Main Points: How to Become a Better Manager – Case Study Example
Human Resource Management Summary of the Main Points Janet Marsh, a new executive officer, becomes an employee of a new firm and decides to direct some of her powers and roles to the assistant. Ms. Marsh was lenient and thought that the assistant executive officer was mature enough to manage the hiring and sacking tasks easily and correctly. Brian Small, the assistant executive officer, was not up to the task in such as large conference hotel leading to numerous mistakes that would require intervention from the Human Resource Officer (HRO). Ms. Marsh made a mistake of trusting that the assistant executive officer would handle the hiring and sacking task in the correct manner because of the experience in the Stone Lion Hotel and Conference Center. Small had worked for the company for six years therefore had the experience as the assistant executive officer, therefore, would easily manage the roles in the executive office.
The increase in the rate of dismissals and hires in the Stone Lion Hotel and Conference Center was not a healthy practice for the business. Each business should have stable employees especially the hotel and restaurant industry because it requires the employees to learn and understand the different customer interests and how the hotel functions. The assistant executive officer would eventually lead to the collapse of the hotel because of the numerous dismissals and hires within a short period. It is healthy for a business to seek new employees after a while to help in replacements and to increase the workforce. In this case, it was the opposite because Mr. Small, the assistant executive officer did not take the notion of seeking new employees only when it is necessary for consideration. In Small’s situation, he would fire and hire the employees according to his personal interests.
There was no connection between the assistant and the executive officer and it led to the wrongful dismissing an employee. The matter ended in court, and it would have ruined the hotel’s reputation that is vital in the service industry. Ms. Marsh and Small did not have a connection in the executive position in the hotel; instead Ms. Marsh left the principles to Small that was misusing. Small did not take the employees interests in hand, and it is a bad trait for a leader. A leader should understand all the employees under the directive and keep a record of the each worker in the hotel. Keeping track of the employees would have made it easier for Small to understand that the employee that had filed the lawsuit had worked in the hotel for more than two years.
Solutions to the Problems
First, Ms. Marsh would not have given the privilege to sack and hire new employees in the company to the assistant executive without taking time to learn more about the assistant. A good officer at work does not grant an assistant officer the total power to a sensitive matter in the business such as hire and dismissal of employees (Buhler, 76). However, Ms. Marsh would have told Small that the approvals of hire and dismissal would still require her assent to helping manage and give directives where necessary.
The executive officer and assistant officer work under the same department, therefore, should have connections and link in almost all changes. The assistant officer still has to make consultations to the executive officer before making final decisions (Lengnick-Hall, Mark & Lengnick-Hall, 137). Ms. Mash was not even aware of the dismissal of an employee that had worked in the hotel for almost two years. The situation proves that Ms. Marsh had little contact with her assistant Small that was responsible for dismissing the employee. In this case, Ms. Marsh would still grant Small the powers to dismiss and hire new employees but ensure that she contributes in opinions and open for consultations.
The hotel should have placed a suggestion in the agreement papers for each employee to sign during the hire. For instance, each employee has to work for the hotel for at least two years before seeking resignation and termination from the hotel. The concept would help reduce the incidences of further irrelevant hiring and dismissals. Additionally, Mr. Small could at least look into the incidences behind each employee before dismissing despite the worker’s working status.
Relevance of the Case on How to Become a Better Manager
The case is relevant because each manager should understand that it is better to make vital judgments after making relevant consultations. Lawler and Boudreau explained that consulting and seeking other people’s opinion is important because it helps gather different ideas (163). A manager does not grant all the powers to an assistant without telling the vice person on what matter to consider and those to ignore. According to Hayes and Ninemeier, (89), a manager has to follow up with his employees and moreover keep records on each member of staff to help keep track. The records should become each manager’s companion to reduce incidences that a manager forgets about an important employer. Consequently, managers have to learn to do background checks before dismissing employees from any business despite the claims and working status.
Buhler, Patricia. Human Resources Management: All the Information You Need to Manage Your Staff and Meet Your Business Objectives. Cincinnati: F+W Media, 2010. Print.
Hayes, David K, and Jack D. Ninemeier. Human Resources Management in the Hospitality Industry. Hoboken, N.J: John Wiley & Sons, 2009. Print.
Lawler, Edward E, and John W. Boudreau. Effective Human Resource Management: A Global Analysis. Stanford, Calif: Stanford Business Books, an imprint of Stanford University Press, 2012. Print.
Lengnick-Hall, Mark L, and Cynthia A. Lengnick-Hall. Human Resource Management in the Knowledge Economy: New Challenges, New Roles, New Capabilities. San Francisco, Calif: Berrett-Koehler, 2003. Print.
Price, Alan. Human Resource Management. Andover: Cengage Learning EMEA, 2011. Print.
Sims, Ronald R. Human Resource Management: Contemporary Issues, Challenges and Opportunities. Greenwich, Conn: Information Age Publ, 2007. Print.