As a group we have worked together to prepare each different chapter and we have used the cases to help develop our own Human Resource skills. This paper will demonstrate how as a group we were able to relate the case studies to different aspects that the Human Resource field covers. Shanty’ Johnson Chapter 1: Managing Human Resources Read the two cases at the end Of this book regarding Lincoln Electric and Southwest Airlines. Then using Exhibit 1. 1 as a guide, make an illustration that identifies the stakeholders of each company and shows the relative importance of each stakeholder to each company.
To complete this assignment, you can gather your information materials in this chapter, the asses at end of the text, and from other sources, including newspapers, magazines, the internet, and your own experience. If you are unable to obtain information you feel is relevant, make assumptions based on your best judgment. Note any major assumptions you make. Southwest Airlines Lets elaborate on each stakeholder in more detail. First is suppliers which are Boeing Aircraft, airport, and the fuel companies.
Boeing supplies the airplane that they us which is the Boeing 737, the airport gates provide income for the company, and the fuel company of course supplies fuel. With all the different appliers Southwest has to keep them in line with what they are trying to accomplish which is offer the best prices to its customers. Competitors are all the airplanes at the airport. Southwest has to figure out a way to maintain a profit and still offer lower or same prices at the other airlines.
They should always know what the competition is doing or offering. Customers are stakeholders in that they are the Shanty’ Johnson people who are buying the product and without them there is no business. Employees are important because they add value to the company. Employees are resources because they provide labor and help with production. Finally the environment/community is a stakeholder because Southwest has plans in motion to help protect the resources they have and give back to the community.
Southwest prides itself on being socially responsible and has done so by charity programs, recycling, and going green. They feel that if the community is on their side and supportive of them then they can prosper and be a household name. The Lincoln Electric Company Corporations like The Lincoln Electric Company are dependent on their customers. If they do not improve their relationship and offer the best for their guest the businesses might not be as successful. The customer makes it likely to for a company to attain its goals.
LECH views it employees as being of importance because they are the heart of the company. They maintain production and their performance Shanty’ Johnson affects the company. LECH feels that it will do what is needed to make their employees happy so that they can keep producing results. Lastly I feel that LECH values the environment as a stakeholder in that it wants to come up with practice that will keep the environment safe and clean. They want to maintain a healthy environment for the community.
They want to support communities in which they are located. Chapter 3: Ensuring Fair Treatment and Legal Compliance A. What evidence exists to demonstrate that each company manages employees fairly and legally? Southwest Airlines When reading about Southwest I feel that they treat their employees fairly and follow the legal procedures in obtaining their employees. Southwest like most companies value their employees and the work they do for the company. I found it interesting that Southwest renamed its HER department the People department.
By changing the name of the HER department shows that they see the significance in people and the relationships that are involved with that. The article also says that Southwest puts time into hiring and interviewing applicants. I view that as they only want the best for their company and will use the resources needed to get the best. If that means interviewing 1 00 people for one job then so be it. If I was applying and knew that they only want the best and have measures in place that shows their support and care for employees I would want to work for them.
Lincoln Electric At first when reading about LECH thought they value their employees because they know their employees are the main reason they are able to be successful. Lincoln Electric recognizes that money is an incentive to employees and knows that by offering an incentive they can get the workers to be more productive. They understand that there was to be an honest relationship between employees and managers. There has to be a level of respect for each other.
Lincoln Electric has HER Objectives that pertain to its employee; am going to list three out of four of the objectives first is ‘to maintain and Shan’t? Johnson expand the Lincoln Incentive Management Philosophy, to recognize people as the company’s most valuable asset, and to promote training, education, and placement that broaden employee skills” (Jackson, Schuler, Werner peg 563). Do not know many companies that have objectives written down for their employees. Having objectives in place to be followed by HER personnel is reassuring that they Lincoln Electric cares about its employees.
As I continued to read about the company I found out they have a low turnover rate, but they keep their workers busy and focused on the task at hand. They also have no leisure time and many do not receive a break. Do not believe that to be fair because if you are working a certain amount of hours a day you need a break. Also not having time to socialize with others I can picture the workplace being full of robots. People clocking in and doing their jobs and then clocking out and going home. B.
Are there company practices at Southwest Airlines and/or Lincoln Electric that you would consider to be unfair? If so, which ones? Why? Southwest Airlines will be honest is was hard finding a practice that was unfair but after much thought I find it unfair that when an applicant is being consider they may be asked to speak in front of a large group of people. If I am interviewing for a basic job that does not involved a lot of interaction with people why should peaking in front of a large group be a part of my applicant process.
