Module 4 - Case
TOTAL REWARDS; EMPLOYEE & LABOR RELATIONS;
GLOBAL HR
Assignment Overview
Read The King Company Background and Total Rewards to
review information on the Company. This can be found
bottom of Module.
Case Assignment
Address the following in an essay format which includes an
introduction and conclusion (not a Q & A format):
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Companies often have several policies on time away from
work. What are some examples of time away from work
policies found in private-sector organizations today? Provide
employer names from your research.
Click on the video below to learn about “unlimited vacation”
jobs where employees could go to work whenever they feel like
it.
(
Work vs. vacation: from unlimited time to no time off - YouTube
https://www.youtube.com/watch?v=RV4hPjmZVyA
CBS This Morning, 2015)
•
As you see in the video above, some employers have an
"unlimited" vacation policy. Others have an "Employee TimeOff Policy" that allows employees a set number of paid days off
regardless of the reason (instead of individual absenteeism,
sick days, vacation, short-term leave, long-term leave, FMLA,
and other policies). Would it be better for the King Company to
have an Employee Time-Off Policy, something similar to the
unlimited vacation policy discussed in the video above, or
something else? Why? Support your response with research.
Utilize information from at least two Trident Online Library
sources to help strengthen and validate your discussion.
Paper length: 3-4 pages (not counting the cover and
reference pages).
Provide private-sector employer examples of HRM
programs, systems, processes, and/or procedures as you
address the assignment requirements. Provide names of the
employers. Use different employer examples in this course
than what have been used previously in your other papers
and courses.
Bring in related court case decisions to help augment your
discussion, if applicable.
Make reasonable, cost-effective assumptions in your paper.
It is not an option, however, for you to hire additional help
(temporary or otherwise). State your assumptions in the
beginning of your discussion.
Assignment Expectations
Your paper will be evaluated using the criteria as stated in
the Case rubric. The following is a review of the rubric
criteria:
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•
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•
Assignment-Driven: Does the paper fully address all aspects
of the assignment? Is the assignment addressed accurately
and precisely using sound logic? Does the paper meet
minimum length requirements?
Critical Thinking: Does the paper demonstrate graduate-level
analysis, in which information derived from multiple sources,
expert opinions, and assumptions has been critically evaluated
and synthesized in the formulation of a logical set of
conclusions? Does the paper address the topic with sufficient
depth of discussion and analysis?
Business Writing: Is the essay logical, well organized and
well written? Are the grammar, spelling, and vocabulary
appropriate for graduate-level work? Are section headings
included? Are paraphrasing and synthesis of concepts the
primary means of responding, or is justification/support instead
conveyed through excessive use of direct quotations?
Effective Use of Information: Does the submission
demonstrate that the student has read, understood, and can
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•
apply the background materials for the module? If required,
has the student demonstrated effective research, as evidenced
by student’s use of relevant and quality sources? Do additional
sources used provide strong support for conclusions drawn,
and do they help in shaping the overall paper?
Citing Sources: Does the student demonstrate understanding
of APA Style of referencing, by inclusion of proper citations (for
paraphrased text and direct quotations) as appropriate? Have
all sources (e.g., references used from the Background page,
the assignment readings, and outside research) been included,
and are these properly cited? Have all sources cited in the
paper been included on the References page?
Timeliness: Has the assignment been submitted to TLC
(Trident’s learning management system) on or before the
module’s due date?
Module 4 - Case
THE KING COMPANY BACKGROUND
The King Company experiences many of the difficulties common in today’s business climate. In
response to declining sales, the company must transform itself from a strategy of expansion and
high profit to one of cost containment and staff reductions.
The case discusses the organization and provides details of the human resource department.
Also presented are e-mails from various staff members. The e-mails identify specific problems
that need to be addressed by the HR department and provides a look at King’s overall culture.
You may find the tone of some e-mails to be unprofessional. This is a good lesson for us all--As
much as we enjoy informality in the workplace, all documents and correspondence— including emails—can be retained and are discoverable in litigation. Managers must be cautious in their
writing because inappropriate language may be impossible to defend in court.
