CHAPTER 4: PERFORMANCE APPRAISAL HRM INCIDENT 1: This Whole Thing Is A Can Of Worms!

John Case, 1 ki m sot vin k ton, r t b c mnh khi anh n g p s p c a mnh Gerald Jones. Anh ta ni: Gerand, trong thng bo ng g i ti b o r ng ti ph i c p nh t m c miu t t t c 10 cng vi c trong b ph n trong vng 2 tu n. ng r i, c chuy n g khng? Gerald h i. John gi i thch, Vi c ny r t m t th i gian,nh t l khi ti cn c nh ng vi c g p khc. N s m t c a ti t nh t l 30 ti ng ng h . Chng ta cn ph i m t t i nh ng 2 tu n lm ki m ton n i b . ng mu n ti gc l i nh ng vi c lm m y ci b ng m t kia sao? Khng i no. Chng ta khng lm miu t cng vi c trong nhi u n m r i. Chng r t c n c xem xt l i. Khi cc nhn vin bi t c vi c ny, ti s b nh n m i l i phn nn. T i sao c u l i b phn nn? Gerald h i John tr l i , y s l 1 h y su. Vi c ch ku g i s t p trung p ng ng v i m t cng vi c s lm cho m i ng i c ngh r ng l h khng ph i lm nh ng vi c m trong m t cng vi c khng c. V n u chng ti vt nh ng g m i ng i trong b ph n ti th c s ang lm nh ng vi c g, th m t s ng i s c th ng ch c, s khc l i b ging ch c, ti c l nh th . Ti khng th trnh cv n tinh th n v phn vn ngay lc ny. Gerald p, V y c u c vng 2 tu n. ngh g khng,John? Ti ni l ph i th c hi n n trong

Ti khng mu n lm 1 cht no. John ni, Nh ng khng ph i l trong giai o n ki m ton ny. ng c th d i n l i t i thng sau khng? Questions: 1. What have John and Gerald forgotten to do prior to creation of job descriptions? Why is that step important? They have forgotten to do job analysis- the systematic process of determining the skills, duties, and knowledge required for performing jobs in an organization.

Job analysis is very important for the following reasons: job analysis provides a summary of a jobs duties and responsibilities, its relationship to other jobs, the knowledge and skills required, and working conditions under which it is performed. It provides information, gathered and analyzed for more accurate job descriptions. 2. Evaluate Johns statement, Just calling attention to existence of job description will give some people the idea that they dont have to do things that arent in the descriptions. Ans: This statement shows that John lacked of knowledge of a job description. It is vitally important that job description is both relevant and accurate. It should provide as clearly as possible the concise statements of what employees are expected to do on the job and indicate what employees do, how they do it, and the conditions under which the duties are performed. In another way, in case that Johned actually knew about job description but he still said this statement. It maybe means that he (or even the company) lacked of employment ethics, they want employees to do more things beyond their responsibilities. INCIDENT 2: The Announcement Dave Johnson, HR manager for Eagle Aircraft, had just returned from a brief vacation in Cozumel, Mexico. Eagle is a Wichita, Kansas, maker of small commercial aircraft. Eagles workforce in 1998 totaled 236. Daves friend Carl Edwards, vice president for marketing, stopped by to ask Dave to lunch, as he often did. In the course of their conversation Carl asked Daves opinion on the presidents announcement concerning expansion. What announcement? was Daves response. Carl explained that there had been a special meeting of the executive council to announce a major expansion involving a new plant to be built near St. Louis, Missouri. He continued, Everyone at the meeting seemed to be completely behind the president. Joe Davis, the controller, stressed our independent financial position.

