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Case Study on American Airlines, Baxter International

and Advanced Photonics

A. HARIS AWANG

A. HARIS AWANG MBA2016-04-1001 MBA 6673 Human Resource Management

Case Study 1, 2 & 3

Submitted to:

Mr. Paramjeet Singh

Senior Lecturer

Faculty of Business

ASIA METROPOLITAN UNIVERSITY

Tel: 03-9080 5888 Ext 731

02nd July, 2016

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Human Resources Management (MBA 6673)

INSTRUCTION:

This section consists of THREE (3) cases.

Answer ALL questions referring to the cases.

This case study carries 45% of coursework.

CASE STUDY 1: TIMING OF THE JOB OFFER (50 MARKS)

A federal appeals court has re-instated a lawsuit brought by three men whose job offers from

American Airlines were withdrawn after the men failed to tell the company of their HIV-positive

status.

Leonel vs. American Airlines involves Walter Leonel, Richard Branton and Vincent Fusco, each

of whom applied for flight-attendant positions. They passed initial screenings and were flown to

American's headquarters in Dallas for interviews. Each then received an offer that was "contingent

upon your successful completion of a drug test, a medical examination and a satisfactory

background check."

During their company medical examinations, none of the three disclosed their HIV-positive status

or their related medications on an extensive health questionnaire. When blood-test results indicated

the possible use of such medications, each man disclosed his condition. They were notified the

company was withdrawing their job offers -- not because of their HIV-positive status but because

they lied about their status. After the three plaintiffs sued in district court, the airline sought a

summary judgment, claiming it had abided by the Americans with Disabilities Act. U.S. District

Judge Phyllis Hamilton of San Francisco agreed and dismissed the case. The men then appealed

to the U.S. 9th Circuit Court of Appeals, which reinstated the case.

Judge Raymond C. Fisher, writing for the three-judge panel, said the issue was timing. The ADA

prohibits prospective employers from making medical inquiries until all other background checks

have been completed and a job has been offered. Since that had not been done in this case, the

court ruled, the men were within their rights to withhold the medical information when the

company requested it prematurely.

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"The federal Americans with Disabilities Act and California's Fair Employment and Housing Act

not only bar intentional discrimination; they also regulate the sequence of employers' hiring

processes. Both statutes prohibit medical examinations and inquiries until after the employer has

made a 'real' job offer to an applicant," according to Fisher's court opinion.

1. Do you believe American Airlines has the right to rescind a conditional job offer? Explain. (5

Marks)

ANSWER:

American Airlines has no right to rescind a conditional job offer in this case. The company revoked

the offer based on the ground “non-disclosure” that the three recruits lied about their health

condition whereby they were within their rights to withhold their medical information prior to

undergoing non-medical checks as stipulated by The Federal Americans with Disabilities Act

(ADA) and California's Fair Employment and Housing Act (FEHA) where the sequence of hiring

process is regulated and thus their nondisclosures could not be used to disqualify them. Under the

ADA, an employee can be subjected to medical examinations only after getting a “real” job offer

and after the employee has completed non-medical checks. ADA also prohibits intentional

discrimination against employees with HIV. As long as employees can perform the job safely, in

no way can they be discriminated based on their disabilities. It is also noted that American Airlines

acted in such a way only after knowing that the recruits had HIV and there’s no argument to support

their unfair and discriminatory action as it is clearly against the law.

2. Is the fact that American did not follow their standard hiring process a problem here?

Discuss. (15 Marks)

ANSWER:

The fact that American Airlines did not follow their standard hiring process or procedure is a

problem here. It is quite a common practice for any procedure involving human or environment

made by an organization to be based on local, federal or international law. Whether with intent or

not, not following a procedure can seriously lead to breaking the law.

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Looking into the case positively, there may be difficulties or constraints faced by American

Airlines during the hiring process that they can address for further improvements. However, it

should be noted that American Airlines may be negligent in following the procedure most probably

not intentionally but rather based on the following factors.