Employees In the Case:
Amera, Argonta---Accounting employee
Andreas, Gary---employee on workers’ comp
Call, Jake---Compensation & Benefits Manager
Dean, Don---C.E.O.
Dugas, Karla---Benefits Coordinator
Folkner, Meg---Supervisor, CAD Design
Grant, Alan---Current HR Director
Honduras, Margo---Previous HR Director
Jones, Lyle---Production Employee
Madison, Charles---Senior V.P.
Petersen, Matt---Production Supervisor, Team 3
Planky, Burt---fishing buddy
Putt, Tonia---CAD Designer
Rey, Dave---Production Foreman
Sanders, Tomas---Design Manager
Scholl, Karmen---HRD Manager
Simms, Bertie---Designer
Smith, Mike---V.P.
Songun, Amy---Accounting Supervisor
Stone, Guy---Production Supervisor
Tu, Kevin---Staffing Manager
Varn, Juan---Safety & Security Manager
Warner, Salty---union promoter
White, Shaun---Employee Relations Manager
COMPANY BACKGROUND:
The King Company is a small manufacturing company located in a
mid-sized city in the upper Midwest. King manufactures highquality specialty components for the computer industry. The
company was founded in 1994 by current CEO, Don Dean. Dean
was a talented young engineer in Silicon Valley. When the
industry hit the skids in the early 1990s, he found himself out the
door with little more than an entrepreneurial spirit and a small
severance. Dean left California, moved back to his home state and
used his severance to finance The King Company, starting the
company in small rented quarters in a nearly vacant strip mall. He
brought in Cliff Madison early on as chief financial officer. Dean
was smart enough to know that he had no head for figures, but
Madison did. Madison was an old college buddy, a super
accounting wiz, and somebody Dean could trust to squeeze as
much mileage as possible out of his severance money. It was a good
match. Madison managed the business, and Dean was the idea
man and designer of the specialty components, patents of which
were the backbone of King’s success. Today, the low-rent strip
mall is a part of company history, and King employs 835 full-time
workers in its own contemporary facility built in 2002.
So far, King has not been significantly affected by the latest
downturn in the industry. Its market niche continues to be highquality, specialized equipment. The company is proud that its
products continue to be made in the United States and also proud
of its ISO quality certification granted by the International
Organization for Standardization. Dean believes this is what has
kept his company in business while others in the industry shipped
jobs offshore or went by the wayside.
King sells its own products and has a small customer base scattered
throughout the United States and Asia, but this generates only a
small percentage of King’s revenue. Eighty-three percent of King’s
sales come from building original specialty components for one
manufacturer. This has been a steady income source for King, but
heavy reliance on one customer is a significant source of worry for
King’s management team, especially because sales of finished
products are down for this customer and cutbacks are expected. If
the rumor proves true, King will not escape unscathed.
Consequently, the push is on for belt-tightening in the
organization.
King instituted a hiring freeze, and marketing and sales budgets
were directed to increasing the company customer base.
Canadian and European markets are being explored, and while
there is some interest, there are no solid contracts. King
employees are understandably jittery.
Though King remains non-union, three years ago the
organization went through a difficult period of employee unrest.
There were complaints of poor management, inconsistently
enforced policies and unfair practices regarding job changes and
movement of employees within the organization. Because of the
company’s standing as a respected employer in the community, it
was a significant public relations black eye when an anonymous
employee wrote a scathing letter to the editor of the local paper.
This brought in union organizers who distributed leaflets and
circulated authorization cards. To address employee concerns, The
King Company responded with management training and
reorganization of lower-level supervisory positions. A
companywide “Talk-to-the-Boss” program was implemented,
allowing employees to bring issues to any level of management
without fear of reprisal. It seemed to help. The authorization
cards failed to generate enough interest for an election, and things
settled down. Unrest, though, never goes away entirely.
Employees became cynical about “Talk-to-the-Boss,” and “the
union buzzards,” as Dean calls them, never completely went
away.
