Module 3: The Human Resource Frame

D. Margaret EvanSon

OGL 481: Organizational Leadership Pro-Seminar 1

Dr. B.

September 7, 2021

Arizona State University

 2

Module 3: The Human Reource Frame

The Situation

The aviation and travel industries were dramatically affected when the public health

emergency was declared due to COVID-19. A rapid reduction in flight activity negatively

affected the Scott Regional Airport. Efforts to reduce operating costs led to discussions about

staffing levels that support the commercial passenger terminal. The Operations department had

ten part-time employees and six full-time employees who specifically supported the terminal.

The Chief Operating Officer (COO) believe that laying off all sixteen employees was necessary,

and we could still maintain safe and efficient operations. Countering this idea, I analyzed four

different staffing scenarios to show that we needed to retain all full-time employees.

Additionally, instead of laying off staff, a furlough was needed so that we could quickly recall

staff when activity increased.

How the human resources of the organization influenced the situation

Scott County Regional Airport Authority, which owns and operates the Airport maintains

a Board approved Employee Handbook. The organization promotes a philosophy of 'Stronger

Together' through the organizational values and a strategic goal to invest in people and

operational assets. The Employee Handbook provides guidance to employees and management

on conduct, diversity, ethics, benefits, and employment policies. An Employee Handbook is how

the organization implements their HR philososphy (Bolman & Deal, 2017). This situation

required a balance between the HR philosophy and business needs.

The beginning of the pandemic created an unstable environment. We were unsure what

the situation would look like in 2-3 months but had a clear need to conserve resources in the

moment. Reducing staff by sixteen people would achieve immediate reduction in cost but would
 3

have other affects in the near future. Current staff was trained and experienced in the duties and

tasks of the job. When activity returned, we would have the added cost of recruiting and training

new personnel. While recruiting and training occurred, there would be overtime costs to cover

open shifts. This would also affect the remaining staff by increasing their workload, reducing

productivity, and dampening morale. According to Bolman and Deal, two of the keys to getting

the Human Resource Frame right is to keep employees and protect jobs (Bolman & Deal, 2017).

The COO had a Theory X approach, assuming that because there was less flight activity,

the terminal staff were just sitting around for their shift. This was not the case as I explained to

him. Analyzing and presenting four staffing scenarios demonstrated to the COO that we should

retain all full-time employees. By doing so, we could maintain safe and efficient operations and

avoid added cost to recruit and train new staff in the near future. Instead of laying off the part-

time employees, they were furloughed so that we could quickly on-board them when needed.

This demonstrated to other employees that we were committed to protecting as many jobs as

possible. After nearly four months we did call back six part-time staff. Of the ten furloughed,

only two returned and they were able to complete refresher training and cover shifts

immediately. We did not fully avoid the added cost to recruit, hire, and train four new

employees.

Recommendation for an alternative course of action using the HR Frame

An alternate course of action would be keeping all employees on staff and achieving cost

savings through reduced hours. Or, alternatively, give employees the option to volunteer for

short-term leave or have reduced hours. Giving the employees the option to participate in the

decision making promotes egalitarianism in the workplace as endorsed by Bolman and Deal
 4

(Bolman & Deal, 2017). The short-term leave would maintain a stronger connection between the

organization and the employee. The lay-off option severs ties to the company completely and the

furlough option is open ended and uncertain. A voluntary short-term leave provides the

employee with more confidence that they have a job in the future and the organization can call

them back early if needed.

Another approach is giving the supervisors of this group a target for reductions in wages

or hours and let them determine the course of action. As the situation played out, the supervisors

were given a directive about the furlough in a top-down manner. To them, this seemed

counterproductive since we had just stabilized the turnover in this workgroup. By allowing the

supervisors to determine the way that savings are achieved, there would be greater accountability

and motivation to be effective. To be successful, this empowerment of the supervisors would

have to be fully supported. Often, managers espouse empowerment and compel participation

while taking prescriptive actions resulting in false empowerment (Bolman & Deal, 2017).

Entrusting the supervisors to determine the course of action would demonstrate trust and provide

enrichment in their professional development.

Reflection on the human resource frame

There are many considerations at play in this situation. One consideration is

understanding the COO and his personality. Because my organization uses an assessment

program to help us understand each other's interpersonal style, I was able to formulate a

communication plan that appealed to the COO's preference. I knew that the analysis and data

approach would be more effective than a people-based appeal. Having a common framework

around each other's interpersonal style and communication style helps the organization have

more collaborative and productive interpersonal exchanges (Bolman & Deal, 2017). The COO
 5

has a highly logical and rational approach to decisions. The way to convince him not to lay off

sixteen people was to present the math showing hours and dollars. Additionally, including

concrete evidence that service levels will suffer without the correct staffing level was effective.

Reflecting on this situation I believe that I took the right approach. What I would have

done differently is include the cost of hiring future employees in the analysis. In doing so we

could have weighed the cost savings of sixteen people's wages against the cost of recruiting,

hiring, and training new people at a later date. While we did have a conversation about retaining

the most experienced and cross trained personnel, we did not factor in the monetary cost to

replace sixteen trained staff in the future. Taking long-term action for a short-term problem did

end up requiring the hiring and training of four people. Viewing the situation through the human

resource frame, it is apparent that productivity, motivation, and loyalty are affected by

management decisions. While the final solution was not ideal, furloughing ten part-time staff

was better than laying off sixteen people. I knew that any job losses would negatively affect

morale. Additionally, if all sixteen people were layed-off we could experience periods of short

staffing, limitations on paid time off, higher sick calls, and the existing staff would eventually

experience burnout. Preserving the six full-time positions demonstrated a commitment to

protecting jobs and keeping employees.

 6

Reference

Bolman, L. G., & Deal, T. E. (2017). Reframing organizations: Artistry, choice, and leadership

(6th ed.). San Francisco, CA: Jossey-Bass