ATENEO DE DAVAO UNVIERSITY

School of Business and

Governance Graduate School
Program

FOUNDATIONS IN HUMAN RESOURCE MANAGEMENT

Final
Examination
May 2024

NAME: Sheena Mae F. Pagaran

I ESSAY (40%). Please provide an in-depth explanation for each item. Cite specific examples
to strengthen your discussion. You may include assumptions that you think are necessary to
support your discussion.

1. XYZ Corporation

Ans: As the HR Manager of XYZ Corporation, I will address the challenges of inconsistent
employee performance and low motivation by strengthening our performance
management system. Instead of relying on annual performance appraisals, we will use a
continuous feedback model, incorporating regular check-ins and reviews. Managers will
be trained to implement regular team meetings, set clear and measurable goals that
align with organizational objectives, and ensure these goals are revisited and adjusted
regularly. To enhance motivation, we will establish a vigorous recognition program to
reward contributions and encourage peer-to-peer appreciation. There will also be
training programs for managers to ensure they can effectively lead and support their
teams. Key performance indicators will be used to develop strategies and HR tools will
be employed to successfully implement the appraisal process. This comprehensive
approach aims to create a supportive work environment that will enhance employee
performance, motivation, and satisfaction, driving sustained organizational growth and
success.

2. ABC Company

Ans: As the HR Manager at ABC Company, it is my duty to oversee all aspects of the
human resources practices and processes and included in that is to bridge the gap
between current skill levels and future requirements. To address the issue, creating a
comprehensive training and development program is necessary to meet the demand set
by the organization. To start, I will be conducting a skills gap analysis to assess current
 capabilities and identify specific areas needing improvement. This step will involve
department heads and team leaders to ensure a thorough understanding of future
needs. Based on this analysis, I would define training objectives aligned with the
company's strategic goals and customer expectations, setting clear, measurable
outcomes. To cultivate a culture of continuous learning, I would offer ongoing
development opportunities, such as access to online courses, professional certifications,
and industry conferences, all backed by an internal knowledge-sharing platform. I would
use regular feedback mechanisms and performance metrics to monitor and assess the
effectiveness of the training, enabling ongoing improvements. Moreover, I would
develop clear career pathways and establish mentorship programs to foster professional
growth, ensuring senior management actively supports and engages in the training
initiatives. By leveraging technology, I would implement a Learning Management System
(LMS) to oversee and track training activities and incorporate emerging technologies to
keep the programs current. These measures will strengthen workforce capabilities,
equip employees for future challenges, and help maintain ABC Company's competitive
edge in the financial services sector.

II CASE (60%)

I. Background of the Problem

Two years ago, the State Department of Economic Development created the Business
Services Group to assist out-of-state businesses in relocating and becoming operational
quickly. The group, including a manager, five specialists, and clerical support, successfully
helped over 35 businesses. Charles Thompson, initially a specialist, became manager after the
previous manager's sudden departure and later returned to lead the group with experienced
colleagues. Despite their success, Audrey Downs, Charles's new boss, saw room for
improvement and introduced a Service Quality Management Program. Charles raised service
quotas by 20% and threatened disciplinary action for non-compliance, causing a drop in
morale and tension among the specialists. When Suzy Harris missed her quota and received a
reprimand, she filed a grievance, John Willis requested a transfer, and Barbara Garrett was
rumored to follow. With service quality declining, Charles realized the need to address the
growing discontent and operational issues.

II. Statement of the Problem

How can improvement programs be implemented in a way that avoids causing resentment
 and creating a toxic work environment?

III. Case Objectives

1. Develop strategies for implementing improvement programs
2. Enhance communication and leadership approaches
3. Establish methods to mitigate and resolve workplace conflicts

IV. Areas for Consideration

Employee Engagement and Feedback Mechanisms

Evaluate how to effectively involve employees in the planning and implementation of

improvement programs. Consider establishing regular feedback mechanisms, such as surveys
or focus groups, to ensure that employees feel heard and valued, and to identify potential
issues before they escalate.

Leadership and Management Training

Assess the need for leadership and management training for Charles and other supervisors to
enhance their skills in motivating teams, managing change, and handling conflicts. Training
should focus on building emotional intelligence, effective communication, and conflict
resolution skills.

