Case 7.

BATANGAS POLYTECHNIC COLLEGE: The Morning After

Engineer Felicidad Lazaro, a mechanical engineering

graduate of Adamson University, has been operating in
the past five years an auto parts supply in Kumintang
llaya, Batangas City. It is a lucrative business she inherited
from her father.

Four years ago, she started teaching on a part-time

basis at the Batangas Polytechnic College. After a year,
she became a full-time faculty member of the college of
engineering. She attended to her auto parts business
after her official hours at the school.

Miss Lazaro's dedication to her duties earned her the

chairmanship of the Mechanical Engineering Department.
When her boss, the dean, was offered a good paying
Job abroad, he resigned. Miss Lazaro was named the new
dean of the College of Engineering.

Miss Lazaro feels that even if she is offered a job

anywhere, she cannot accept it because of her concern for
her business. This made her also think that she must take
her new job as dean, seriously.

Miss Lazaro's first concern is to recruit well-qualified

engineers to fill up the slots left by five faculty members
who resigned. An advertisement for the vacancies was
made. After a few weeks of waiting, only ten applications
were forwarded to her. Nine of the applicants were new
graduates and have no job experience of any kind. The
tenth applicant is a newly retired government employee
with no teaching experience.

Miss Lazaro slowly realized that there are good

engineers in the area but they are not attracted by the
prospect of teaching engineering. subjects. Miss Lazaro is
also aware that even those that are currently employed
by the school are only waiting for a good job offer from
other institutions.

Miss Lazaro was mildly shocked when her assistant

showed her the enrollment statistics of the College of
Engineering. In the past five years, a steady 10% increase
in the number of students was noted. last year, there was
a 16% increase.

Just yesterday, Engineer Lazaro was approached by

two engineering professors, one a department chairman,
and the other, a senior faculty member. They were
requesting for a year's leave of absence. Because nobody
at the moment could take their place, Engineer Lazaro
disapproved their requests. Engineer Lazaro was given
the information that the two will take jobs in another
company on a one-year trial basis. If prospects are good,
they will resign from the school.

After having been informed of the disapproval of

their request for leave, the two professors filed their
irrevocable resignations the next morning.

Engineer Lazaro is now faced with two serious

problems:
1. formulating an immediate solution to the shortage
of teachers in her area of concern; and
2. keeping the incumbent ones satisfied with their jobs.

Engineer Lazaro is now contemplating how she will

survive this crisis.

Opinion:
Human resource management, in my opinion, should be the best-case scenario for assisting
Engr. Lazaro's organization in becoming completely productive as quickly as possible.
Focusing on human resource's strategic role in providing technical expertise to new applicants
and advocating for their interest in teaching engineering courses by attempting to negotiate for
a raise in salary for employees by attempting to keep them by leading strategically in their
organization. Engr. Lazaro should suggest to her integrated methods for attracting, motivating,
and retaining productive, engaged employees for the enhancement of people and performance
via information they will utilize for training development and career planning. Other techniques
for attracting, motivating, and retaining employees, both financial and non-financial, include
monetary advantages and acknowledgment for their efforts. A stronger relationship between
employees and the organization must be formed in order to entirely sustain the organization's
authority in creating an immediate solution to their teacher shortage and to retain current
employees satisfied with their jobs. However, danger would not be unavoidable for the
employees' intents if they were hesitant to obtain more experience and fully enhance their
capabilities if their relationship in the organization was unable to establish a healthy
environmental improvement to retain individual employees.