Case study

Scenario #1

You have been employed as a HR Specialist in the Compensation and Benefits sector of a well-known furniture store called Kleinfeld’s furniture. Kleinfeld’s Furniture has been a leader in the furniture industry for more than 35 years. The company has pursued a low-cost strategy in order to sustain its success and this has worked for some time. In the last few years Kleinfeld’s Furniture has observed that they have begun to struggle as their direct number of competitors continue to increase over time. As a result, they company has decided to adopt a differentiation strategy approach in an effort to boost sales. The company has recognized that there is need to change and update their furniture line to a more modern look.

This has prompted the inclusion of the Human Resources Department as they have recognized the need to increase the workforce so as to ensure the presence of the necessary skills and for manufacture. As such a team of ten additional manufacturers were hired. However, they are compensated almost double the amount of the existing workforce. Management has justified this stating the new employees have been trained prior to their employment with Kleinfeld Furniture which puts them at a rank above the rest. This has left the employees who have worked with the company all for more than ten years very disgruntled.

For this scenario assume the role of an HR Professional and answer the questions outlined above. What’s wrong here? What can be done? What steps should be taken to rectify the problem?

Scenario #2

You have been tasked to analyze the results of the annual Employee Opinion Survey at Kleinfeld’s Furniture. Upon completion it is clear to you that the employees are not happy with the way in which annual bonuses are offered. Usually, all employees are given an annual bonus across the board. Many of the employees have expressed their dissatisfaction with this system since they feel that many of their coworkers do not pull their slack which negatively impacts those who strive to meet departmental deadlines. They often feel that their supervisors do not properly observe and document employee performance. Especially in instances where friendships blossom between subordinates and their supervisors.

What needs to be done? What factors need to be taken into consideration before the implementation of your suggested corrective action.

Scenario #3

John has worked at Kleinfeld Furniture for 25 years. Last week his wife died and for the first time in twenty-five years, John called in to say he was unable to come into work as he was dealing with a family emergency. The next day, rather than sympathizing with John, his supervisor pulled him into a disciplinary hearing and documented his absence.

Once again answer the questions above. What’s wrong here? What is your suggested corrective action.

Scenario #4

One evening ten minutes after the end of his shift, Jacob, one of Kleinfeld’s contracted employees saw Jim the janitor struggling to carry some empty boxes outside to the garbage collection unit. Being the helpful type, he quickly rushed to Jim’s aid. Whilst carrying the boxes outside he slipped on a banana peel and landed on his back. He quickly discovered that he could not move due to excruciating pain. Jim quickly calls the ambulance. Turns out he fractured a portion of his vertebrae. Jacob’s manager refuses to write the incident report and submit to HR since he is of the opinion that Jacob fell while off the clock and is only a short term contract employee.

Once again answer the questions above. What’s wrong here?