I also find it strange that Southwest will red flag an applicant that is flying in. I understand the idea of seeing how they behavior around others and handle certain situations, but they should also be notified that they may be watched. Also do not find it fair to judge an applicant before you even get to meet them. You cannot always take the opinion of others when making important decisions that can affect your company. I do like having others opinions and having them way in, but I do not want them to spy on an applicant. Lincoln
Lincoln Electric included a dialogue of a few interviews they held and it immediately stood out to me that they were asking questions that are unfair and illegal. Do not find it professional to ask how much money did you make last year, what did you do with that money, and how do you feel about joining a union (just to name a few). Employers can get into trouble asking those questions because if someone is rejected they can sue based on the questions they were asked. Also do not think it is fair for management to have the authority to cut hours without any notice.
Some employees’ livelihood depends on their job. If their hours are suddenly cut it does not give them time to put other plans into motion. I also feel that it makes the company look bad and can bring down employee morale. Jessica Hammond Chapter 7: Selecting Employees to Fit the Job and the Organization Describe, evaluate, and compare the selection procedures used at these two companies. In preparing your answer, consider the following issues: A. The objectives of the selection process.
Each company has a different selection process for job applicants and how the company selects its applicants is unique. Some companies may not have n intricate selection process; instead they just want to fill the absent position. However, this is not the case when Southwest Airlines or Lincoln Electric selects employees. Southwest Airlines believes that investing in recruiting should be a top priority for their company, and so it has become the goal to select applicants who will fit into the culture that Southwest has created instead of just filling a vacant position.
Southwest wants to make sure they are hiring people who will be beneficial to the company instead of hiring someone quickly then the new employee not fit into the mold Southwest has created. Jessica Hammond In the case of Lincoln Electric, they do their selection process a little differently. Instead of going out and recruiting for all the open positions within the company Lincoln Electric instead only uses external recruitment in cases of entry level positions. Lincoln Electric has decided to fill all other open job positions internally, with those employees who have already been a part of the company.
Since Lincoln is filling most job openings with people already employed within the company it shows that the company believes in the employees it has, and wants to help them grow individually as the company grows as well. B. The criteria used The criteria used in the selection process of new employees for Southwest Airlines and Lincoln Electric differ greatly between the two companies. The major criterion used for Southwest Airlines is attitude. Southwest’s selection process has strong roots in the attitudes of the job applicants.
The company has selected five key predictors to see if the applicant’s attitude would blend well within Southwest. The predictors are: blend of energy, humor, team spirit, and self-confidence. It makes sense that Southwest wants to hire employees who would fit into the company culture that way they can ensure costive and team work oriented attitude is kept within the company. The major criterion used for Lincoln Electric for filling positions is based on in house hiring, except for entry level positions.
By giving employees notice of the open positions it can help keep the company culture the same, and is beneficial to keep employees and teach them new skills. When the company is able to teach employees new skills it helps build the different competencies they possess; different competencies can help make an employee more attractive to the organization instead of just one specific job title. This employee then becomes multi-functional. C. The techniques used to assess the competencies of job applicants.
Southwest Airlines and Lincoln Electric have specific hiring techniques to assess the competencies of potential employees. Southwest uses three distinctive techniques to help figure out who will best fit the dynamic of the company. The first technique used is the personality test. The personality test helps “The People Department” get to know job applicants values and what type of personality he or she has. There are seven traits used: cheerfulness, optimism, decision making skills, team spirit, communication, self-confidence, and self-starter skills.
The person being interviewed needs to receive a three or higher, on a scale from one to five, to move on to the next stage of the interview process. The next technique used would be the actual interview. Southwest looks to find people with great people skills, matching work experience, and people who are team players. Hiring people without these qualities would be a waste of time, considering that many of the jobs Southwest provides have to do with teamwork, helping people have a pleasant experience, and experience.
The last technique is the most interesting, Southwest wants to make sure they hire people with a great attitude so they have managers jot down anything memorable about the applicant, good or bad, they give applicants special tickets on their flights so employees will know to observe them and their behavior, and they are also asked to speak in front of groups of people. However, the audience is also being evaluated along with the speaker; Southwest wants to see if the audience members are attentive and paying attention to who is speaking.
Southwest wants to find people whose attitudes fit in with current employees and the culture they’ve built together. Therefore their selection techniques re quite focused on the job applicant’s attitude and values. Lincoln Electric has kept a constant theme throughout their selection process. During the selection process, Lincoln Electric uses current employees to fill open positions; and they are able to find out if employees can take on a new position through the interview process. Lincoln does not use aptitude or psychological interviews; instead they focus on the personal aspects of the employees.
There is a committee that is made up of supervisors and different vice presidents whom intent,’IEEE the different job applicants. Since the interviews are on a more personal level, the committee is looking for the correct person who can perform the specified tasks and fit in with the new department. Although Lincoln Electric uses the committee to perform the interview process, the final selection is left up to the supervisor who is in charge of the department where the job opening is. D. The apparent effectiveness of the selection process.
