HRM INCIDENT 1. What a Change!

(Fausan)
Manuels supervisor, decided to count 10 and did not respond to Manuels comment. As he walked Just leave me alone and let medo my job, said Manuel Gomez. Dumbfounded, Bill Brown, back to his office, Bill thought about how Manuel had changed over the past few months. He had been a hard worker and extremely cooperative when he started working for Bill two years earlier. The company had sent Manue to two training school and had received glowing reports about his performance in each of them. Until about a year ago, Manuel had a perfect attendance record and was an ideal employee. At about that time, however, he began to have personal problems, which resulted in a divorce six months later. Manuel had several times requested a day off to take care of prsonal business. Bill attempted to help in every way he could without getting directly involved in Manuels personal affairs. But Bill was aware of the strain Manuel must have experienced as his marriage broke up, and he and his wife engaged in the inevitable disputes over child custody, alimony payments, and property. During the same period, top management initiated a push for improving productivity. Bill found it necesarry to put additional pressure on all his workers, including Manuel. He tried to be considerate, but he had to become much more performance-oriented, insisting on increased output from every worker. As time went on, Manuel began to show up late for work, and actually missed two days without calling Bill in advance. Bill attributed Manuels behavior to extreme stress. Because Manuel had been such a good worker for so long, Bill excused the tardiness and absences, only gently suggesting that Manuel should try to do better. Sitting at his desk, Bill thought about what might have caused Manuels outburst a few minutes earlier. Bill had suggested to Manuel that he shut down the machine he was operating and clean up the surrounding area. This was a normal part of Manuels job and something he had been careful to do in the past. Bill felt the disorder around Manuels machine might account for the increasing number of defects in the parts he was making. This is a tough one. I think Ill talk to the boss about it, thought Bill

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Pengawas Manuel , memutuskan untuk menghitung 10 dan tidak menanggapi komentar Manuel . Saat ia berjalan " Tinggalkan aku sendiri dan membiarkan Medo pekerjaan saya , " kata Manuel Gomez . Tercengang , Bill Brown , kembali ke kantornya , Bill berpikir tentang bagaimana Manuel telah berubah selama beberapa bulan terakhir . Ia telah menjadi pekerja keras dan sangat kooperatif ketika ia mulai bekerja untuk Bill dua tahun sebelumnya . Perusahaan telah mengirimkan Manue dua sekolah pelatihan dan telah menerima laporan bersinar tentang penampilannya dalam masingmasing .

Sampai sekitar setahun yang lalu , Manuel memiliki catatan kehadiran yang sempurna dan seorang karyawan yang ideal . Pada sekitar waktu itu , bagaimanapun, ia mulai memiliki masalah pribadi , yang mengakibatkan perceraian enam bulan kemudian . Manuel sudah beberapa kali meminta hari libur untuk mengurus bisnis prsonal . Bill mencoba untuk membantu dalam setiap cara yang dia bisa tanpa terlibat langsung dalam urusan pribadi Manuel . Tapi Bill menyadari strain Manuel harus dialami sebagai pernikahannya bubar , dan ia dan istrinya terlibat dalam perselisihan yang tak terelakkan atas hak asuh anak , pembayaran tunjangan , dan properti.

Selama periode yang sama , manajemen puncak memulai dorongan untuk meningkatkan produktivitas . Bill menemukan necesarry untuk memberikan tekanan tambahan pada semua pekerja , termasuk Manuel . Ia mencoba untuk menjadi perhatian , tapi ia harus menjadi jauh lebih berorientasi kinerja , bersikeras peningkatan output dari setiap pekerja . Seiring berjalannya waktu , Manuel mulai muncul terlambat kerja , dan benar-benar kehilangan dua hari tanpa menelepon Bill di muka. Bill dikaitkan perilaku Manuel terhadap stres yang ekstrim . Karena Manuel telah seperti pekerja yang baik begitu lama , Bill minta keterlambatan dan absen , hanya lembut menunjukkan bahwa Manuel harus mencoba untuk berbuat lebih baik .

Duduk di mejanya , Bill berpikir tentang apa yang mungkin telah menyebabkan ledakan Manuel beberapa menit sebelumnya . Bill menyarankan kepada Manuel bahwa ia mematikan mesin ia beroperasi dan membersihkan daerah sekitarnya . Ini adalah bagian normal dari pekerjaan Manuel dan sesuatu yang telah berhati-hati untuk dilakukan di masa lalu . Bill merasakan gangguan di sekitar mesin Manuel mungkin menjelaskan meningkatnya jumlah cacat di bagian dia membuat . " Ini adalah satu sulit . Saya pikir saya akan bicara dengan bos tentang hal itu , "pikir Bill

Questions 1. What do you think is likely to be Manuels problem? Discuss (Immanuel)

2. How might use of an employee assistance program help in this situation? (Astri)

HRM INCIDENT 2. A. Commitment a Safety? (Arto)

Wanda Zackery was extremely excite a year ago when she joined London Electronics as its first safety engineer. She had graduated from Florida State University with a degree in electrical engineering and had a strong desire to enter business. Wanda had selected her job at London Electronics over several other offers. She belived that it would provide her with a broad range of experiences that she could not receive in a strictly engineering job. Also, when the company president, Martha Lincoln, interviewed her, she promised her that the firms resources would be at her disposal to correct any safety-related problems.

He first few months at London were hectic but exciting. She immediately identified numerous safety problems. One of the most dangerous involved a failure to install safety guards on all exposed equipment. Wanda carefully prepared her proposal, including expected costs, to make needed minimum changes. She estimated that it would take approximately $50.000 to complate the necessary conversions. Wanda then presented the entire package to Ms. Lincoln. She explained the need for the changes to her, and Ms. Lincoln cordially received her presentation. She said that she would like to think it over and get back to her.

But that was six months ago! Every time Wanda attemted to get some action on her proposal, Ms. Lincoln was friendly but still wanted some more time to consider it. In the meantime, Wanda had become increasingly anxious. Recently, a worker had barely avoided a seriousinjury. Some workers had also become concerned. She heard through the grapevine that someone had telephoned the regional office of OSHA.

Her suspicions were confirmed the very next week when an OSHA inspector appeared at the plant. No previous visits had ever been made to the company. Although Ms. Lincoln was not overjoyed, she permitted the inspector access to the company. Later she might have wished that she had not been so cooperative. Before the inspectors left, he wrote violations for each piece of equipment that did not have the necessary safety guards. The fines could total $70.000 if the problems were not corrected right away. The inspector cautioned that repeat violations could cost $700.000 and possible imprisonment.

As the inspector was leaving, Wanda received a phone call. wanda, this is Ms. Lincoln. Get up to my office right now. We need to get your project under way.

Questions 1. Discuss Ms. Lincolns level of commitment to occupational safety (kak Merry) 2. Is the a necessary trade-off between Londons need for low expenses and the workers need for safe working conditions (Erwin)