Workload and Performance Metrics

Review the current workload and performance metrics to ensure they are realistic and
achievable. Consider the potential impact of increased quotas on employee stress levels and
job satisfaction, and explore alternative ways to measure and improve performance without
relying solely on punitive measures.
V. Alternative Courses of Actions

Alternative Course of Action 1: Collaborative Improvement Program

Establish weekly feedback meetings where specialists can voice their concerns and
suggestions.
Pros:
1. Employees are directly involved in decision-making, leading to higher engagement and
commitment.
2. Regular feedback sessions and focus groups improve transparency and trust between
management and staff.
Cons:
1. Frequent meetings and focus groups can be time-consuming, potentially impacting daily
operations.
2. Some employees might resist the change or be skeptical of the new participatory
approach.

Alternative Course of Action 2: Incremental Implementation of Improvement Programs

Implement a gradual increase in quotas, starting with a 10% rise, and reassess after three
months based on feedback and performance data.
Pros:
1. Phased implementation allows employees to adjust gradually, reducing resistance to
change.
2. Allows for adjustments based on ongoing feedback, making the program more flexible
and responsive.
Cons:
1. Incremental changes may slow down the overall improvement process.

Alternative Course of Action 3: Comprehensive Support and Development Program

Involve employees directly in decision-making processes related to service improvements and
quota setting through participative management practices.
Pros:
1. Direct involvement in decision-making and continuous support boosts morale and
reduces turnover.
Cons:
1. Implementing comprehensive training and support programs requires substantial
investment in time, money, and effort.

VI. Recommendation
I strongly recommend incremental implementation and comprehensive support to address
employee engagement, leadership development, and performance evaluation effectively.
Weekly feedback meetings will foster transparency and trust, allowing specialists to voice
concerns and participate in decision-making, enhancing engagement and commitment.
Incremental training workshops and one-on-one coaching for leadership will focus on conflict
resolution and emotional intelligence, ensuring gradual skill development and continuous
improvement. A gradual increase in quotas, starting with a 10% rise and reassessed based on
feedback, will help manage stress and resistance, while a holistic performance evaluation
system incorporating peer reviews and customer feedback will provide a fairer, more balanced
assessment. This approach is selected because it balances immediate improvements with
sustainable, long-term development, minimizing the potential for resistance and operational
disruption. The first alternative, though it promotes engagement, was not chosen due to its
potential time-consuming nature and the risk of overwhelming employees with frequent
meetings.

VII. Implementation

Phase 1: Preparation and Communication

1. Leadership Alignment Meeting (Week 1):

Gather all leadership stakeholders to discuss the combined recommendation and gain
alignment on objectives and implementation strategy.

2. Communication Plan Development (Week 1-2):

Develop a detailed communication plan outlining the purpose, benefits, and timeline
of the implementation. Ensure clear and consistent messaging across all levels of the
organization.
Phase 2: Training and Development

1. Training Needs Assessment (Week 2-3): Conduct a thorough assessment of leadership

and employee training needs to tailor workshops and coaching sessions accordingly.

2. Leadership Training Workshops (Week 4-8):

Roll out incremental leadership training workshops focusing on conflict resolution,

emotional intelligence, and motivational techniques. Schedule sessions with
experienced trainers and allocate resources accordingly.

3. One-on-One Coaching Sessions (Week 9-12):

Arrange personalized coaching sessions for Charles and other supervisors to address
specific leadership challenges and enhance management skills. Assign experienced
coaches to provide individualized support.

Phase 3: Feedback Mechanisms and Performance Evaluation

1. Feedback Mechanism Implementation (Week 4-6):

Establish weekly feedback meetings for specialists to voice concerns and suggestions.
Develop a structured format for these meetings and communicate expectations to all
team members.

2. Gradual Quota Increase (Week 7-10):

Implement a gradual increase in quotas, starting with a 10% rise. Monitor performance
closely and gather feedback from specialists to reassess quotas after three months.

3. Holistic Performance Evaluation System (Week 11-12): Develop and roll out a holistic
performance evaluation system that includes peer reviews, self-assessments, and
customer feedback. Train managers on how to conduct fair and comprehensive
evaluations.

Phase 4: Continuous Improvement and Evaluation

1. Continuous Feedback and Adjustment (Ongoing):

Maintain regular communication channels for ongoing feedback and adjustment.

Monitor the effectiveness of the implemented strategies and make necessary
modifications based on feedback and performance data.
2. Leadership Review Meetings (Quarterly):

Schedule quarterly leadership review meetings to evaluate the progress of the

implementation plan, identify areas for improvement, and make strategic adjustments
as needed.

3. Employee Engagement Surveys (Bi-Annually):

Conduct bi-annual employee engagement surveys to measure the impact of the

implemented changes on morale, commitment, and job satisfaction. Use survey results
to inform future initiatives and maintain a positive work environment.