for engineers with similar experience and skills. It would help determine if Zee
Engineering Company's compensation is competitive and whether adjustments are necessary to attract and retain
talented engineers. A wage survey would provide a benchmark for comparing the salaries of existing employees,
like Roger, with those of their peers in the industry. This information would enable the company to make
informed decisions regarding compensation adjustments.
Yes, establishing pay grades for engineers could be a useful approach. By implementing a structured pay grade
system, Joe could create a framework that defines salary ranges based on factors such as experience, skills, and
job responsibilities. Pay grades would provide transparency and consistency in determining compensation,
ensuring that salaries are equitable and aligned with market rates. This system would help address the issue of
pay disparities between new hires and senior engineers. It would also allow for more objective evaluations and
comparisons within the organization, fostering fairness and reducing potential salary discrepancies.
In this situation, both John and the company share some responsibility for the challenges that have arisen. John
has failed to adapt to the changing demands of the investment department and has resisted learning new methods
and ideas. His preference for the old system and reluctance to embrace change have limited his effectiveness and
relegated him to routine tasks. On the other hand, the company could have taken a more proactive approach to
employee development and provided training and support to help John transition to the new system and acquire
the necessary skills. Additionally, the company could have explored ways to utilize John's experience and
expertise in more meaningful ways, rather than assigning him solely to routine tasks.
Yes, the company owes something to a 40-year employee like John. After dedicating such a significant portion
of his career to the State Bank, John has accumulated a wealth of knowledge, experience, and institutional
memory that can benefit the organization. The company should recognize and appreciate his long-term
commitment, loyalty, and contributions. This could include providing opportunities for John to utilize his
expertise and contribute to the organization in more meaningful ways, such as mentorship roles, advisory
positions, or special projects where he can leverage his experience. Additionally, the company should ensure
that John's skills remain relevant by offering relevant training and development opportunities to help him adapt
to changes in the industry.
For John, a tailored development program would be beneficial to address his resistance to change and help him
acquire the necessary skills and mindset for the modernized investment department. This program could include
the following elements:
FLORES, Gretzky J.
30 Year Employee
Both John and the company share responsibility for the situation. John has failed to adapt to the changing
environment and has resisted learning new methods and ideas. This has hindered his professional growth and
limited his contributions to the department. On the other hand, the company could have provided more guidance
and support to help John transition to the new ways of working, ensuring that long-time employees like John are
equipped with the necessary skills to thrive in the evolving work environment.
The company does owe something to a 40-year employee like John. After dedicating four decades to the
organization, John deserves recognition for his loyalty and contributions. This could come in the form of fair
treatment, respect, and opportunities for growth and development. However, it is important to balance this with
the need for employees to adapt to changing circumstances and continue adding value to the company.
A development program for John should focus on enhancing his adaptability and willingness to learn. It should
include training sessions on new technologies, methods, and best practices relevant to his role. Additionally,
mentoring or coaching from experienced colleagues could help him understand the benefits of embracing change
and exploring new areas of work. The program should also provide ongoing support and feedback to encourage
John's professional growth and help him feel valued within the organization.

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Republic of the Philippines

NUEVA VIZCAYA STATE UNIVERSITY

College: BUSINESS EDUCATION

College Campus :Bayombong

DEGREE BSAB / BSBA COUR MGT 3

SPECIALIZAT BSAB / HRM COUR Human Resource Management

YEAR LEVEL 3rd & 1st TIME 3 W 02 I 04

By: Flores, Gretzky J.

TO CHINA: GO SOLO OR BRING THE FAMILY

Job Description and Specification

Challenges in the College Admissions Office: The Case of Jim Luck

IS A SATISFACTORY RATING SATISFACTORY?

A Dead End Street

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