The production manager had written a complete report on the equipment we are going to need, including availability and cost information. And I have been pushing for this expansion for some time. So I was ready. I think it will be good for you too, Dave. The president said he expects employment to double in the next year. As Carl left, Rex Schearer, a production supervisor, arrived. Dave, said Rex, the production manager jumped on me Friday because Maintenance doesnt have anybody qualified to work on the new digital lathe thats being installed. Hes right, Dave replied. Maintenance sent me a requisition last week. Wed better get moving and see if we can find someone. Dave knew that it was going to be another busy Monday. D ch: Dave Johnson, qu n tr nhn s c a hng Eagle Aircraft, v a tr v t k ngh ng n h n Cozunel, Mexico. Eagle l 1 hng s n xu t my bay th ng m i nh Wichita, Kansas. N m 2001, t ng l c l ng lao ng c a hng l 236 nhn cng. B n c a Dave, Carl Edwards, ph ch t ch marketing, t t qua v m i Dave i n tr a nh m i khi. Trong su t cu c tr chuy n, Carl h i ki n Dave v thng bo c a gim c lin quan n vi c m r ng. Dave h i: Thng bo no c ? Carl ni r ng c 1 cu c h p c bi t c a h i ng qu n tr thng bo v s m r ng r t quan tr ng, l xy d ng 1 nh my m i g n St.Louis, Missouri. Anh y cn ti p t c ni r ng: M i ng i c m t t i cu c h p d ng nh hon ton ng h ch t ch. Tr ng ban qu n tr , Joe Davis, nh n m nh v tr ti chnh c a chng ta. Qu n l s n xu t vi t 1 bo co nh ng d ng c chng ta s c n, bao g m kh n ng mua c v thng tin chi ph. V ti c ng c thc gi c tham gia vo k ho ch m r ng ny nhi u l n r i. V ti s n sang. Ti ngh n c ng s t t cho anh y, Dave. Ch t ch ni ng y mu n vi c thu ng i t ng g p i vo n m t i. Khi Carl v a i kh i, th Rex Schearer, gim st s n xu t n.Rex ni: Dave, qu n l s n xu t v a nh y b vo ti hm th 6 b i v b ph n b o tr khng c ng i no kh n ng lm vi c v i ci my ti n k thu t s m i v a c nng c p. Dave tr l i: Anh y ni ng y. B ph n b o tr g i cho ti 1 ci tu n tr c. T t h n h t l chng ta nn th o lu n xem c th tm khng. Dave bi t r ng th 2 t i s l 1 ngy b n r n cho anh. n tr ng d ng c 1 ai hay

Questions: a) What should Dave do, if anything, about being kept in the dark regarding the expansion? Explain. i g p s p v xc nh n l i thng tin v l y ki n ch o. According to the president, the employment is expected to double in the next year. So Dave should prepare the job analysis, job description and job specification for the positions which are needed being fulfilled. Besides, he should forecast the employment needs for the organization by several of the better-known methods such as zero-base, bottom-up, mathematical and simulation. A new plant will be built, so it is a shortage of workers. It means Dave can use some actions to recruit employees such as creative recruiting, compensation incentives, training programs and different selection standards. b) Discuss any additional problems highlighted by the case. What should be done to solve them? Th o lu n thm v nh ng v n pht sinh trong bi. Lm th no gi i quy t? Maintenance doesnt have anybody qualified to work on the new digital lathe thats being installed. Dave should get moving and find someone to perform this task. Job design should be done to solve the problem. In detail, Dave should apply the job enlargement approach to provide a horizontal expansion of responsibilities. He can deal with production manager to restructure the content and the scope of a job so as to provide grearter variety to a worker. But if there is a limit of time and cost, outsourcing is the suitable alternative to DAVE. CHAPTER 5: RECRUITMENT INCIDENT 1: Cch Ti p C n Sai Eric Ardoin l m t nh qu n l ngu n nhn l c t i Cng ty S n xu t Epler Greenfield, Wisconsin. ng xem xt s c n thi t ph i tuy n d ng ng i da en i u ki n cho Epler khi Shontae Blount b c vo v n phng c a ng. "C m t pht?" h i b i Shontae. "Ti c n ni chuy n v i anh v vi c i tuy n d ng bang Michigan vo tu n t i.""Ch c

