BUSINESS SCHOOL 

Introduction to HRM
Assignment-III
(Bandag Automotive)

Submitted by: 
Moater Imran L1S19BBAM0137 
Feriha Shahzad L1S19BBAM0168 
Hassan Raza L1S19BBAM0133 

Submitted to: 
Ms. Waajeeha Waqar Butt

Session of Submission: 
Spring 2021

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Table of Contents
Case study (Question).........................................................................................................................................................3
2. Part B...........................................................................................................................................................................3
3. Part C...........................................................................................................................................................................4
4. Part D...........................................................................................................................................................................4
5. Part E...........................................................................................................................................................................4
6. Part F............................................................................................................................................................................4
7. Part G........................................................................................................................................................................... 4

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 Bandag Automotive
Case study (Question)
A. Given Bandag Autos size, and anything else you know about it, should we reorganize the human
resource management function, and if so why and how?
B. What, if anything, would you do to change and/or improve upon the current HR systems, forms, and
practices that we now use?
C. Do you think that the employee that Jim fired for creating what the manager called a poisonous
relationship has a legitimate claim against us, and if so why and what should we do about it?
D. Is it true that we really had to put Gavin back into an equivalent position, or was it adequate to just bring
him back into a job at the same salary, bonuses, and benefits as he had before his leave?
E. Miriam, the controller, is basically claiming that the company is retaliating against her for being
pregnant, and that the fact that we raised performance issues was just a smokescreen. Do you think the
EEOC and/or courts would agree with her, and, in any case, what should we do now?
F. An employee who is deaf has asked us to be one of our delivery people and we turned him down. He’s
now threatening to sue. What should we do, and why?
G. In the previous 10 years, we’ve had only one equal employment complaint, and now in the last few
years we’ve had four or five. What should I do about it? Why?

1. Part A
Yes, Bandag ought to reorganize the human asset the executives capacities on the grounds that there is no
organized human asset office in the Bandag to arrange and oversee human asset capacities and issues. In the
present cutthroat universe of business, worker's the board, inspirations and fulfillments are keys to progress.
Consequently, to be more serious and to hold and fulfill the HR in the association, they ought to have efficient
and organized human asset the board office with the goal that they can oversee human issues in the association.
To rebuild the human asset division Bandag can open new separate office and dole out HR explicit jobs and
obligations to perform. They can employ HR expert to lead the office.

2. Part B
The primary concern I would change and improve the current frameworks is to set up new practical regions
inside the association explicitly for HR and conveys all the individuals related capacities, issues and issues from
that practical region. The significant thing I would do is recruits a HR expert to deal with the HR issues. What's
more, I would make sure that the association is following all the US work Act resembles EEOC (Equal
Employment Opportunity Commission) and Pregnancy Discrimination Act and so forth

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 3. Part C
I don't believe that it's anything but a genuine case on the grounds that there is no such proof for the situation
that Henry made the entire spot toxic. Jim contends that Henry has significant issues interfacing with his
colleagues and further adds that he was constantly contending with his associates a griping to the senior
supervisor about working condition. Be that as it may, I would say great job to Henry for griping for working
condition since, in such a case that there is no HR office and HR faculty to deal with HR related issues then, at
that point how is it possible that their would working condition be subjective.

4. Part D
Yes, Gavin worked for Bandag for a very long time, the last two as chief of one of the organization's five stores
so need ought to be given to him. Bandag should offer him a comparable position. Same compensation,
advantages, and rewards are adequately not to hold him. He is one of the accomplished also, important workers
of the Bandag. So Bandag ought to hold him by offering him same level of position as far as pay and
compensation as well as far as power and obligation.

5. Part E
In my opinion, the EEOC as well as courts would concur with her in light of the fact that as per the Pregnancy
Act If a representative is briefly unfit to play out her work due to her pregnancy, the business should regard her
equivalent to some other briefly crippled worker. For model, if the business permits briefly debilitated workers
to alter errands, perform elective tasks, or take incapacity leave or leave without pay, the business additionally
should permit a representative who is briefly impaired as a result of pregnancy to do likewise. Pregnant
representatives should be allowed to fill in as long as they can play out their positions. On the off chance that a
representative has been missing from fill in because of a pregnancy-related condition and recuperates, her boss
may not expect her to stay on leave until the child's introduction to the world. An manager likewise might not
have a standard that precludes a representative from getting back to work for a foreordained time span after
labor. To settle these specific issues, Bandag can mastermind less hours of the week for her until her
recuperation. On the off chance that Bandag wouldn't do as such and terminated her, court may conflict with
them for not after the rule of law of the state.

6. Part F
I figure, Bandag ought to permit him to be driver for the conveyance truck. It is against the EEOC(Equivalent
Employment Opportunity Commission) to oppress somebody to be the driver since he/she is hard of hearing.
Maybe than turning him down organization can give him exceptional headphone if necessary. Not giving the
driving position to somebody since he/she is hard of hearing is completely separation. Consequently, Bandag
ought to stay away from such separation.

7. Part G
I think the primary purpose for expanding equivalent work protest is Jim himself. We know that Jim's dad was
very engaged with the representative's concern like discovering what their issue is and in any event, assisting
them with trip with an infrequent advance and being very liberal when representatives face a type of issue like
when their youngsters were debilitated. Then again, Jim will in general be more sudden and detests similar
warm relationship with the workers as did his dad. Jim is exceptionally centered around improving Bandag's
monetary presentation, thus the entirety of his choices, counting his HR-related choices, for the most part boil
down to reducing expenses like less days off Maybe than more, less advantages to workers instead of
additional, and less adaptable with the workers in any event, when representatives need it.