CASE STUDY: HUMAN RESOURCES MANAGEMENT IN ACTION.
Discussion of dimension I
Dimension: Societal Responsibility
Review the conversation described in the case:
1. Do you think Stephanie should be considered a viable candidate for the vacant housekeeping position? Why or why not?
2. Assume you were the on - site foodservices director in a large elementary school. Would you consider hiring Stephanie for your kitchen operation? Why or why not?
3. Some companies only ask applicants to list recent criminal activity (typically within the previous seven years) when completing job applications. Do you agree or disagree with such an approach? Explain.
Discussion of dimension II
Dimension: Company Procedures and Decision Making
Review the conversation described in the case:
1. What crimes, if any, do you feel would automatically disqualify an employee from job consideration?
2. What types of criminal activity, if any, do you feel would not automatically? Disqualify an employee from job consideration?
3. What personal factors do you believe would influence your or any other hospitality manager ' s responses to these two questions?
Discussion of dimension III
Dimension: Negligent Hiring
Review the conversation described in the case. Assume that the decision was made to hire Stephanie. Assume also that, nine months later, Stephanie was involved in a physical altercation (shoving match) with a fellow employee, in which both were slightly injured. During the investigation of the incident, and in keeping with company policy, both employees were required to undergo drug and alcohol use testing on the day of the incident. Stephanie tested negative for alcohol and positive for trace cocaine. The other employee tested negative for alcohol and positive for trace marijuana.
1. What, if any, actions would you take as Stephanie ' s supervisor? How would the absence or presence of a company - established Employee Assistance Program (EAP) affect your decisions?
2. Assume Stephanie ' s fellow employee was seriously injured in their shoving match, and the attorney representing that employee charged your company with knowingly hiring a person who could reasonably have been expected.