Chapter 1: Continuing Case: Carter Cleaning Company

1. Make a list of 5 specific HR problems you think Carter Cleaning will have to grapple
with. (LO 1.1; AACSB: Reflective Thinking Skills; Learning Outcome: Define HRM and
describe modern trends in the field)
Potential answers could include the following:
1) Staffing the company with the right human capital by identifying the skills and
competencies that are required to perform the jobs and the type of people that should
be hired. Sourcing candidates and establishing an efficient and effective recruiting
and selection process will be an important first step.
2) Planning and establishing operational goals and standards and developing rules
and procedures to support business goals and strategies. Failure to do so will result
in a lack of clarity around performance expectations down the line as each store
becomes operational.
3)
Implementing effective performance management by setting performance
standards, offering high-quality appraisal of performance, and providing ongoing
performance coaching and feedback to develop the abilities of each person and
support positive employee relations.
4) Designing an effective compensation system that will give the company the ability
to attract, retain, and motivate a high-quality workforce, and providing appropriate
wages, salaries, incentives and benefits. A poorly designed system will result in
recruiting problems, high turnover rates, and low employee morale.
5) Training and developing employees both at the management and employee level
to be able to perform the job to meet the performance expectations. This should
include a new hire orientation program as well as a program for ongoing training and
development.
Lack of attention to this component may result in errors, increased
operational costs, high turnover, and morale problems.
2. What would you do first if you were Jennifer? (LO 1.2; AACSB: Analytic Skills; Learning
Outcome: Define HRM and describe modern trends in the field)

Answers will vary. However, probably the most important first step is to ensure
that the staffing process is well designed and targeting the right mix of skills and
abilities needed among candidates. Thoroughness is necessary when analyzing
the requirements of each job, developing a complete job description for each role,
and sourcing candidates that meet those requirements. Significant time should
be invested in the hiring process to ensure that potential employees meet the
.requirements and possess the skills and abilities to do the job
--------------------------------------------------------------------------------------------------------------------------Chapter 4: Continuing Case: Carter Cleaning Company - The Job Description

1. What should be the format and final form of the store managers job
description? The format noted in Figure 4-7 could be a reasonable format to
use.
Students may recommend that Jennifer include a standards of
performance section in the job description. This lists the standards the employee
is expected to achieve under each of the job descriptions main duties and
responsibilities, and would address the problem of employees not understanding
company policies, procedures, and expectations. In addition, students may

recommend that Jennifer instead take a competency-based approach, which

describes the job in terms of the measurable, observable, and behavioral
competencies that an employee doing that job must exhibit.
Because
competency analysis focuses more on how the worker meets the jobs
objectives or actually accomplishes the work, it is more worker-focused. (LO 4.4;
AACSB: Reflective Thinking Skills; Learning Outcome: Explain the process of job
analysis)
2. Is it practical to specify standards and procedures in the body of the job
description, or should these be kept separately? They do not need to be kept
separately, and in fact both Jennifer and the employees would be better served
by incorporating standards and procedures into the body of the description. The
exception to this would be if the standards and procedures are so complex or
involved that it becomes more pragmatic to maintain a separate procedures
manual. (LO 4.4; AACSB: Reflective Thinking Skills; Learning Outcome: Explain
the process of job analysis)
3. How should Jennifer go about collecting the information required for the
standards, procedures, and job description? She should first conduct the job
analysis by collecting information about the work activities, human behaviors,
machines, tools, equipment, and work aids, performance standards, job context,
and human requirements. The best methods for collecting this information in this
case are through interviews, questionnaires, observations, and employee
diaries/logs. In addition, she should ensure that she is identifying the essential
functions of the job, and that the descriptions are ADA compliant. (LO 4.3;
AACSB: Reflective Thinking Skills; Learning Outcome: Explain the process of job
analysis)
4. What, in your opinion, should the store managers job description look like
and contain? The store managers job description should include a list of the
jobs significant responsibilities and duties. For example, the following duties
should include quality control, store appearance and cleanliness, customer
relations, bookkeeping and cash management, cost control and productivity,
damage control, pricing, inventory control, etc. The job description should also
include any educational requirements as well as information regarding working
conditions. (LO 4.4; AACSB: Reflective Thinking Skills; Learning Outcome:
Explain the process of job analysis)

Translating Strategy into HR Policies and Practice Case: The Hotel Paris
Job Descriptions The continuing case study of Hotel Paris is discussed here. In this
example, students develop a job description for the front desk clerk position and identify
important employee behaviors for Hotel Paris staff based on hotel strategy.