The effectiveness of both companies selection process has been extremely effective. In the case of Southwest Airlines because of the friendly culture close to 90,000 people applied in the past few years. This many applicants can be overwhelming, but since the HER department is committed to only hiring those applicants who can fit into the company culture, they only hired 831 people. Due to the specific selection process and the use of different employees from the HER department, managers, and employees the turnover rate for Southwest is less than five percent.
The employees of the company enjoy their jobs and the culture that they are involved with on a daily basis that the employees continue to work for Southwest for the long-term. Lincoln Electrics selection process is as similarly successful as that of Southwest Airlines. Since Lincoln Electric fills openings in-house the company doesn’t experience a high turnover rate. Employees average around 18 years working with the company, and due to the in-house hiring process employees become more satisfied with their work because they are able to develop and move up in their career path.
Putting faith in current employees to help build the company from the ground level to top level, put trust in employees and thus employees trust Lincoln more and want to stay with the company longer. E. The roles and responsibilities of line managers, HER professionals, and other employees in each company. Each company has their own unique way of selecting the perfect job applicants to fill the needs of the company, and each company has proven to be successful in the selection process. But without the help Jessica Hammond of HER professionals, line managers, and other employees the companies may not have had such smooth sailing.
Southwest Airlines makes sure to include every level of employees to help choose new employees through their selection process. The HER professionals, or the “People Department”, work to set up and organize the different interviews and where they will be held, the HER professionals also distinguish what qualities are important to the company culture for job applicants to be able to fit in. Line managers and employees are also involved, they are able to interact and speak with job applicants. By Southwest involving line managers and employees in the selection process, it shows how important the company culture is to the company.
Having the line managers and employees involves also allows them to help select future employees that they will have to interact with on a daily basis. Lincoln Electric also involves HER professionals, line managers, and employees in the selection process. The HER professionals post the job openings on an internal job board and set up the interviews that will be conducted to find the right applicant. Line managers are involved in the selection process through interviews, and they ultimately have the final decision in who is hired to work in their department.
Employee involvement is probably the most important part of the selection process. Employees are important because if they are not actively involved in applying for the open positions Lincoln Electric would not be able to fill the open job positions. Having the employees involved with filling the job positions is crucial to peeping the company on task and not having a lot of turnover. Chapter 8 – Training and Developing a Competitive Workforce A. For which company is training and development more important? In the case of Lincoln Electric and Southwest Airlines there is one company who puts more emphasis on training than the other.
Southwest deeply involves new employees into the training process much more than Lincoln Electric. In the production area of Lincoln Electric the employees are given on-the-job training that is over a short time period, and they are then expected to perform their duties Jessica Hammond correctly. When it comes to sales jobs they receive on-the-job training at a plant, then they go to a regional sales office and receive more training while they are working. Lincoln Electric does not provide or pay for outside training, unless there is a specific need for the outside training.
Even though Lincoln Electric does not spend a great deal of time with training, Southwest does. Southwest places a large emphasis on employees fitting in to their work culture so the company provides ample training in all aspects the employees will be involved in. There are seven different areas that new employees are rained in when entering the Southwest team. The areas include: Freedom LUVS-and You, Leadership 101, Leadership Southwest Style, Next Level Leadership, power Speak, Successful performance Appraisals, and Every Customer Matters.
Unlike Lincoln, Southwest encourages employees to take full advantage of outside training whenever they can. Not only does Southwest train employees in their own respective fields, but they also train employees on the jobs of other employees who they will be working closely with. This type of training helps employees understand and better relate to those who they will be working with on a regular basis. Southwest provides an enormous amount of training for new employees, but they also continue development and training for existing employees as well.
Once a year all employees are required to attend training programs that help reiterate the shared values throughout the company. B. Describe how the training and development activities in both companies are related to other HER activities. The training and development activities at Lincoln Electric also relate to other Human Resource activities that are involved within the company. The main human resource policy that fits well with the training and development of Lincoln Electric employees are the work assignments. The management teams at Lincoln Electric have the power to change or transfer the work assignments of current employees.
In order to keep up with the changing of work assignments the training process cannot be Jessica Hammond lengthy. The training that employees receive is on-the-job, so if a work assignment changes they are able to be taught quickly on what their new responsibilities will be. In a company like Lincoln Electric the needs of consumers may change and having the ability to move workers assignments and provide sufficient on the job training helps the company keep up with the hanging external factors the company faces. The training and development activities at Southwest Airlines are in direct correlation with their hiring and selection process.
Southwest works particularly hard to find employees who exhibit the right attitude, who will fit in, and demonstrate the qualities that are important to the company culture. Since the time IS spent to find the best employees to fit in, the company wants to invest into training them properly to become part Of the Southwest team. The training Southwest provides its new employees is an extension of their selection process. Southwest does not hire employees just to fill positions accordingly the company wants to invest in the new hires to expand their abilities and qualities.
