Bandag Automative Case Study Essay

1. Given Bandag machines size, and anything else you endure almost it, exempt why and how the human resource centering function should be reorganized. resolutenessFirstly, we advocate that Bandag automotive form a virgin, single out Human choices Unit that bequeath be dedicated to the Bandags overbold outline. Bandag Automotive does not boast a profession strategy, so the juvenile Human Resource Unit ordain provide this statement, which get out all(prenominal) toldow strategic human resources to turn Bandag Automotives business strategy is to achieve superior levels of customer redeeming(prenominal) and high profitability through a highly committed take onforce. Jim leave no longer be in possession of direct HR responsibilities with the employees everything willing be handled through the natural HR organization chart. The new HR coach-and-four will garter enounce business strategies and policies and identify functionforce requirements. Jims father has a lot of watch with the fraternity and has created an excellent traffichip with the employees. He will be a good advisor for the new HR manager. The new HR manager will have these tasks, pulled from the De disclosement of Labors O*NET * Serve as a link surrounded by guidance and employees by handling questions, interpreting and administering recoils and helping reason out bend- link up problems.* Analyze and modify compensation and benefits policies to set up competitive programs and ensure compliance with licit requirements. * Advise managers on organizational insurance matters such as equal utilization opportunity and sexual harassment, and recommend undeniable changes. * Perform difficult facultying duties, including dealing with understaffing, referee disputes, firing employees, and administering disciplinary procedures. * Plan and behaviour new employee orientation to foster demonstrable attitude toward organizational objectives. * Identify staff va slewcies and set up, interview and select applicants.* Plan, direct, supervise, and coordinate work activities of subordinates and staff relating to employment, compensation, labor relations, and employee relations. * Plan, organize, direct, control or coordinate the personnel, training, or labor relations activities of an organization. * Represent organization at personnel-related hearings and investigations. * stagger compensation, benefits and doing management systems, and safety and fun programs. The new HR manager with the help of Jims father, will survey the trustworthy employees to get to k instantaneously them better and to limit for hypothesize analysis.2. Recommend what Bandag should change and/or improve upon regarding the current HR systems, forms, and practices the smart set now uses.AnswerBandag should revoke all contacts with the external HR firm that had been employ previously. Now, the new HR manager will completely separate Bandag from the external agencies. He will h ave prepared the HR policies that work along with the companys new strategy. All required forms will be internally generated. To ensure independency from the HR agencies, the manager will recruit two HR assistants to assist. One will be trustworthy for the recruiting, orienting, and training of new employee and employee advocacy. The second will be responsible for evaluating current employees, tracking promotions, proper centering and firing of employees, and training current employees on new policies. Of course, the legal part of HR that Jim had many problems with will now be the responsibility of the HR manager.Finally, Jim, Jims father, and HR will evaluate the effect of the new unit on Bandag Automotive and its HR issues. The problems facing Bandag automotive result from a lack of a dedicated HR staff. Jims policies are not misemploy, however they are applied in the wrong way. If the HR unit is not created it will lead to continuing problems and the gap between the employees and employer will be increased. In the end, shortsighted HR management will fork out Bandag Automotive a bad spirit and will lead to a magnetic inclination in quality, loss of customers and lower profit.3. Jim open fire an employee for creating what the manager called a poisonous relationship. condone whether or not the employee has a legitimise claim against the company and the actions the company should take.Answer atomic number 1 Jacques was fired because his manager report that while he was doing the technical part of his job well, he had serious problems interacting with his coworkers and was devising his store poisonous. Jim approved Henrys dismissal. Though Henrys manager had heard that he has a amiable illness, he did not take that into peak when evaluating Henry. Henry also neer brought it to his managements attention if he so has a mental illness.In that good example Henry does not have a legitimate claim against Bandag Automotive. He was warned in his perfor mance appraisals that he had problems works(a) in a team environment, and he never brought up the fact that he has a disability. According to the Americans with Disabilities Act, the employee must establish he has a covered disability.Also, we do not have enough information on Henrys claim to know if this is his defense. We retrieve he was fired befittingly however, the right thing to do in this situation was to first transfer Henry to another position and to give him a final warning. In this position, most of his work should not be on a team. If he continues to be problematic when working on his own, a discharge would be more appropriate.4. Miriam, the controller, is basically claiming that the company is retaliating against her for creation pregnant, and that the fact that the company raised performance issues was just a smokescreen. Explain whether or not the EEOC and/or greets would agree with her and the actions the company should take now.AnswerMiriam had been with Bandag Automotive for 6 years. She went on pregnancy leave for twelve weeks under the FMLA, and then received an bare(a) three-week leave under Bandags extended-illness-days program. Miriam was belatedly fired by Jim because she had been turning her budgets in late and possibly forged close to documents. If we assume that Jims claims are solid, he had a right to fire her for misconduct. We remember that her claim of wrongful discharge related to her pregnancy is unfounded. The Equal Employment luck Commission (EEOC), in our opinion, will not agree with her and will not press the case on her behalf.In addition, she resumed work for three months after her leave, and may be angry because her request to adjust her schedule was refused. If she wasnt happy with her schedule she could have quit. Bandags HR system failed here(predicate) because a job description and contract could have prescribed specific working hours, which she would have to abide by.5. An employee who is deaf has asked to dislodge jobs to be a delivery person and he was turned down. He is now threatening to sue. Recommend what the company should do and describe why.AnswerA motortruck maintenance employee who is deaf, applied for a job driving one of Bandags distribution trucks, and Jim directly turned him down because ofhis disability. We believe that the employee will get through if he sues Jim, unless Jim can prove that the employee was denied because there were more competent applicants and in no way because of his disability. lull it is still pretty risky because the court system is very strict about the Americans with Disabilities Act. If the deaf employee can prove that Jim thinks that is ill-advised for a disabled person to claim a truck, he will win and cause monetary and public remediation to the company. Our solution to mitigate the problem is to rescreen all applicants, including the employee to see if he is qualified for the job. If he is, offer him the job if he is still in terested, and he will hopefully cast out the case.