Things have certainly changed for King from the old days of the
store-front location and a handful of employees. Dean remains
the CEO, but he no longer manages the day-to-day operations,
spending time instead at his family’s summer retreat on the Maine
coast or in the Caribbean during the winter months. Decisionmaking is primarily in the hands of Madison, who is now the
organization’s senior vice president, and a second vice president,
Mike Smith. Smith came to King eight years ago with an MBA/ HR
concentration from TUI and a successful military career.
With a history that has known only growth and strong revenue, it
will be a major culture change for King to respond to the eroding
economy and a possible decline in sales. In addition to the hiring
freeze, Madison directed managers to cut waste and improve
productivity across the board. Employees were reminded that every
department would be affected and that nothing was sacred.
The Human Resources Department
Margo Honduras was HR director at King for eight years before her
departure in 2007. The official word was that she had taken early
retirement to spend more time with her family, but what everyone
really believed was that Smith finally got fed up and gave her the
boot. Of course, there was the official retirement party where
everyone said how much they would miss her, but really, most
employees in the department raised a toast to her departure and
gave a collective sigh of relief. Her management style—when she
managed at all—was divisive. She had her favorites, especially Karla
Dugas, King’s benefits coordinator, for whom no perks were ever too
many. Consequently, the compensation and benefits staff fared well
under Honduras because it was Dugas’s area. Other employees in
the HR department found Honduras to be unfair and abrasive even
on the best of days.
With approval from Madison and Smith, Honduras and
compensation manager, Jake Call, had established a merit bonus
plan early in Honduras’s tenure at King. Though Honduras
continued to champion the bonus plan as a success in accomplishing
objectives and controlling costs, it has been a bone of contention
across the organization, particularly in the HR department. The
bonus plan required everyone to have annual performance goals.
Honduras allowed Call’s compensation and benefits staff to set their
own goals, but for everyone else in the department, Honduras alone
set the goals with no input from those expected to carry out the
activities.
The result was hard feelings and perceived inequity that continues today.
There is grumbling that even with Honduras’s departure, things never
changed. Dugas still offloads most of her work on others and is never
dependable for project completion, yet she and her staff members receive
top-tier bonuses year after year. Even Call seems to look the other way.
Other HR department employees feel their work is not supported by
management and that there is little feedback on progress toward goals.
For them, bonuses, if paid at all, are based on unknowns controlled
arbitrarily by Call. As a result, the HR department is rife with animosity
and there is little cooperation across functional areas. Certainly things
couldn’t get worse.
When Honduras retired, Smith promoted Alan Grant, manager of safety
and security, into the director’s position, even though he had only been
with King for a year before his promotion. Though Grant had reported
directly to Honduras, his good track record at safety and security kept
him below the radar of many of the problems in the HR department. As
manager of safety and security, he focused primarily on increasing
wellness activities. Establishing an active wellness team across the
organization, he became the most visible member of the HR department,
and with his positive upbeat attitude, many employees thought of him as
the organization’s “cheerleader.” Best of all, his management style was the
polar opposite of Honduras’s. Where she micromanaged and criticized,
Grant believed in encouragement and responsibility. Smith thought Grant
would bring a breath of fresh air to the HR department, and he gave
Grant free reign to make the changes necessary to turn the department
around.
When Grant moved into Honduras’s old office, he set a big jar of candy on the
desk and invited everyone to stop by and chat with him whenever they
wanted. Of course, Dugas was first in the door.
The King Company, Inc.
CEO
Don Dean
Vice Pres.
Sr. Vice Pres.
Mike Smith
Operations
Cliff Madison
Human Resources
Finance
Sales and
Marketing
Safety and
Security
Employee
Relations
Alan Grant
Human Resource
Development
Compensation
and Benefits
Staffing
HR Director: Alan Grant
HRD Manager: Karmen Scholl
Compensation and Benefits Manager: Jake Call
Benefits Coordinator: Karla Dugas
Staffing Manager: Kevin Tu
Safety and Security Manager: Juan
Varn
Employee Relations Manager: Shaun
White
Current Situation
Three months ago, Alan Grant, director of HR, resigned
unexpectedly because of a family emergency. Despite the hiring
freeze, a quick but thorough selection process was conducted, and
you were hired as the new director of human resources. You’ve
come to King with an HR degree from a respected university and
with several years of experience as an HR generalist in a large
organization. This is an outstanding career opportunity for you. You
will be a member of the management team, and this is a chance for
you to make a real difference in the organization. Congratulations
on your new position and welcome to The King Company.