ch n r i", Eric tr l i, "Nh ng, u tin ti c n l i khuyn c a ng v m t i u g . Lm th no chng ta c th c c ng i da en h n p d ng cho cng vi c y? Chng ta ang ch y cc qu ng co trn i pht thanh WBEZ cng v i cc qu ng co c phn lo i trong cc di n n. Ti ngh r ng ng v John th c hi n tuy n d ng chuy n i n t t c cc tr ng cao ng c ng ng trong vng 200 mt. Chng ti c ng khuy n khch gi i thi u nhn vin, v ti v n ngh l ngu n lao ng m i ng tin c y c a chng ti. Nh ng chng ti khng nh n c b t k ng vin da en no". T ch t ch tr xu ng, qu n l t i Epler tuyn b cam k t v i cc c h i vi c lm bnh ng.Theo Eric, cam k t ti p t c su s c h n nhi u so v i ng cc p phch thngth ng v n p m t ch ng trnh hnh ng kh ng nh v i chnh ph lin bang.Tuy nhin, t l ph n tr m c a nhn vin da en t i Epler v n ch c 5%, trong khi c ng ng xung quanh l 11% .Epler tr l ng c nh tranh v c m t ch ng trnh o t o t t. Epler c m t nhu c u c bi t cho h c vin i u hnh my.cc my mc khng kh ho t ng, v khng yu c u gio d c cho cng vi c.C ng c m t s v n th v qu n l v tr h c vin m Cu h i: nh gi cc n l c tuy n d ng hi n t i. Eric c h n nh th no so v i m c tiu c a cng ty ng lm vi c nh nhau? th t t

Answer: The current recruitment effort: khng hi u qu - Qu ng co trn m c rao v t trn m ng l khng ph h p, khng nh m c tr c ti p vo nhm i t ng m n mu n tuy n (black p.p) - H ch tuy n nh ng v tr cng vi c khng c n trnh h c v n nh ng l i ng tuy n cc colleges - Ch a t o ra c m t nh h ng c th v hnh nh c a cng ty c ng nh b n thn cng vi c m h ang ng tuy n Eric could do: - S d ng thm cc ph ng php tuy n d ng khc nh : event, job fair, public employment agencies... - N i dung tuy n d ng ph i th hi n r m c ch equal employment c a cng ty - N i dung qu ng co ph i st v i n i dung cng vi c - H ng vo ngu n tuy n d ng: high school and vocational school, unemployed - The appropriate statement in job ads can be we are an equal opportunity employer

Incident 2: I Am Qualified Why Not Me? Cch y 5 n m khi Bobby Bret tham gia vo Crystal Productions v i ch c v nhn vin k ton, anh ta ngh r ng anh ta s th ng ti n trong ngh nghi p. Anh ta t t nghi p cao ng v i i m TB B+, c b n b v cc gi ng vin a thch, v t ng l y vin c a nhi u t ch c sinh vin trong tr ng. Anh ta t ra c kh n ng quan h t t v i m i ng i trong cty c ng nh lm vi c gi i. Anh nh l i nh ng g m Friedman, gim st t i Crystal, ni v i anh ta khi c tuy n vo cng ty: anh s lm vi c t t t i y v s c kh n ng th ng ti n trong n c thang ngh nghi p. Bobby c m th y r ng anh ta lm vi c t t v c m i ng i m n m . Ngoi ra, b n nh gi hon thnh cng tc c a anh l xu t s c. Tuy nhin, sau 5 n m anh ta v n l 1 nhn vin k ton bnh th ng. Anh ta n p n xt v i 2 v tr chuyn vin k ton, nh ng c hai v tr u c tuy n ch n b i ng i bn ngoi cng ty. Cch y 2 n m, cng ty c n tuy n gim st k ton nh ng Bobby khng ng c . Anh ta r t ng c nhin gim st k ton l m t ng i t t nghi p i h c lin bang v ch c 3 n m kinhh nghi m lm vi c t i 1 cty k ton l n. Bobby t ng ngh r ng ch c v ny l do Ron Greene, m t chuyn vin k ton m Bobby knh n , m nh n. Vo d p ng 5 n m Bobby lm vi c t i Crystal, Bobby quy t nh ph i lm vi c j m i c. Anh ta g p ng Friedman v trnh by r ng anh ta lm vi c ch m ch v hon thnh t t cng tc trong 5 n m, nh ng th t v ng khi v n lm 1 cng vi c nh v y trong su t th i gian di. S p c a anh tr l i Anh khng ngh r ng anh l ng i c nhi u kh n ng h n nh ng ng i m cng ty tuy n sao?. Bobby tr l i: Khng. Nh ng ti ngh r ng ti c th m nh n cng vi c c a chuyn vin k ton. D nhin, nh ng ng i m ng tuy n c ng lm vi c r t gi i. S p c a anh ni: chng ti xem xt t t c trnh c a ng c vin cho m i cng vi c, v cn nh c m i v n , c g ng quy t nh h p l. Questions & Answers: 1. Do you believe that Bobby has a legitimate complaint? Explain. (B n c tin r ng l Bobby phn nn ng ko? Gi i thch) In my opinion, Bobby has worked hard and well-performed his jobs for 5 years, enthusiastic with his job and well liked by everyone in the company, his complaint