1. Based on the hotels stated strategy, list at least four important

employee behaviors for Hotel Paris staff. (LO 4.4; AACSB: Analytic Skills;
Learning Outcome: Explain the process of job analysis)
:Student answers will vary. Important employee behaviors might include

The ability to project a positive attitude and put the customers

needs first, even if the customer is curt

Showing tact and discretion in responding to personal requests

from a hotel guest
Being aware of the reactions of others and responding to those
reactions in an appropriate way
Being able to handle multiple priorities without getting flustered
The ability to resolve billing issues with discretion and a positive
demeanor

2. If time permits, spend some time prior to class observing the front desk
clerk at a local hotel. In any case, develop a job description for a Hotel
Paris front desk clerk. (LO 4.3; AACSB: Analytic Skills & Use of Information
Technology; Learning Outcome: Explain the process of job analysis)
Use of O*NET is recommended. A full description of tasks and
responsibilities is located under the job title Hotel, Motel, and Resort Desk

.Clerks
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Chapter 5: Continuing Case: Carter Cleaning Company Getting Better Applicants (LO
5.3-5; AACSB: Analytic Skills; Learning Outcome: Compare and contrast different
recruitment methods)

First, how would you recommend we go about reducing the turnover in our .1
stores? The students should base their responses on the information presented
in the advertising section of the chapter, and their response should include
placing and constructing ads that will attract candidates who will find the job
.attractive

2. Provide a detailed list of recommendations concerning how we should go

about increasing our pool of acceptable job applicants, so we no longer
have to hire almost anyone who walks in the door. (Your recommendations
regarding the latter should include completely worded online and hardcopy advertisements and recommendations regarding any other recruiting
strategies you would suggest we use.) The students should review the section
on outside sources of candidates, and their responses should include advertising
and the possible use of employment and/or temp agencies.

Translating Strategy into HR Policies and Practice Case: The Hotel Paris
The New Recruitment Process The continuing case study of Hotel Paris is discussed
here. In this example, HR manager Lisa Cruz must formulate functional policies and activities
that support the hotels competitive strategy by eliciting the required employee behaviors and
competencies.
Questions

1. Given the hotels stated employee preferences, what recruiting sources

would you suggest they use, and why? (LO 5.4-5; AACSB: Analytic Skills;

Learning Outcome: Compare and contrast different recruitment methods)

Though the local paper may bring in applicants, the development of a
succession plan will ensure that lower-level employees are ready to move into
higher levels when an opening occurs. College recruitment and employee
referral may also be a good resource. The company should begin using
.selection testing, particularly in the areas of integrity and conscientiousness

2. What would a Hotel Paris help wanted ad look like? (LO 5.6; AACSB:
Analytic Skills; Learning Outcome: Compare and contrast different
recruitment methods)
Figure 5-9 displays an example of an ad. Elements from the text should be
incorporated into student responses, which will vary. The hotel should
consider developing a recognizable logo and color scheme, along with a
.standard format for ads, which should be used by the various hotels

3. How would you suggest they measure the effectiveness of their

recruiting efforts? (LO 5.3; AACSB: Analytic Skills; Learning Outcome:
Compare and contrast different recruitment methods)
The number of qualified applicants per position, percentage of jobs filled from
within, the offer-to-acceptance ratio, acceptance by recruiting source,
turnover by recruiting source, and selection test results by recruiting source
.are used by other hotels, and should be considered for use by Hotel Paris

Chapter 6: Continuing Case 3: Honesty Testing at Carter Cleaning Company (LO 6.5-7;
AACSB: Analytic Skills; Learning Outcome: Identify the characteristics of properly
designed selection tests)

What would be the advantages and disadvantages to Jennifers company of

routinely administering honesty tests to all its employees? Polygraph testing
raises a large number of legal and moral issues, issues Carter Cleaning would
best avoid. Use of some of the available paperand-pencil honesty tests may
be a possibility. In general, these have been shown to be reasonably reliable and
valid, but they are still controversial. The costs associated with these tests may
also make them prohibitive to a small operation like Jennifers.