It’s your first day on the job. You hang your diploma on the wall,
arrange a few personal mementos on your desk and settle into
Grant’s old chair. You notice his in-basket is overflowing. You reach
for the top file, open the bulging folder and start to read the stack of
e-mails Grant printed out before he left. You notice that the emails
are numbered, with the oldest one first.
Email 1:
To: Mike Smith, Vice President
Alan Grant, Director, HR
From: Charles Madison, Senior V. P.
It has come to my attention that our sales numbers were misrepresented for the last two quarters. A
number of unconfirmed sales anticipated for January were pre-booked into our accounting system
between September and December of last year. These sales were entered without signed purchase
orders or confirmed contracts. Most of them did not come to fruition, and this significantly inflated our
sales totals for the last fiscal year. As you know, pre-booking of sales without confirmation is a violation
of company policy.
First, I want an immediate accounting of all bonuses paid to the sales staff. Any bonuses paid on
fictitious orders must be returned to the company, and disciplinary action will follow for those involved.
Second, because our staffing forecast is based on sales numbers, this indicates that The King Company
has a surplus of labor. The hiring freeze may not be sufficient.
Email 2:
To: Alan Grant, Director, HR
From: Charles Madison, Senior V.P.
Alan,
I know you have already put in place a hiring freeze, but considering the news that has come out of
sales, we believe that it will not be enough. You are directed to design a comprehensive plan to reduce
labor costs across the board. You should plan for a 10% reduction in labor force by the end of this fiscal
year. We have scheduled a meeting with you in two weeks to go over your plan and finalize decisions.
Email 3:
To:
All staff
From:
Charles Madison, Senior V.P.
Like all of you, I have watched the ups and downs in our national economy, and I worry about reports of declining
sales in our industry. The business news is greeted with increasing concern each time we hear of yet another
company that moves jobs off-shore and shuts down its U.S. facilities. Throughout it all, King remains steadfast in our
policy of American-made products, and it is the quality of our workforce that has garnered our success. Each of
you is to be commended for the good work that you do.
However, we must recognize that business cannot be sustained today with policies of the past. We must be
proactive and anticipate change. Though the company remains healthy, our revenue has been flat for the last two
quarters, and sales projections indicate a downturn going into next year. This necessitates cost-saving measures
throughout our organization. Mike Smith (V.P.) and I will be meeting with all department managers to determine
specific goals and plans for the future. All departments will be involved.
With falling sales, there will be significant cuts in staffing expenses because our hiring freeze did not sufficiently reduce
labor costs. We cannot continue to build and stockpile inventory without sales. Effective immediately, all areas of the
organization must plan for a 10% reduction in costs. I know this will be a difficult time for all of you, but know that this is
for the health of the organization and not a reflection of the quality of your work. As in the past, we will work together,
and the good work that you do will sustain us during these difficult times.
Email 4:
To: Alan Grant, Director, HR
From: Jake Call, Compensation & Benefits Manager
Alan—
I am sending this on to you because I don’t know what to tell her. Do we have a policy on this?
Jake
Forwarded message:
To: Jake Call, Compensation & Benefits Manager
From: Karla Dugas, Benefits Coordinator
Hey Jake—
I just got back from vacation today, and I wish I could say I had a great time and was well-rested and ready to hit the
ground running. But, unfortunately, I was sick for 10 days of my two-week vacation. What a bummer and a lousy way to
burn up all my vacation time! Since I have unused sick time available, can I change the 10 days of vacation to 10 days of
sick leave so I can take a vacation when I’m not sick? Thanks in advance for doing the paperwork for me!