Large turnout of candidates and limited medical staff

Pressure from the operations side to hire quickly to meet their demand

Faster results with employee consent provided that everything turns out well medically

HR personnel conducting the checks may just want to finish the job fast

Cost effective, more practical and time saving by immediate medical checks upon arrival in

Dallas Texas instead of having to wait after conducting background and other checks.

However, on the negative side, American Airlines may be negligent or intentional in the hiring

process and conscientiously getting away all the while with what they normally practice. The

negative factors associated to the problem are as follows:

Purposely ignoring procedure as regulated by the law (ADA) thinking that it is a small matter

Bullying hopeful job seekers who come in droves for interviews and screening

Discrimination based on disabilities

Neglecting that this case may be the tip of the iceberg with other problems waiting to happen

Severely impacting the image of American Airlines

Therefore in conclusion, it is crucial for American Airlines to uphold the law by following their

own hiring procedure no matter how tough the situation is.

Reference: Walter LEONEL, Plaintiff-Appellant, v. AMERICAN AIRLINES, INC., Defendant-Appellee

3. Do you believe that American Airlines has the right to not hire someone who is HIV positive?

Criticize. (15 Marks)

ANSWER:

American Airlines has no right not to hire someone who is HIV unless it can prove that employees

with HIV pose health hazards and safety to passengers or the airlines.

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In the United States context, there are laws and government bodies that protect employees with

HIV.

a) The Federal Americans with Disabilities Act (ADA): ADA protects employees from being

unfairly treated in the hiring process. According to ADA, “Persons with HIV disease, either

symptomatic or asymptomatic, have physical impairments that substantially limit one or more

major life activities and thus are protected by the ADA. Persons who are discriminated against

because they are regarded as being HIV-positive are also protected.”

b) California's Fair Employment and Housing Act (FEHA): “This law specifically provides

protection from harassment or discrimination in employment because of disability (mental

and physical) including HIV and AIDS.” This law applies to appellants (Leonel, Branton &

Fusco) as they are California residents.

c) The U.S. Equal Employment Opportunity Commission (EEOC): The commission was setup

to enforce federal laws that make it illegal to discriminate against a job applicant or an

employee.

d) California's Unfair Competition Law (UCL): “UCL defines “unfair competition” to include

“any unlawful, unfair or fraudulent” business practice, including actions of employers taken

with respect to their employees.” This law protects employee’s right to privacy which implies

the right to protect the HIV status.

However, the company has the right not to hire a candidate only based on his or her ability to

perform the job safely or other non-medical criteria such as criminal records. In this case American

Airlines has failed to prove that this disability (HIV-positive) can relate to the employee not being

able to perform the job safely.

According to the US government’s Centers for Disease and Control Prevention, “HIV is NOT

transmitted through touching, hugging, sneezing, coughing, eating or drinking from common

utensils, or being around an infected person. It is now clear that casual contact with a person with

HIV infection does not place others at risk.” This is why HIV-positive employees have to be

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protected under this law so they can live and work just like everybody else without being

discriminated.

In conclusion, it is clear that American Airlines is in violation of the laws as described and

therefore has no right to turn down the job application by someone who is HIV positive. American

Airlines has to look into reviewing their policy regarding hiring as well as educating their staff

with regard to HIV.

Reference: Adagov. (2016). Fighting Discrimination against People with AIDS/HIV. Retrieved 30 June, 2016, from

https://www.ada.gov/aids/

Dfehcagov. (2016). Fair Employment and Housing Act (FEHA). Retrieved 30 June, 2016, from

http://www.dfeh.ca.gov/Publications_FEHADescr.htm

Eeocgov. (2016). WHAT YOU SHOULD KNOW ABOUT HIV/AIDS & EMPLOYMENT

DISCRIMINATION. Retrieved 30 June, 2016, from

https://www.eeoc.gov/eeoc/newsroom/wysk/hiv_aids_discrimination.cfm

Walter LEONEL, Plaintiff-Appellant, v. AMERICAN AIRLINES, INC., Defendant-Appellee

4. If you were the judge at the trial, given the facts presented above, who would you rule in favor

of the American or the three individuals? Discuss. (15 Marks)

ANSWER:

Given the facts presented above, my judgment will rule in favor of the three individuals. The

judgment is based on the following rationales:

American Airlines is clearly in violation of laws prohibiting discrimination of people with

disabilities, in this case HIV.