Not only does Southwest want to connect the selection process to training and development for new employees, but training continues for existing employees too. Existing employees are encouraged to do outside training to improve their skills and knowledge. The company also requires a yearly training session to make sure that everyone is still operating with the same shared values throughout the company. The values in the training are the same values that he employees shared with Southwest Airlines from the time of their selection. Chapter 9 -? Conducting Performance Management A.
Compare Lincoln Electric and Southwest Airlines with respect to the major purposes Of performance measurement and feedback. Which organization seems to be more concerned with traits? With behavior? With results? What uses does performance measurement serve in these two companies? Jessica Performance measurements and feedback are vital to the success and knowledge of Lincoln Electric and Southwest Airlines. Each company uses performance measurement tools to help gage the employees’ performance ND where there is room for improvement.
The performance measurement Lincoln Electric uses is based on a great deal of results and how the employees are performing their jobs and designated tasks. Employees and managers are evaluated on different terms. Employees are evaluated twice a year, and their performance principles include: quality, dependability, ideas and cooperation, and output. Managers are evaluated on six different competencies: leadership/ownership, decision making and judgment, results orientation, teamwork/commitment, quality and customer focus, and creativity/innovation.
When it comes to feedback managers at Lincoln Electric issues the performance scores with employees and if necessary will provide recommendations. Once a year the company provides feedback based on performance and will also assist in performance improvement and development. Southwest Airlines focuses on results, but their main concern for employees is based on their traits and behavior. Southwest strives to have excellent customer service, as a result employees performance is measured on how well they are performing their jobs and handling the customer service aspect.
The performance measures used help with building team cooperation instead of enticing competition between different departments. When managers evaluate employees, especially regarding customer service, they have to provide documentation of the events and how the employee performed. The manager cannot just give an outstanding score without regarding actual events that took place. Southwest Airlines contributes feedback to what they call “loving feedback”. “It celebrates successes, it lets people know how they’re doing, but it’s also honest”Jackson, Schuler, and Werner, 2012).
The feedback system for Southwest has two different objectives; first is the metrics level and second is the conversation, people to people level. Jessica Hammond The performance measurements used for both companies reflect the performance of employees and management. However, Lincoln Electric focuses more on the results that employees receive from their evaluations. Lincoln Electric does use the performance measurements to influence, whether it is an increase or reduction, in merit pay and the decisions of bonuses for employees.
Not only do the results of the performance measurement affect if an employee receives merit pay or a bonus, the company uses the evaluations to fix warranty claim problems. In the case of a warrant claim the manager can trace the claim to the exact employee error dad. When this happens the employee?s performance score may be reduced, or the worker may be required to repay the cost of servicing the warranty claim by working without pay (Jackson, Schuler, and Werner, 2012). Southwest Airlines truly uses their performance measurement and feedback system to focus on the traits and behaviors of the employees.
They want to show employees they value their work, and give them feedback that helps. Due to how concerned Southwest is to give employees a meaningful experience, employees would rather hear negative feedback and performance ratings than hearing nothing at all. At least by hearing the negative feedback they have something to work towards and improve on to make themselves better. B. For Lincoln Electric, how well do the performance criteria fit the company’s strategic objectives? Identify any potential sources of deficiency and contamination in the company’s performance measures.
For the most part Lincoln Electric fulfills two out of the four HER Objectives that the company has deemed to be important. Those two are: to maintain and expand the Lincoln Incentive Management Philosophy and To maintain an affirmative action program, and provide employees with opportunities for advancement commensurate with their abilities and performance regardless of race, religion, national origin, sex, age, or disability (Jackson, Schuler, and Werner, 2012). There are two other objectives that I do not believe Lincoln Electric is taking enough advantage of when using their performance criteria.
The Jessica Hammond two objectives include: recognizing people as the company’s most valuable asset and promoting the training, education, and development to broaden the employee skills. Lincoln Electric only provides on-the-job training and they do not pay for or encourage outside training, unless the need is absolutely accessory. Not only do they only offer on-the-job training, when performance results are released twice a year, the employees only receive coaching and performance improvement development once a year.
Lincoln Electric should at least offer the coach and performance improvement directly after each performance evaluation and feedback term. By not investing in the training and education of employees they are not fulfilling that particular objective. Also, when an employee’s performance is bad, management punishes the employee instead of taking the time to find out what went wrong in the aging of an item. There might have been something the employee didn’t understand.
Not taking the time to discuss and figure the source of the issues doesn’t show that Lincoln sees people as the company’s most valuable asset. Especially, when a mistake happens, their performance score is reduced and they have to fix the problem without receiving pay.
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