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COURSE MANUAL

NAME OF FACULTY: Dr. Megha Soni DEPARTMENT: Management


E-MAI- meghasoni.mba@itmuniversity.ac.in
COURSE TITLE: HRP & D COURSE CODE: 605 HR
SEMESTER / SECTION: BBA H VI SESSION: 2017

Activity 2
Date of Submission- 25-3--2020

Fine different dimensions of the any one case given below and submit the report on it
indivially.

Marks-10
When An Employee Outgrew Her Job Description: A Case Study

Janet began at your company in an entry-level accounting position 20 years ago.  When new
computer technology was adopted in her department, she took an active part of the transition,
working closely with your IT staff to configure the new platform to your company’s needs. 
Janet has trained all incoming employees in the technology since its adoption.  In preparation
for her retirement, she has developed a curriculum for technological training.
Your company is now looking to fill the imminent void that Janet’s retirement will create in
the accounting, IT, and training departments.  You have come to the conclusion that no one
employee or recruit will likely have the skills necessary to assume all of Janet’s job
responsibilities.  In fact, no one is really sure what all of Janet’s job responsibilities are, since
they are spread across three departments.  So, where to go from here?
A representative from the Human Resources department suggests that the first step is to find
out what Janet actually does on the job before trying to find her replacement(s).  A document
is put together that details Janet’s job tasks and responsibilities.  Using this document as a
reference, the company decides to divide the position into three parts – accountant,
technology liaison, and trainer.  From this point, the company decides how to fill the
vacancies created by Janet’s retirement in the following ways:
 A new entry-level accountant will be hired.
 A veteran accountant will take on the additional duty of being technology liaison
between the accounting and IT departments.
 To prepare for a planned expansion of the accounting department following a recent
corporate acquisition, a designated trainer will be hired to train the employees gained from
the merger in the company’s technology.  The company expects that the new trainer will
also be an asset to other departments in future endeavors.
Janet will transition her responsibilities to her successors in the coming year in preparation
for her retirement, following a pre-determined employee development plan for the
incumbents.  By the time she retires, Janet’s successors will be adequately prepared to tackle
their new responsibilities and will aid the company in its upcoming expansion.  Everybody
wins!
Case 2
HRM Case study: role and job analysis

Job Description at Red Lobster (Phillip – Gully 2009)

Red Lobster operates over 670 casual-dining seafood restaurants in the US and Canada,
employing more than 63,000 people. When Red Lobster developed a new business strategy to
focus on value and improve its image, it established a new vision, mission, and goals for the
company. The restaurant chain simplified its menu with the highest-quality seafood it could
offer at mid-range prices, traded its restaurants’ tropical themes for a crisp, clean look with
white-shirt-and-black-pants uniforms for its employees, and added Northeastern coastal
imagery to its menu and Web-site. Executing the new mission and differentiation strategy
required hiring fun, hospitality-minded people who shared its values.
Although Red Lobster had not had any problem with hiring restaurant managers, the
company felt that the managers it hired did not always reflect Red Lobster’s strategy, vision
and values. The company also realized that their old job descriptions did not reflect the
passion its new strategy needed from its employees.

Red Lobster ask your opinion of what it should do in writing its job descriptions to improve
the fit between its new management hires and its new business strategy.

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