about promotion is totally reasonable. In addition, the people hired for outside also has less experience in accounting than him, this makes he thinks the companys decision is unfair. 2. Explain the impact of a promotion-from-within policy on outside recruitment. ( Hy gi i thch nh h ng c a chnh sch th ng th ng n i b v i vi c tuy n m t ngu n bn ngoi) Applying promotion-from-within policy can provide motivation and improve employee morale. However, strictly applied PFW policy can leads to inbreeding, a lack of cross-fertilization and lack of creativity. Eventually, the applicant from outside the company will think that its hard for them to apply for the companys positions. Therefore, the number of outside applicants will be decreased. CHAPTER 7: SELECTION INCIDENT 1: V n no nn c u tin

L qu n l s n xu t c a x nghi p Thompson, Jack Stephens l ng i c quy n quy t nh sau cng trong vi c li u c nn m n thm 1 s gim st vin lm vi c cho ng ta. Tr ng phng qu n l nhn s sng l c lc u 1 s gim st vin c ti m n ng, sau s g i qua cho Jack nh ng ng vin sg gi nh t cho vng ph ng v n. Trong 1 ngy g n y, Jack nh n cu c t t Pete tr ng phng nhn s . Pete ni :Jack, ti v a m i ni chuy n v i 1 ng vin tr , c th ng i ny l ng i anh ang tm ki m cho v tr gim st vin . Anh ta c kinh nghi m trong v tr ny v gi anh y s n sng g p ng Jack ch n ch 1 lc r i tr l i v i Pete: Hey, Pete. Ti h i b n b a nay, nh ng ti s c g ng s p x p ph ng v n anh ta. H n anh y gim ti i. M t lc sau, Allen Guthrie - ng vin do Pete c n v n phng lm vi c c a Jack. Jack ni v i Allen r ng s b t u bu i ph ng v n sau khi ng ta g i vi cu c g i wan tr ng. 15 sau, Jack han thnh h t cc c phone v b t u ph ng v n Allen. Jack kh l n t ng vs Allen. Sau vi pht b t u th c 1 gim st vin bo co v i Jack c v n ng dy s 1 v c n Jack gip . Jack ph i lo gi i quy t nn ni Allen ch mnh t pht. Kh ang 10 sau, Jack tr l i phng lm vi c, v ti p t c bu i

ph ng v n v i Allen c kh ang 10 h n tr phi n.

c khi c kh ang 1 chu i cc cu c g i lm

Cu c phng v n v n ti p t c b lm phi n trong lc ph ng v n. Sau cng, Allen nhn ng h th nh n th y n gi anh ta n v anh ta. Allen xin php ra v . Jack OK v ngay lc v n cn ti g chung i n th ai reo. 1. What specific policies should a company follow to advoid interviews like this one? At first, this company should set up a specific recruitment plan. It include the day will end application received; the day will end selection candidates; the day to interview all the potential candidates. Jack should plan a schedule for interviewing (maybe in 2 or 3 days) and deny or cancel all the appointments or something else except the emergencies which have to solve. 2. Explain why jack, not Pete, should make the selection decision. Under the case study, Jack has the final authority to approve the hiring of any new supervisors who work with him. Pete just has a responsibility to select some potential candidates for interviewing with Jack. INCIDENT 2: [Summary] Pat Swain_ qu n l kinh doanh c a Avco Electronics_ nh tuy n d ng/ ph ng v n M c ch ph ng v n: tuy n d ng v tr i di n bn hng