Email 5:
To: Alan Grant, Director, HR
From: Shaun White, Employee Relations Manager
Hi Alan,
Hey, sorry to bring all these problems to you when I know you have your hands full with the pending staff reduction, but
we had another issue with Guy Stone (Production Supervisor) on the production floor this week. You know he’s hot under
the collar most of the time. He gets production out of his staff, but he certainly has issues as a supervisor. I don’t think
he’s learned even one thing from all the management training Karmen’s HRD group has provided. He had a run-in with
Lyle Jones (production employee) yesterday. I guess he and Lyle really got into it—a real shouting match. In front of the
whole shop. Guy fired Lyle, marched him right over to his locker, dragged out all his personal stuff and hauled it out the
front door. Granted, Lyle’s kind of a bad apple and having him gone might be for the best, but I had a call this morning
from some junior lawyer at Ness, Terry and Smith saying he was representing Lyle in his employment lawsuit. I thought
you’d want a heads up.
Hey, look at the bright side—one less person to downsize!
Email 6:
To: Karmen Scholl, HRD Manager
From: Alan Grant, Director, HR
Karmen,
As you know, upper management is looking for areas to cut costs. In light of Shaun’s memo regarding the termination of Lyle
Jones, it looks like the supervisors aren’t getting much benefit from your management training program. I hate to be the bearer
of bad news, but Charles Madison (Senior V.P.) has management training on the chopping block. If you want to save your
training programs, you need to get a report to Charles that demonstrates a clear ROI for training expenditures. Better get to it
ASAP before your whole department disappears.
Email 7:
To: Shaun White, Employee Relations Manager
From: Dave Rey, Production Foreman
Hey Shaun, I don’t know what’s the matter with people these days. The rumor mill is crazy, and I know everybody’s nervous
about possible layoffs, but we’ve got some real problem employees down here on the production floor. Salty Warner and his
gang are stirring things up with the unions again. He’s getting quite a following, and there’s a group that meets in the cafeteria at
lunch and the talk is they are calling the union to get out here again with the authorization cards. Attitudes are terrible,
production damage is up, and production’s hitting the skids. I’m trying to put a stop to it. I changed everybody’s lunch schedule
to break up the group, and I transferred Salty to a different shift. Frankly, I’m looking forward to some good layoffs. You’d think
they’d listen up and think about what’s good for them.
Email 8:
To: Shaun White, Employee Relations Manager
From: Dave Rey, Production Foreman
Hey Shaun.
Some guy in a suit was here today, said he’s legal counsel for the union. Gave me a bunch of lip service about switching around
employee lunches. Said it was an unfair labor practice. I told him to get his fanny outta here. I’m the boss; I can make lunch
schedules any way I want, and besides, we aren’t even a union shop. Can you believe the nerve of those guys? He also said
something about your employee involvement teams, but I don’t know what he was talking about. He said he’ll be around to see
you later. I just thought I’d give you a heads up. When do we start the layoffs?
Email 9:
To: Jake Call, Compensation & Benefits Manager
Alan Grant, Director, HR
From: Karla Dugas, Benefits Coordinator
Hi Jake and Alan,
I’m forwarding this on to you. I don’t know how this happened, but it looks like we’ll have to do something about it. It must have
happened while I was on vacation. Thanks a bunch.
Karla Dugas
Forwarded message:
To: Karla Dugas, Benefits Coordinator
From: Meg Folkner, Supervisor, CAD Design
Karla-As you must be aware, Tonia Putt in CAD design went on approved family medical leave on the first of last month. Somebody in
your department messed up the paperwork and put it through as a termination instead of FMLA leave. She should have
continued to get her regular salary because King policy allows her to use sick leave and vacation pay under FMLA. Because it was
a termination, though, her salary was cut off. She has direct deposit and didn’t even know it was cut off until her checks started
bouncing. Now she has overdraft fees, she says her credit’s ruined, and her mortgage company is threatening foreclosure. She is
hopping mad, and I don’t blame her. She wants the mix-up fixed right now. She wants all the fees reimbursed, and you need to
do something about her credit score and her mortgage company. She says she’ll get an attorney if need be. It’s crazy. Why
would anybody think she was terminated? She’s my best CAD designer!