Specifically, what other screening techniques could the company use to

screen out theft-prone employees, and how exactly could these be used?
More thorough background checks are a recommended technique to eliminate
potential thieves. Some firms choose to contract this out to a private security
agency, althoughcost may be an issue to Jennifer. However, the company can
quickly check to see if savings from reduced theft would offset the cost of an

outside agency. As part of the job preview, Carter must communicate that
dishonesty and theft will not be tolerated. Further, company policies regarding
theft should be clearly communicated to new and existing employees.
3

How should her company terminate employees caught stealing, and what
kind of procedure should be set up for handling reference calls about these
employees when they go to other companies looking for jobs? Terminating
employees for theft should include the involvement of proper authorities and
should only be done when there is absolute proof of the theft and who committed
it. Such an action will also send a message to the other employees that you will
not tolerate theft of company resources. While many employers are reluctant to
prosecute employees for theft, developing evidence with police and through the
courts can be beneficial in providing future employers of the individual with
truthful and factual information.

Translating Strategy into HR Policies and Practice Case: The Hotel Paris Testing - The
continuing case study of Hotel Paris is discussed here. In this example, Lisa Cruz, the HR
manager, wants to design a battery of tests that will produce employees who can help the
hotel meet its strategic objectives. (LO 6.5-6; AACSB: Analytic Skills; Learning Outcome:
Identify the characteristics of properly designed selection tests)
Questions
1. Provide a detailed example of the front desk work sample test.
Students should begin by discussing the types of tasks a front desk clerk is
responsible for. Figure 6-7 is an example of the types of questions that should be on
this test.
2. Provide a detailed example of two possible personality test questions.
Answers will vary.
3. What other tests would you suggest to Lisa, and why would you suggest them?
Because front desk employees usually handle credit cards and make cash
transactions, Lisa should consider the benefits of paper-and-pencil honesty testing.
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Chapter 7: Continuing Case: Carter Cleaning Company: The Better Interview

1. In general, what can Jennifer do to improve her employee interviewing practices?

Should she develop interview forms that list questions for management and nonmanagement jobs, and if so what form should these take and what questions
should be included? Should she initiate a computer-based interview approach? If
so, why and how? Carter Cleaning Company has an inadequate, unstructured way of
interviewing and hiring. One solution students could suggest is to utilize a structured
interview guide such as the one provided in Figure 7-1 as an example of a tool that
managers could use to improve their interviewing practices. Have students brainstorm a
list of questions to be included in the structured interview guide. A computer-based
approach is also a possibility; students should explore the pros and cons of this given the
nature of the organization and weigh the cost/benefit of utilization of this technology.
(LO 7.4; AACSB: Analytic Skills; Learning Outcome: Describe effective interviewing
techniques)

2. Should she implement a training program for her managers, and if so,
specifically what should be the content of such an interview training
program?
In other words, if she did decide to start training her
management people to be better interviewers, what should she tell them
and how should she tell it to them? The obvious answer to this question is
yes, a training program should be designed and delivered. Students should
include suggestions from the section on designing and conducting effective
interviews, including training in preparation, utilization of a structured interview
process, and interviewing techniques discussed in this chapter. She should
educate managers in the potential pitfalls that come up in the interviewing
process as outlined in the text. She should also provide an opportunity for
practice with mock interviews in the training session so that managers can use
the skills they learn and become comfortable with the process.
(LO
7.4;
AACSB: Analytic Skills; Learning Outcome: Describe effective interviewing
techniques)

Translating Strategy into HR Policies and Practice Case: The Hotel Paris
The New Interviewing Program The continuing case study of Hotel Paris is discussed here.
In this example, students develop a structured interview process for a position and formulate
behavioral questions, situational questions, and job knowledge questions to identify the
desired capabilities and behaviors.

1. For the jobs of security guard or valet, develop 5 situational, 5

behavioral, and 5 job knowledge questions, with descriptive
good/average/poor answers.
Examples may be found in Figures 7-2 and 7-3. Student answers will vary. For the
security guard, questions might focus on ascertaining the level of dependability,
responsibility, initiative, and cool-headedness under pressure. The car hop positions
desired behaviors may include detail orientation, friendliness, and ability to follow
directions. (LO 7.5; AACSB: Analytic Skills; Learning Outcome: Describe effective
interviewing techniques)

2. Combine your questions into a complete interview process that you

would give to someone who must interview candidates for these jobs.
Students should follow the outline for interviewing in Figure7-1 and in the Chapter
Appendix. (LO 7.3-4; AACSB: Analytic Skills; Learning Outcome: Describe effective
interviewing techniques)