The company did not take the necessary steps in adhering to even their own hiring procedure.

The company is putting business importance higher than the law and human rights.

As a big corporation, it only perpetuates the stigma people are having toward HIV-positive

people whereby it should be the leader in protecting employees against all forms of

discrimination.

The company must be punished either by a hefty fine or by compensating and reinstating the

three as deterrent and exemplary so the society can learn about the importance of protecting

employees against discrimination.

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In conclusion, being a flagship carrier and a corporate leader, American Airlines must be made

liable and punished to the extent that the case sets as exemplary and deterrent to corporations all

over the United States. The judgment is meant as a clear message to the society that no

discrimination or breaking of the law can in any way be tolerated. The judgment will also serve as

a precedent for future cases involving discrimination.

CASE STUDY 2: BAXTER HEALTHCARE CORPORATION WORK-LIFE

BALANCE AT BAXTER (50 MARKS)

Baxter’s Work & Life Strategic Initiative formally began with an 18-month extensive employee-

needs assessment that provided a far better understanding of how the company could benefit by

championing greater work-life balance for all its employees—for women as well as men. Baxter

has succeeded at integrating its business case for work-life balance into a new corporate culture

that is supported from the top down, demonstrated by strong CEO commitment and role modeling.

A major result of this strategic assessment has been that Baxter redefined and expanded the work-

life experience to encompass more categories of conflicts experienced by employees. Baxter, in

conjunction with MK Consultants, developed the four-level The Work and Life Pyramid of Needs,

which rests on a base of Respect (the company’s attitude toward the employee’s needs) and rises

through Balance (the employee’s goal) to Flexibility (what the company wants to help the

employee attain) to Programs (the supports that the company provides). The study refocused

Baxter’s strategy, giving increased importance to and emphasis on respect for the “whole” person,

including his or her responsibilities and interests outside of work. The initiative has since added

work-life to Baxter’s shared values, employee satisfaction tools, performance standards, and other

existing HR initiatives. In addition, the study’s findings added up to a strong business case for

flexibility as a means to recruit and retain talented employees.

The Work & Life Strategic Initiative was developed under the direction of Alice Campbell,

Baxter’s Director of Work and Life Initiatives. Initial input for the project was received from the

Work-Life Forum, a group of human resources managers that represented various Baxter business

units. The business unit human resources staff identified how many locations would participate in

the study, the findings of which would represent that particular business unit. Managers at most

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locations were interviewed, as well as managers in the headquarters office for that division. CEO

Harry Kraemer is the champion of the initiative, providing ongoing role modeling and

communication of his commitment.

The initial goals of the Work & Life Strategic Initiative were fact-finding in nature: to evaluate

current work and life programs, understand employees’ work and life needs, and surface

management attitudes toward employees’ work and life conflicts. As the project progressed, the

results were used to motivate senior managers to address work-life as a critical business issue and

to dispel fears and stereotypes surrounding work-life issues.

Excerpted from the findings of the study added up to a strong business rationale for flexibility, and

provided the impetus for Baxter to incorporate work-life support mechanisms into operational

aspects of the company. Leadership, communication, and commitment of the CEO and senior

executives. Inclusion of work-life as part of Baxter’s Shared Values, the principles that guide

employee behavior. The shared values—Respect, Responsiveness, and Results—define a three-

way commitment among employees, customers, and shareholders that states the expectations,

rights, and responsibilities these groups have with respect to one another. Designation of work-life

as a key predictor of overall satisfaction with Baxter, which has been added into surveys and

evaluation tools. Specifically, the all-employee survey includes the following questions: 1) I can

advance in Baxter and still devote sufficient attention to my family/personal life, and 2) My

business unit supports employees’ efforts to balance work and family/personal responsibilities.