Email 10:
To: Juan Varn, Manager, Safety and Security
Cc: Alan Grant, Director, HR
From: Matt Petersen, Production Supervisor, Team 3
Hey Juan—
You know we’ve got Gary Andreas out on workers’ comp for a back injury, but the scuttlebutt is that it’s not a King Company
work injury. Burt Planky went fishing with Gary last weekend, and after a few beers, Gary tells Burt he hurt his back moving his
sister’s refrigerator. The guys on the floor think it is a big joke. Seems everybody but management knows that old ankle injury
that kept Gary off work a few years back was a motorcycle accident and not a pallet that fell in the warehouse. I suggest you cut
off his workers’ comp and put him at the top of the reduction list.
Email 11:
To: All Employees
From: Charles Madison, Senior V.P.
Mike Smith, V.P.
In light of the economic difficulties we are experiencing, the following actions will become effective immediately. In
addition to the hiring freeze already in place, compensation paid to all hourly and salaried employees will remain at the
current level until further notice. Accrual to the merit bonus system will end at the close of this quarter, and the bonus
system will be eliminated at the end of this fiscal year. All travel expenditures will be strictly scrutinized and must be
approved by Charles Madison (Senior V.P.). All equipment purchase orders will be delayed by 90 days and must then be
approved by the Senior V.P.’s office. Tuition reimbursement is discontinued, effective today.
In light of the importance of health care and retirement savings to the well-being of employees, The King Company will, for
the present time, continue its current level of employee health insurance coverage and King’s contributions to employee
retirement accounts. We are hoping these efficiencies will get us through these difficult times and sincerely appreciate
your understanding and cooperation.
Email 12:
To: Karla Dugas, Benefits Coordinator
From: Amy Songun, Accounting Supervisor
Hi Karla,
You know Argonta Amera in accounting has been taking MBA classes at the university using tuition reimbursement. She’s
already enrolled in a class for this term on a program we approved last fall. We’ve paid her tuition reimbursement in the
past and she told me yesterday she would be turning in another reimbursement form at the completion of this term, and
she expects to be paid because she was enrolled before the cancellation of the policy. Her reimbursement is $1395. I’m
assuming it’s ok.
Email 13:
To: Amy Songun, Accounting Supervisor
From: Karla Dugas, Benefits Coordinator
Re: Tuition reimbursement for Argota Amera
Sorry Amy. No can do! I checked with Charles Madison (Senior V.P.) and he said “No Way”! The reimbursement benefit has
been cancelled effective immediately.
Email 14:
To: Karla Dugas, Benefits Coordinator
From: Amy Songun, Accounting Supervisor
Karla—
I passed your message on to Argonta and she was pretty huffy about it! She said Charles had approved Tomas Sanders’
reimbursement, and he’s in the same MBA class as she. You know Tomas, he’s the manager over in Design. Argonta said you
couldn’t discriminate in benefits if one gets it, it has to be available equally to all. I don’t know where that comes from, but she
acts like she knows everything since she’s been taking those classes.
Email 15:
To: Amy Songun, Accounting Supervisor
From: Karla Dugas, Benefits Coordinator
Re: Tuition reimbursement for Argonta Amera
Wow! Now Charles is hopping mad! He said he didn’t have to reimburse anybody after the policy had been cancelled. He said
he’d pay her $500 and that’s all she’s going to get. She can take it or leave it. Besides, he said The King Company doesn’t need an
MBA at her level in the company.
Email 16:
To: Karla Dugas, Benefits Coordinator
From: Amy Songun, Accounting Supervisor
Re: Tuition reimbursement for Argonta Amera
Charles is not the only one that’s mad. You should have seen Argonta! She said if her choice was to take it or leave it, she’d leave
it. But, I don’t think we’ve heard the end of this.
Email 17:
To: Alan Grant, Director, HR
Juan Varn, Manager Safety and Security
From: Mike Smith, Vice President
Re: Wellness Activities
I’ve gotten word from Charles Madison (Senior V.P.) that the budget committee is about to ax our wellness program. I know you
both feel strongly about wellness, but it doesn’t seem appropriate in this climate to pay people for fitness activities or to stop
smoking. You know Charles’ attitude has always been that wellness is just a lot of expensive fluff anyway and not the company’s
responsibility. If you want to save the wellness program, you’ve got a hard sell. You need to convince the budget committee that
there is a real return on investment for wellness activities.