Yu c u tuy n d ng: c nhn tham d tuy n d ng ph i c hi u bi t t t v my tnh v ng d ng ph n m m b ng bi u, v t nh t 5 n m kinh nghi m ng vin: Ray Wyscup_41 tu i _ L ng vin c thnh tch sales n t tu i thch n tr ng._ Hon c nh gia nh: l m t ng b ng. T ng lm c , c ng t ng lm v tr kinh doanh. c ghi nh n cng v tr n

n thn v i 2

a con ch a

cng ty IBX, nguyn nhn ngh vi c do mu thu n x y ra cty Uniserv, nguyn nhn ngh vi c. do khng

v i c p trn. Tr

ng ph c c a cng ty.

Ph

ng th c ph ng v n: background investigation_ i u tra l l ch, trong , s d ng 2 c y (personal references and

cng th c chnh: thng tin c nhn, v cng vi c tr previous employment) Thi :

Nh tuy n d ng: t v thng c m v hi lng ng vin: tho i mi, t tin cam oan c th lm t t v tr [Answer] 1. Do you agree with the interview format followed by Pat Swain? Explain. Agree. The interview format, in this case, uses a background investigation method. The principle purpose is to hire better employee. At the beginning, Pat gives a good impression with sympathetic expression to avoid strained relations with interviewees. In the paragraph, the conversation btw Pat and Ray seems normal and unnecessary details. After analysis, we could see thoroughly factors effect on applicants job performance and understand his attitude toward job. 2. How will Pat handle a background investigation of Ray Wyscup?  1st: asking him to sign a liability waiver permitting a background investigation. ( avoid the risk of lawsuit)  2nd: gathering all information. The objective is to obtain positive identification of subject in question. The information includes full name, date of birth, social security number and a current or past address  3rd: confirming information. Asking former employers, associates, co-workers, and searching more in public records, business background checks, financial conditions.

Chapter 10: Performance Appraisal INCIDENT 1: Rajiv th pho nh nhm khi hon thnh xong 12 b ng nh gi th c hi n cng vi c. Anh ta tr i qua m t tu n b n r n v i vi c gim st m t nhm b o tr cng ty Georgia Department of Highway Khi Th ng c i ngang qua qu n do Rajiv th c hi n m t vi ngy tr i qu n l qu n t i khu v c r ng m t vi con c khi ng ta ng ph cho

phn nn v i ng

ng th c n ph i g i cho

c s a ch a. Cho nn, ng cng vi c ny v i kh i l

i qu n l qu n giao cho nhm c a Rajiv th c thi n

ng cng vi c r t l n! Thm vo , phng nhn s

Rajiv v vi c nh gi th c hi n cng vi c tr , Rajiv c g ng gi i thch v hon c nh c a anh ta nh ng m chuyn vin nhn s ni r ng b ng nh gi ph i ngay l p t c v ko c ki n c g h t^^! c hon thnh

Nhn s qua b ng nh gi v Rajiv ngh v 1 vi cng nhn. B ng nh gi d a trn tiu ch: kh i l cc m c ng cng vi c, ch t l ng cng vi c, v s c ng tc. i trung bnh (ho c khng m i tiu ch c t). B i v nhm : Xu t s c, t t, trung bnh, d

c a Rajiv hon thnh m t kh i l mark Joe Blum

ng l n cc cng vi c

c giao trong tu n qua nn ng cng vi c. Anh ta g. Rajiv ko

anh ta mark xu t s c cho t t c cng nhn trong tiu ch kh i l Rajiv, Joe ngh r ng nn b i 1 o n

m c trung bnh trong tiu ch s c ng tc v anh ny ki n, c v i ng ln r i l p l i thay v l p 1 ci

ghi ch hay nh n xt g v vi c ny c ng nh trn t t c cc form. Rajiv c m th y 1 t n h n khi ngh v Roger Short. Anh ta bi t r ng Roger ko lm vi c nghim ch nh v nh ng ng i khc ph i lm thay cho Roger 1 vi l n. Rajiv bi t i cng nhn khc trnh xung t r ng Roger s b c b i n u anh ta b mark th p h n nh ng cng nhn khc. Cu i cng th Rajiv c ng mark cho Roger gi ng nh ng ng s y ra.