A work-life standard was included in the overall set of standards that were created to address

employee selection, hiring, and retention. Work-life issues were included as an item to be rated

on Baxter’s multi-source feedback instrument. Annual individual performance reviews include the

capacity to address work-life issues. The development of the Alternate Work Arrangement

(AWA) proposal kit. Enhancements to Baxter’s job posting program were completed; additions

address the ability to facilitate and promote the use of alternate work arrangements. Prior to these

enhancements, there was virtually no indication that an open position would consider any type of

AWA.

From 1996 to 1998, there has been a 17 percent increase of women at the managerial level, an 18

percent increase at the director level, and a 30 percent increase at the vice president level. Women

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make up 19 percent of Baxter’s corporate board of directors, compared to 16 percent for the

industry and 11 percent in the Fortune 500 (1998 Catalyst Census of Directors of the Fortune 500).

The number of employees of color who are officials and managers increased by 8.8 percent—

women of color in those positions increased by 20.4 percent.

Managers are held accountable to respond to the results of multiple indices—annual performance

reviews, multisource feedback, and the all-employee survey. There are work-life aspects in all of

these instruments; to the extent that a department manager’s results in any area require attention,

he or she is held accountable for achieving objectives that would demonstrate improvement.

Annual merit increases are determined, in part, by managers’ performance in this area. Managers

were educated about the initiative’s importance through several methods:

business unit reports on their specific results;

distribution of The Work and Life Pyramid of Needs report;

incorporation of work-life issues into the all-employee survey;

multi-source feedback and performance reviews; and

enhancements to the job-posting program

Baxter’s commitment to work-life issues is communicated through a variety of methods:

Specifics about each business unit’s participation in the survey are communicated to the

management team and followed up with a detailed report. Baxter’s PACE magazine is used to

communicate the overall results to the employee population. The Operating Management Team

uses voicemail to distribute standards to all employees. A Work-life homepage is available on

Baxter’s intranet site, which supports and provides information to employees about Baxter’s work-

life initiatives. CEO Harry Kraemer writes monthly updates to all staff that include information

about his own family and his efforts to achieve balance. On the “Ask Harry” intranet site, Kraemer

responds to employee questions about the company and the initiative. Baxter’s commitment to

the field of work-life was also demonstrated by sharing results of the Work & Life Strategic

Initiative in a full report, The Work and Life Pyramid of Needs, internally as well as within the

business community.

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Work-life issues are reviewed for individuals and managers using the variety of mechanisms

described earlier (annual performance reviews, multi-source feedback, all-employee survey).

Results are monitored by each employee’s supervisor (up to the highest levels) and taken into

account when establishing objectives for any given year. Results on employee issues that take into

account the overall corporation are monitored using the all-employee survey. Figures are

monitored quarterly for activity relating to alternate work arrangements and the Inside Advantage

job posting system. A sharp increase in the number of jobs that would be considered alternate work

arrangements occurred as a direct result of these enhancements. Baxter International Inc. is a

global medical products and services company that focuses on critical therapies for life-

threatening conditions. Baxter’s products and services in blood therapies (biopharmaceuticals

and blood collection, separation, and storage devices), cardiovascular medicine, medication

delivery and renal therapy are used by health-care providers and their critically ill patients in 112

countries. Baxter employs over 40,000 individuals worldwide. Women make up approximately 50

percent of their U.S. workforce.

1. Explain how work-life balance plays role in the success of an organization? (10 marks)

ANSWER:

Work is a where you go to. Family is where you come home to. Without work, a family can’t be

sustained and without family, work can be meaningless. In other words, work and life have to

balance each other so individuals can be a good worker and at the same time be a good member to

a family. Work-life balance is the relationship between work and life commitments, and how they

impact on one another. Life in the context of this discussion means family and activities outside

the work scope.