Charles is also looking at health insurance coverage for nonsmokers only. Seems the company could save on premiums if our
entire workforce was nonsmokers. He is considering giving our smokers 90 days to quit or lose their health insurance. Can we do
that here in Michigan?
Email 18:
To: Alan Grant, Director, Human Resources
From: Shaun White, Employee Relations Manager
Re: Pending Lawsuit
Hi, Alan. It looks like we’ve got a bad one here. I received a letter from the law firm representing Bertie Simms. You remember
Bertie; she’s that girl who used to work in Design. I thought she left The King Company to go back to school, but I guess not.
Looks like she’s got a chip on her shoulder. Her attorney claims she reported sexual harassment twice, and nothing was done
about it. In fact, he says that somebody in HR told her to stop complaining. I can’t imagine who would say such a thing, but looks
like we’ve got to answer for it. He also claims when our HR people ignored her, she called our HR Answers hotline, and all she got
was somebody with a strong accent she couldn’t understand and who didn’t help her at all.
I don’t expect this to amount to anything, but the attorney wants to meet with us. I suspect they’re trying to strong-arm us for a
settlement. When are you available? We should keep this off V.P. Mike Smith’s desk if possible. Agree?
In the HR’s Office:
You frown as you close the file and set it back on top of the inbasket. There is a lot of work to be done here. There may be more
to The King Company than you thought.
As director, you must help resolve the organizational issues
confronting The King Company and develop solutions for the
issues facing the HR department.
Good Luck!
Source: The King Case is adapted from SHRM 2014 education documents.
Module 4 - Case
Total Rewards
King pays at market rate and conducts a salary survey every three years to
ensure the company remains competitive. Both practices served King well
over the years, even with the growth in the number of full-time employees
and an increasingly complex compensation system. Two years ago, Call
restructured the compensation system by broadbanding 14 salary-grade
levels into a far simpler system of five levels. Call expected some
resistance because there are always people who hate change, but he hadn’t
anticipated the outcry from some employees who claimed it was nothing
but the loss of promotion levels and a manipulation of the system. He has
spent a lot of time since then educating staff on the system, and in the two
years that have passed, the outcry quieted a bit, but there are still claims of
salary compression. Call knows there are managers who have abused the
system, using the higher salary ranges to reward their favored few
regardless of performance or longevity. He concedes the new system isn’t
perfect, though it is simpler to administer. Now, however, he spends more
time worrying about results than he ever did in the past.
The merit bonus plan had been Honduras’s baby. She thought it was a
good way to link compensation to actual results, and it was a key
compensation element in the early years, when Dean wanted to encourage
innovation and creativity. It may have been effective early on, but Call
now sees it as an expensive giveaway that creates employee anxiety. He
has complained to Smith that it’s not working and ought to be scrapped.
“Whatever they get,” he says, “it’s never enough. They’re always
dissatisfied. I don’t know why we bother.”
Employee benefits are another issue. Benefits became increasingly
expensive over time, and every piece of The King Company is under
scrutiny for cost effectiveness. King offered fully paid health coverage to
all full-time employees from the outset until 2006, when double-digit
premium increases necessitated a change. Laying its cards on the table,
King conducted information sessions with employees to ensure they
understood the costs of insurance and the financial health of the
organization. Cost-cutting was a given; the question was what to cut. An
employee survey was conducted to determine what cuts would be most
acceptable to employees. The focus was to determine if employees would
accept less health coverage but continue with insurance fully paid by King
or if they preferred to pay a portion of their premium and maintain the
same benefit coverage as in the past. It was a contentious discussion before
the decision was made to maintain coverage with employees paying a part
of the premium. The employee-paid share has risen every year since, with
complaints that it is nothing but a pay cut.
Despite some grumbling, Call thinks employees do well with King’s
benefits package. King supports retirement savings by matching employee
contributions to their 401(k) accounts at 50 percent of the employee
contributions up to a maximum contribution of 5 percent of the employee’s
annual salary.