Rajiv g p b ng nh gi l i, b ng nh gi ny n a cho

t vo bao th v m m c n 6 thng n a.

i, vui m ng v s ko ngh v

What weaknesses do you in Rajivs performance appraisals? - Limited time to do performance appraisals: he had to complete these forms in one week - Central tendency: He did all forms from thinking about several of the workers - Leniency and Halo error: he marked every workers outstanding in quantity of work just basing on one week of doing extra work - Recent behavior bias: he marked Joe average in cooperativeness because Joe had questioned one of his decisions that week - Manipulating the evaluation: he knew that Roger had been sloughing off but he marked him the same to avoid a confrontation - Lack of objectivity: + No remarks on any of the forms + Just place performance appraisals marking quantity of work, quality of work, and cooperativeness when there are many criteria to consider and evaluate INCIDENT 2: L m t qu n tr c s n xu t thu c cng ty Sweeny Electronics, Mike Mahoney i d tnh, gip ch u

h t cc nhn vin n tr ng. Mike l ng h n tr l i vo ngy lnh l nhn vin c n th i gian

nhn vin trong b t c

ng h p no m ng ta c th . N u c m t nhn vin c n m t kho n ti n nh , v xin ng, ng s cho m gi i quy t v n n ngay m ko c n h i g c . Ho c c 1 c nhn, Mike c ng khng tr l ng v

cho ngh ngay cho d n khi nhn vin gi i quy t xong. M i vi c sung s cho nk nh gi v a qua. M t trong nh ng ng i cng nhn c a c nhn, v Bill

Mike l Bill Overstreet trong n m v a qua g p ph i nhi u v n

th b b nh trong th i gian di v t n r t nhi u chi ph thu c men, con trai anh c ng ua

nhau b b nh au r ng, anh ta m n n v th t v ng. T ik gip

n 1 kho n ti n t ngn hng v gi anh ta r t chn

nh gi hon thnh cng tc hng n m, Mike quy t

nh ph i lm h t mnh i cng nhn m c m i kha c nh.

Bill. M c d Bill ch hon thnh cng vi c b ng 1 ng

trung bnh nh ng m Mike nh gi Bill hon thnh cng vi c xu t s c B i v h th ng l c t ng l ng ln 10% v c ng thm ph ph sinh ho t hng n m.

ng b ng g ng li n v i vi c nh gi th c hi n cng vi c nn Bill s

Mike gi i thch v i Bill v vi c nh gi m c hon thnh cng vi c c a anh ta cao v Bill c ng bi t l anh ta ch hon thnh cng vi c n m c trung bnh. Bill by t s bi t i v i Mike v r i v n phng trong tm tr ng ph n ch n v nh y nht^^! 1. From Sweeny Electronicss standpoint, what difficulties might Mike Mahoneys performance appraisal practices create? - His practices were not fair: + Lead to herd mentality (tm l b y n): once there was a bias performance, there would be other ones. + Lead to reduction of productivity, increasing in labor cost but decreasing in production -> profit will go down 2. What can Mike do now to diminish the negative impact of his evaluation of Bill? Mike should: Explain to both his superior and subordinates about Bills circumstance. This is an unavoidable case, and it made Bill low morale -> need to make something to motivate him. Therefore, Mike had to marking outstanding most of category. But, for the next time, if there is no improvement in Bills performance, Mike should establish the performance appraisal standard clearly and rationally

