HRM Assignment 2

Human Resource Management
Assignment # 2
Submitted To
Mr. Abdul Aleem

Submitted By
MUHAMMAD IBRAR
ROLL # 18101002-024
6th Semester (Section - C)
Session 2018-22
Department of Computer Science

University of Sialkot
Case study # 1
The idea of having to go through a checklist in your job may sound a little demeaning. Isn’t that
what fast food restaurants use to train low-skilled employees what to do, step by step? That may
be quite true, but it’s also what pilots use to be sure the complicated systems of jumbo jets are all
in order before flying you to your destination. That type of thinking is why Dr. Peter Pronovost
of Johns Hopkins University School of Medicine ran into opposition when he proposed a five-
step checklist that would not only save money, but save lives.
In the United States, hospital-acquired infections affect 1 in 10 patients, killing 90,000 of them
and costing as much as $11 billion each year.66 Many of those infections are acquired when an
IV line delivering medication becomes infected. Dr. Pronovost’s checklist is simple and
straightforward, including steps such as: Doctors must wash their hands before inserting an IV,
and the patient’s skin must be cleaned with antiseptic at the point of the insertion. When
Michigan hospitals put the checklist into practice, they not only saved over $175 million in
eighteen months because they didn’t have to treat infections, but they saved nearly 1,500 lives!
Such impressive evidence would seem to convert even the toughest critic of checklists, but the
hospitals found the same truth that many trainers face: employees don’t always comply with
rules that are for their own good or for the good of others. They need to be convinced. It turns
out that doctors are just as stubborn as production employees who refuse to wear safety goggles
or a hard hat.
Dr. Pronovost found that doctors don’t like being told what to do. They especially resented being
reminded of the checklist by the nurses who were put in charge of managing the checklists. The
organizational culture of the hospitals, including the roles of doctors and nurses, got in the way
of patient safety. Dr. Pronovost learned to overcome the resistance by bringing both doctors and
nurses together in training and appealing to their common concern for patient health. He asked,
“Would you ever intentionally allow a patient’s health to be harmed in your presence?” They’d
say “Of course not.” Then he would hit them with “Then how can you see someone not washing
their hands and let them get away with it?”67 Saving lives, saving money. It’s all in the training.
Questions:
1. How can HR professionals overcome resistance to training?
Answer:
Firstly, HR should make a new information as increase in knowledge. Hr should prove the advantages of
implementation of new techniques. If the doctors recognize the advantages of training over
disadvantages, then they will easily ace pt it
2. What method should hospitals use to evaluate IV checklist training?
Answer:
Hospitals should evaluate the checklist training by highlighting the advantages of it. Doctors and other
employees should know the benefits if they implement these techniques. The hospital’s Hr department
should ensure that five step iv checklist is simple, credible and feasible.
3. Develop a checklist that would make a process more efficient or safe for your employer
or college.
Answer:
 Wash your hands regularly for 20 seconds

 Wear a mask
 Avoid close contacts with another person
 Use hand sanitizer when you feel your hands are dirty
4. What is the best way to train an employee to use your checklist? How would you
evaluate your training?
Answer:
The best way to train an employee to use your checklist is through learning management. In this
approach, employees will be educated through blended training, which not only increase employee
engagement but also goal setting as well as succession planning. The training is competency based and
occupation-related. Thus, it will provide employees with a unique blend of skills that are related to their
occupation and work experience.
Case study # 2
Ann Fudge has built her career by breaking through the barriers that have frustrated women and
minorities in gaining access to the top levels of management. Not only did she break the “glass
ceiling” to work her way to head of a division at Kraft Foods, but as a woman of color, has
headed one of the nation’s largest advertising and communication companies. After graduating
from Simmons College with a bachelor’s degree in management and earning an MBA from
Harvard, Ann Fudge embarked on a career with General Foods (which later became part of Kraft
Foods) as a marketing assistant. Her early career efforts were met with tremendous success. Her
performance excelled, propelled by a knack for developing successful marketing campaigns. As
a brand manager, she was credited with rekindling the excitement behind Kool-Aid, Log Cabin
Syrup, and Stove Top Stuffing. She did this while controlling costs and increasing product
quality. For her efforts, senior managers at Kraft rewarded her with a promotion to head of the
Beverages, Desserts and Post division of the company. This division had annual revenues in
excess of $5 billion and accounted for more than 15 percent of the entire company’s revenues.
After just a year into the job, Fudge stunned everyone. She announced that she was quitting. She
was leaving her job—not to focus completely on raising her children or for a bigger challenge in
another organization. Rather, she was quitting so she could spend time on herself. After more
than twenty years of working incessantly and infrequently seeing her family, she had had
enough. Fudge wanted to go cycling, enjoy her house, and sit on her front deck and read a book.
She wanted to meditate, and to have a “normal” life of eating a home-cooked dinner with her
husband. For two years she did just that. After her self-imposed sabbatical, she decided to return
to the world of work.
In late 2003, Fudge was lured back to corporate America with an opportunity to take the helm of
the advertising and communication company Young and Rubicam. A company with revenues of
about 40 percent of her previous job, she was taking over an organization that was having serious
problems. The past several years, under its previous leadership, the company was neglected.
Executive greed was rampant. But more important, the organization was losing customers—so
many that it had lost nearly two-thirds of its revenues. Fudge said she was excited by the
challenge of turning around Y&R. She wanted to make a difference and build a company that
worked with independent businesses in an effort to identify problems and implement workable
solutions. Fudge left Young and Rubicam in late 2006 to increase her commitment to community
involvement and become more involved in the nonprofit sector. Her current involvement
includes the board of the Rockefeller Foundation and the Council on Foreign Relations.
Questions:
1. Describe what has happened in this case to Ann Fudge in terms of career stages.
Answer:
Ann Fudge reached the mid-career stage of his professional life and was assessing
his options –“What do I really want to do?” Eric decided to make a change so he could work
less and have more family time.
2. Do you believe that Fudge suffered a mid-life career crisis? Defend your position.
Answer:
No. Ann Fudge achieved professional success. She assessed the current state of her life and
decided she wanted more time for her herself and more of a “normal” life. She then proceeded
to make changes that would let her achieve her revised goals.
3. What can organizations do to prevent talent like Ann Fudge from leaving their
organizations? Explain
Answer:
Companies can provide opportunities that allow employees an option to remain productive
members of the company but in less demanding positions. The employees get their lives in
balance and the company retains talented and experienced employees. It’s a win-win situation. In
some cases, employers give valued, long-term employees paid, or unpaid, sabbaticals after
which they can return to the job.

HRM Assignment 2

Uploaded by

Copyright:

Available Formats

HRM Assignment 2

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

HRM Assignment 2

Uploaded by

Copyright:

Available Formats

Human Resource Management

Mr. Abdul Aleem

Department of Computer Science

1. How can HR professionals overcome resistance to training?

2. What method should hospitals use to evaluate IV checklist training?

 Wash your hands regularly for 20 seconds

You might also like