Application Case 1-1 By HE Kienhy

The Human Resource Manager and Managing Multiple Responsibilities

Question 1: Human resource management consists of numerous activities. What areas were
illustrated by Sam’s schedule on this particular day?

Answer: Human Resource Management consists of strategic HR management, equal

employment opportunity, staffing, HR development, employee and labor relation, compensation
and benefits, Health, security and safety. And there is nothing illustrated by Sam’s Schedule on
this particular day.
He began to run through the day’s work, first one project, then another, trying
to establish priorities. After a few minutes, he decided that the management by objectives (MBO)
program was probably the most important. We can see that Sam never noted down any problems
or issues, as a result, there was no solution to even one problem. He did not manage his time
well. He actually had some ideas like installing the management by objectives (MOB), the
supervisory training programs and simplifying the employee record system, but he never put
them into action plans. At the end of the day it seemed nothing had progressed. Sam didn’t set up
a procedure to solving work-related problems. He didn’t assign or empower or share workrelated
tasks with his subordinates in the company.

Question 2: List the areas of ineffective management and time-robbers that are affecting Sam.

Answer: Several job applicants came into the office as a result of want ads the company had run
over the weekend. There was a buzz as the applications and interviews progressed. Sam started
to help out, and was talking with one applicant when Cecil Hardy came in.
It was suddenly 10:45 and time to go to a staff meeting to discuss quality control. Sam
wasn’t awfully interested, but the plant manager wanted all the department heads at staff
meetings. “They always drag on so long, and we get off on things that don’t seem real important
to all of us,” Sam reflected as he headed toward the conference room. Sam went to lunch with a
friend who owned a plastics fabrication business.
When Sam returned at about 2 p.m., the office was busy again with job applicants. He
suddenly remembered the replacement stock clerk. “Too late now,” he mused. He sat down and
began to assemble the files relating to the grievances.
At 4:45 the personnel manager at the Eastern plant called to ask about some employee
matters Sam had handled when he was there. When he finished, it was 5:30 and he was the only
one left in the office. Sam was tired.
He spent a big portion of his time on unnecessary things – going out for lunch with his
friend, meeting with one of the plant managers to discuss about the pension of the retirement
which was not urgent. While he was planning to complete or solve some tasks/problems he was
often distracted. Once he was distracted he left the works uncompleted and turned to focus on
any newly reported problems. His task and time management was poor. All of these are really
affecting Sam in his work.
Question 3: Discuss Sam’s career progress. Is he now promotable?
Answer: Sam’s career progress really too much busy, it seemed that he had no accomplish
anything within that particular day. Even he himself said has no time with the family. I think he
not yet ready to be promoted now, because he needs to learn many things in term of human
resource management activities: strategic HR Management, equal employment opportunity,
staffing, HR development, employee and labor relation, compensation and benefits, health,
security and safety.
Also, he needs to understand the strategic planning and able to meet the objectives of the
HRM functions: Helping the organization to reach its goals; employing the skills and abilities of
the workforces efficiently; providing the organization with well-trained and well-motivated
employees; increasing to the fullest of the employee’s satisfaction; developing and maintaining a
quality of work life that makes employment in the organization desirable; communicating HRM
policies to all employees; helping to maintain ethical policies and socially responsible behavior;
managing change to the mutual advantage of individuals, groups, the enterprise, and the public;
and managing increased urgency and faster cycle time. If he can accomplish all these above I am
sure Sam must be promoted.

Name: Ali Sina Hemati

Roll Number:1902