Chapter 11: COMPENSATION INCIDENT 1: Youre doing a great job, though

Trong m t bu i chi u th 7 ch i golf v i anh b n Randy Dean, Harry Neil m i bi t c trong phng c a anh ta m i tuy n m t sinh vin v a ra tr ng vo v tr phn tch h th ng v i l ng kh i i m cao g n b ng l ng hi n t i c a Harry. M c d l m t ng i t t tnh nh ng Harry v n c m th y b t ng v kh ch p nh n. Anh ta ph i m t 5 n m tr thnh m t chuyn vin phn tch h th ng c p cao v t c m c l ng nh hi n t i cng ty Trimark Data Systems. Anh ta r t t ho v cng ty v th c s thch th v i cng vi c c a mnh. Sng th 2 sau , Harry n g p Dave Edwards, gim c nhn s c a cng ty, v h i v th c h cu chuy n. Dave th a nh n m t cch kh kh n v trnh by v hon c nh c a cng ty. Harry , hi n t i th tr ng ang r t thi u ngu n nhn vin phn tch h th ng, th nn thu ht c nh ng ng i c n ng l c, cng ty ph i a ra m t m c l ng cao h n. Cng ty ang r t c n m t nhn vin phn tch h th ng khc, chnh v th chng ti khng cn cch no ngoi cch . Harry yu c u Dave i u ch nh l i l ng c a anh ta cho x ng ng. Dave p l i, L ng c a c u s c xem xt l i khi n chu k xt l ng. Tuy nhin, ti bi t l c u ang lm r t t t, v ti ch c ng ch s t ng l ng cho c u. Cm n Dave v cu chuy n, Harry r i kh i phng trong s ngao ngn v t h i v t ng lai c a mnh.

1. Do you think Daves explanation was satisfactory? Discuss. No. - In a tight market for systems analyst, Harry was a 5 year expert and was a senior in the company. Therefore, there is no reason for an equal payment between a recent university graduate and a senior. If saying that market was tight, Harry can offer a higher salary at another company. - Moreover, how can the company be sure that this graduate is the qualified prospect that they were looking for. 2. What action do you believe the company should have taken with regard to Harry? - Restructure and announce the new compensation system for this department according to market demand - Increase a higher salary for Harry - Evaluate the performance of the new ones and offer a suitable salary for him later

INCIDENT 2: The controversial Job David Rhine, gim c l ng th ng c a cng ty Farring Lingerie, l m t ng i kh tho i mi v t t tnh. D l m t ng i c trnh v th c s r t nghim tc, nh ng David l i l m t trong nh ng gim c ti ng t m nh t trong cng ty. Tuy nhin, sng hm th 6 v a r i, David khng gi ng nh bnh th ng. L ch t ch h i ng nh gi cng vi c c a cng ty, David tri u t p m t cu c h p xem xt nh gi l i m t vi v tr. Nh ng cng vi c ny c nh gi v x p b c l ng l 3. Tuy nhin, Ben Butler, chnh v n phng cng ty, ph n i vi c x p h ng khng cao cho m t trong s nh ng v tr . gy p l c v v n ny, Ben k cho 2 v gim c khc (gim c s n xu t Bill v gim c marketing Betty) sau yu c u xem xt vi c x p h ng. C Bill v Betty u ng v pha Ben, v David khng h trng mong m t cu c tranh ci g n nh ch c ch n s x y ra. Ci cng vi c gy tranh ci y chnh l v tr ti p tn. Ch c m t v tr ti p tn trong cng ty, v Beth Smithers hi n ang n m gi . Beth g n b v i cng ty c 12 n m, lu h n b t k ng i no trong h i ng nh gi. B ta lm vi c th t s c hi u qu , v h u nh m i gim c trong cng ty k c ch t ch c ng bi t v nh n nh v s xu t s c c a b ta. Bill v Betty th c s hi lng v phong cch ni m n c a Beth khi cho n v gip khch hng c ng nh nh ng i tc th ng xuyn gh t i cng ty. H c m th y r ng Beth t o ra m t hnh nh tch c c cho cng ty. Khi cu c h p b t u, Dave ni, cho m i ng i, ti bi t l t t c r t b n cho nn chng ta b t u lun. Sng hm nay chng ta c vi v tr c n nh gi v u tin l v tr.... Tr c khi Dave c th k t thc cu ni, Bill ng t l i, ti cho r ng chng ra nn b t u v i b Beth. Betty g t u tn thnh. Khi David bnh t nh tr l i, anh ta bnh th n nh ng kin quy t tr l i, Bill, chng ta khng y nh gi v b Beth. C p trn c a b ta s lm chuy n khi n t ti n hnh nh gi. Chng ta y l xem xt nh ng v tr d a trn hm l ng cng vi c. V lm i u ny d a trn s so v i nh ng v tr khc, chng ta ph i b qua ki n c nhn. Sau David l ng l ng b qua b ng m t cng vi c c a v tr ti p tn tr c s t c t i c a Bill v Betty.