Paid time off is available as vacation time and sick leave. After one year of
full-time employment or the equivalent, employees receive 10 days of paid
vacation, and sick leave benefits accrue at the rate of 12 hours (1½ days)
per month worked. Both unused vacation time and sick leave time can be
carried over from year to year. Vacation time carryover is limited to a
maximum of 10 days while accrued sick leave can be carried over from
year to year with no ceiling.
Those are just the major benefits. There are some other nice perks as well.
Scholl lobbied hard to get Madison and Dean to agree to tuition
reimbursement for work-related college courses. Despite having few
employees using the program, Call thinks the benefit sends a positive
message to employees that King supports educational development. Some
employees work flexible schedules, and some telecommute a few days a
week if it is appropriate to the job. Varn manages the wellness activities,
and there is also an employee assistance program. Overall, Call thinks it is
a good benefits package, but he knows change is coming.
The memo from Smith said that all compensation practices are on the table
for discussion and that some significant changes would be forthcoming.
With the bonus system in place, annual base salary adjustments have been
kept low, generally at a 2 to 2.5 percent increase. Call suspects a salary
freeze is in the offing, and he braces for the repercussions of disgruntled
employees and the loss of some of King’s best employees as their skills are
lured away by higher-paying competition. He wonders if Dean and Smith
really understand how important it is to stay competitive in this industry.
Source: This King Case scenario is adapted from SHRM 2014 educational
documents.
Running head: HUMAN RESOURCE MANAGEMENT MODULE 4 CASE
Trident University International
Student Name
Total Rewards; Employees & Labor Relations; Global HR Module 4 CA
MGT509: Human Resource Management
Professors Name
Date of Submission
1
HRM MODULE 4 CASE
2
Human Resource Management Module Case
This is your 2-3 sentence introduction. No heading is required. Remember to always
indent the first line of a paragraph (use the tab key). The margins, font size, spacing, and font
type (bold or plain) are set in APA format. While you may change the names of the headings
and subheadings, do not change the font or style of font. This introduction should provide a
quick overview of the topic discussed.
Header
Please use this format for the essay different content same set up.
Conclusion
This is your 2-3 sentence conclusion. Remember this is the last thing your reader will
hear.
HRM MODULE 4 CASE
3
References
This listing should be in alphabetical order. Below are a few examples of reference list
entries. The following list needs to be removed before you submit the paper.
Journal in online library (be sure that you give the specific library database for
journal articles that you have retrieved from the library, e.g., Proquest, EBSCO – Academic
Search Complete, EBSCO – Business Source Complete, IBISWorld, etc.):
Last name, Initials. (yyyy of journal volume). Title of article. Title of Journal, volume
number,(issue number), pages. Retrieved from [insert name of library database]
Example:
Borgerson, J. L., Schroeder, J. E., Escudero Magnusson, M., & Magnusson, F. (2009).
Corporate communication, ethics, and operational identity: A case study of Benetton.
Business Ethics: A European Review, 18(3), 209-223. Retrieved from Proquest.
Book in online library:
Last name, Initials. (yyyy published). Book title. Retrieved from [insert name of library
database]
Example:
Johnson, R. A. (2009). Helping really fat dogs. Retrieved from EBSCO eBook Collection.
Newspaper in online library:
Author last name, first initial. (YYYY, MM DD). Name of article. Title of Newspaper,
pages. Retrieved from [name of library database].
Example:
Dee, J. (2007, December 23). A toy maker’s conscience. New York Times Magazine, 34-39.
Retrieved from EBSCO – Academic Source Complete.
Websites
APA end reference for a website – with author:
Author. (Year [use n.d. if not given]). Article or page title.
Larger Publication Title. Retrieved from https://urladdress
Example:
HRM MODULE 4 CASE
Shiva, V. (2006, February 12). Bioethics: A third world issue. Nativeweb. Retrieved
from https://www.nativeweb.org/pages/legal/shiva.html
APA end reference for a website – with no author:
Title of article. (Year [use n.d. if not given]). Website Title. Retrieved from
https://www.website-name/ABCDEFG-12345
Example:
Media giants. (2014). Frontline: The Merchants of Cool. Retrieved from
https://www.pbs.org/wgbh/pages/frontline/shows/cool/giants/
4
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