DAVAO ORIENTAL STATE COLLEGE OF SCIENCE AND TECHNOLOGY

BANAYBANAY EXTENSION CAMPUS

BA131 – Human Resource Management

Niel John M. Pama

Student

3rd Year – BAC3A

REYRE P. DONGUILA, LPT

Instructor
 TABLE OF CONTENTS

I. Background/Rationale……………………………….………………………………………………….…..1

II. Issues and Concern……………………………………………………..……………………………….…....2

III. Point of View…………………………………………………………………………………………………….2

IV. Statement of the Problem…………………………………………………………................................2

V. Objectives…..…………………………………………………………………….........................................3

VI. Areas of Consideration……………………………………………………………..................................3

VII. Alternative Courses of Action……………………………………………………...................3

VIII. Recommendation……………………………………………………........................................4

IX. Plan of Action……………………………………………………………………………………………………5

X. References ……………………………………………………………………………………………………….7
 The Case in Case Analysis

I. Background/Rationale:

Jerry Brown was made supervisor of the Case Analysis Unit of the city’s
Department of Social Services about three months. There were four employees in
the unit. They were expected to complete 12 cases and clear four backlogged cases
each week.

Jerry was pleased with every employee except Frank Harrison. Frank was a
long-term city employee who had been in this department for the past eight years.
Frank was polite and likeable, but his usual level of performance was seven was
seven cases and one or two backlogged cases weekly. After watching Frank’s work
more closely, Jerry observed that Frank worked more slowly than his co-workers.

Before Jerry’s predecessor and boss, Sullivan Hart, retired, he told Jerry that
Frank just lacked motivation. However, his boss also said that he didn’t want to rock
the boat over Frank. Sure enough, when Jerry finally looked in Frank’s personnel
folder, he noticed that no counselling or disciplinary actions had been recorded and
found that Frank had been given generally good performance appraisals. Indeed,
Frank was given a better-than-average merit pay increase the month before Jerry
moved in as supervisor.

Jerry also noticed how the other employees began to disparage and make fun
of Frank. During one meeting at which he was present, they openly ridiculed him
before Jerry could regain control of the situation. Jerry became concerned about the
long-term effects Frank would have on the morale of the unit.
II. Issues and Concern:

 Poor performance:
 Frank’s lack of motivation
 Frank’s less-than-satisfactory performance
 Frank’s poor performance is creating conflict among other
employees.
 Poor performance of Frank, affecting the whole unit’s
performance.

III. Point of View:

Jerry Brown (Supervisor of the Case Analysis Unit)

Jerry Brown is the one that can possibly solve the problem, because he is in
charge of the whole unit. As a supervisor it is his duty to conduct appraisals and/or
operation procedures to his employees.

IV. Statement of the Problem:

How will I improve the poor performance of Frank? How does it affect the whole
unit?

Frank’s poor performance is because of the lack of motivation as remarked

by Sullivan Hart, the previous supervisor of the Case Analysis Unit. This poor
performance causes conflict among other employees and also affecting the whole
unit’s performance, based on the average standard production.
V. Objective/s:

Jerry should take action about this problem, because the productivity of hi
unit is suffering because of Frank’s slow performance. This poor performance is
reducing the quality of service provided by the unit. Also, Frank’s poor
performance is causing problems among other employees, which could affect the
performance of the whole unit.

VI. Areas of Consideration:

 Sullivan Hart had rated Frank as an above average employee

 The city has a merit review system wherein salary increase is based on
evaluation rating.

VII. Alternative Courses of Action:

1. Jerry will terminate Frank’s employment.

Advantage:
 It is a faster solution for the problem.
Disadvantage:
 Jerry will be accused of age discrimination.
 Jerry will also be in question because there is no proper due process
made.

2. Jerry will have an informal meeting or informal disciplinary procedure with

Frank.
 Advantage:
 Jerry and Frank can discuss ways to solve the problem.
 It is a proper procedure.
 Fast way of dealing with the problem.

Disadvantage:
 Not so much effective than a formal disciplinary procedure.

3. Frank will have to undergo a formal counseling or formal disciplinary

procedure.

Advantage
 There is fairness in the treatment of individuals.
 They can also discuss another way to solve the problem.
 Faster way of dealing with the problem.

Disadvantage:
 Failure to do so by the appraisee/employee may result to penalty or
worst, dismissal.

VIII. Recommendation:

I therefore recommend alternative course of action number 2 so that Frank

can improve his productivity without pressure from work, and so that his
performance will improve using alternative methods.

But if this course of action will fail, I will recommend alternative course of
action number 3. This action will possibly improve the performance of Frank
because if not, it may result into his dismissal.
IX. Plan of Action:

Since Jerry is the Supervisor, he is responsible for the operation of procedure

such as disciplinary procedures.

To manage this situation, Jerry should first create a record of Frank’s

performance in terms of the typical performance of the unit. Even if he goes back for
just a few months, Jerry can clearly demonstrates how poorly Frank’s performance
measures up. Second, once a clear pattern is graphed, he should meet with Frank.
The purpose of this meeting is not punitive; rather, it is to begin a discussion of the
issues.

In the meeting, Jerry should state that he needs to talk with Frank and get the
issue on the table, that this is an informal meeting, and that no adverse actions
toward Frank will result from the meeting. Jerry should explain why Frank’s
performance is a concern, and then ask for Frank’s feedback. They can discuss ways
to overcome the problem, such as Jerry keeping a weekly record he would share
with Frank. Jerry should ask whether Frank needs training and coaching, then
provide it if necessary. Frank’s ideas on how to improve his performance should be
requested and discussed. Jerry should also make it clear in writing what the
acceptable standards of performance are and how Frank will be rated next year if
his current level of performance continues. Later, he should make a note of this
meeting and keep it in a file apart from Frank’s personnel record.

Then, Jerry must do a follow up action and monitoring on whether Frank’s

performance does or does not improve. If Frank’s performance does not improve,
Jerry should be ready to move into a more formal counselling mode with Frank.
During these discussions, Jerry could raise issue of career placement with Frank. If
Frank is not performing this task well, perhaps it is time for him to think of moving
to another position. Or, if circumstances permit, Jerry might redesign Frank’s job to
make it easier to do – and seek a regarding downward.
 Regarding other employees, it would be advisable that Jerry will not say
anything about Frank and his counselling because there might be a chance that this
could lead to defamation problems. He must also encourage other employees to
offer support to Frank, and tell them that Jerry does not want to hear backbiting
comments during meetings.

Given Frank’s age-protected status, Jerry should be in close consultation with

the Human Resources Department office and should be keeping good notes on
discussions with Frank and actions taken.

Jerry must again do a follow up action and monitoring on whether Frank’s

performance does or still does not improve. If none of these tactics work, Jerry may
be forced to terminate Frank’s employment
 X. Reference

Mahesh, S. (n.d.). 50 Case Studies for Management and Supervisory Training. Retrieved
December 16, 2020, from
https://www.academia.edu/33680770/50_Case_Studies_for_Management_and_Supervisor
y_Training