JENSEN SHOES CASE STUDY – HRM5001

GROUP MEMBERS

ADITYA SHAHRI (19F205)

DAMINI DESUR(19F215)

PRATIK UPADHYAY(19F236)

SAI SUJITH(19F245)

SONALI JAKHAR(19F256)
 Jensen Shoes

Issues
Jane kravitz’s point of view: from the very beginning lb’s attitude towards his new role and
tasks thereof lacked motivation. Jane’s repeated attempts from figuring out the root cause of this
behaviour to motivating him by helping him at every step were met by a laid back/ cold response
from lb. As the deadline for the s.o.s was approaching, and she still couldn’t see any progress she
had begun to document his performance as the first step for his termination.

Lyndon brooks’ point of view: his journey at jensen shoes had not been a smooth one. From
the change in his job description to sudden re organisation and change of command was all very
overwhelming to say the least. Adapting to this new work load was not easy and the lack of trust
made him question his future at the firm.

Other issues observed

1. Jane had a redundant approach to motivate Lyndon, there were no attempts to get a deeper
insight as to why such behaviour from Lyndon.
2. Even though Lyndon did communicate his concern about where his actual interest lies and
how managing this with the other assigned s.o’s would be difficult for him , there was no
support offered from Jane , initially at least.
Factors which affected/ led to their behaviour -

Jane kravitz

internal factors external factors

 Motivation to prove her mettle.  Pressure from higher management.

 Ambitious  Reward for superior performance.
 Chuck’s review about Lyndon.

 Inexperience and lack of motivation.  Task overload

 Difficulty in adjusting to new  Disregard of his concerns from
situations. chuck.
 Sudden change in his roles.

Lyndon brooks

Using concepts to reach solutions/decisions:

1. Selective perception – Jane was looking at the problem’s faced by Lyndon from her point of
view, rather than understanding what the actual issue was.
2. Interpersonal communication – Jane could have been a better listener and more empathetic
to understand where Lyndon was coming from. Whereas Lyndon could have been clearer in
specifying the issues faced by him.
3. Negative reinforcement - on successful completion of the environmental project by Lyndon,
Jane could have been lenient and taken some work load off of him, which could have
motivated him to take up the other s.o with more determination.
4. Self-serving bias – Jane took it upon herself for the successful performance of Lyndon.
5. Horns effect – chuck had attributed Lyndon’s performance failure as his general
performance at tasks.
6. Stereotypes – Lyndon felt that he was being relegated to stereotype. Jane took it upon
herself to prove her worth as a successful woman manager.
7. Worldly mindset – Jane could have taken a holistic view of the situation.
8. Collaborative mindset – she could have established better communication channels among
chuck, Lyndon and herself and thus maintained better relationships.
Plausible options:

Options Should/should not adopt

Terminate Lyndon’s employment No. Considering his past performance records

Change Lyndon’s domain to environmental
projects
Organize a training programme
 Add a feedback mechanism
and his performance on the special
environmental project, this wouldn’t have been
the best alternative.
Yes. Since he expressed his interest to work in
that department as a full-fledged job.
Yes. An organizing programme on
communication skills; interpersonal skills for
the overall benefit of the organization.
To better streamline the process, leading to
overall growth.

Recommended action plan:

1. A grievance interview could have been organized with Lyndon to understand the root
causes of his behaviour and performance. Discuss the situation in detail, the changes
both the parties are willing to incorporate and then figuring out the possible options of
him continuing /discontinuing at the firm
(a) If he is willing to stay – they could offer him the desired role, based on
availability.
(b) If he decides to leave- a formal exit process would be initiated.