However, it should be noted that there is no ideal work-life balance. Every individual is different

and the ‘right’ balance may change over time as families grow older and personal commitments

change. For example, a father with a family of young children and a working wife may struggle to

balance between his the work and the responsibilities of caring for children, family members with

a disability or elderly parents, studying, volunteering, taking care of their own health or

participating in sport and recreation, while an older man with grown up children may find it easier

to balance between his life and work.

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Moreover, as far as how the work-life balance plays a role in the success of an organization, it is

observed that as the overall quality of life improves, the success of an organization also benefits

from employees' higher morale and commitment. A policy concerning work-life balance is

recommended and made known to all employees for better understanding and commitment. An

organization that has the flexibility towards work-life balance will have happier, motivated and

satisfied employees which transforms it into a successful organization.

On the other hand, overworked and overstressed employees who have less attention to his or her

life may lead to family problems such as divorce, suicide, family breakup, depression, or health

issues. These problems will impact the work that may result in low productivity, dismissal or loss

of revenue. The work and life is actually a cycle that can impact one another where both the

organization and individuals end up having to pay the price if not addressed properly.

Realizing this, it is important for employers to promote & provide tools to help employees manage

their work-life balance which can only benefit both the company and employees.

2. Explain how does diversity in an organization affect the organizational work-life balance? What

ethical considerations exists that may drive the organization to be more work-life balanced? (15

Marks)

ANSWER:

a) How does diversity in an organization affect the organizational work-life balance.

Having worked at Baxter in Penang previously, I can say that Baxter is an international company

with manufacturing facilities all over the world where cultural diversity is a feature that has made

the organization one of the leaders in healthcare products. Its diversity in terms of culture, racial,

religion, gender, age groups, skills and experience has open doors to talents that are creating values

for the organization. However, there’s no one-size-fit-all solution approach for the work-life

balance for a diverse work force. The challenge is to make the organization more accommodating

to this type of diversity by addressing different lifestyles, family needs, languages and work styles.

So, diversity in an organization do have issues which are affecting the work-life balance.

Following are examples:

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The company has to take into consideration the sensitivity of each racial group when it comes

to granting holidays for festivities such as Hair Raya, Chinese New Year, Deepavali,

Christmas, Vesak, etc. It has to be fair and balance so everyone can enjoy.

The company must avoid any decisions or actions perceived to favor one group while

neglecting the other. For example, a certain group of workers are allowed to take the time off

to perform their prayers while others are not. This has serious implications as instead of

working harmoniously, they may work against each other. So this has to be addressed with

care.

The company must avoid any practice that can be interpreted as discriminating based on sex,

age group, religion, or race which may create bad blood and resentment among employees.

The company must not overwork their employees by working on weekends without

reasonable compensations. For employees with family commitments, it would be very

difficult to balance especially weekends are for them to spend quality time with the family.

b) What ethical considerations exist that may drive the organization to be more work-life

balanced.

Ethics is a set of be unwritten and unspoken values, rules, principles or norms that defines right

and wrong, good and bad conduct. They may differ from one group to another. Ethical

considerations that may drive the organization to be more work-life balance are described in the

following with examples:

Respect- e.g. the company’s attitude toward the employee’s needs.

Welfare- e.g. Visit of employees during death of family members. Sending birthday wishes

to employees.

Religious affair- e.g. Employees are given breaks to perform prayers, rites or ritual

accordingly. Employer accommodates religious needs.

Motivation- e.g. Employees sent for training to boost motivation and morale.

Volunteering- e.g. Employees are encouraged to participate in social activities such as

community service, environmental protection, etc.

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Safety and health- e.g. Employees are provided with safe and healthy working environment

while encouraged to participate in healthy lifestyle such as sports and recreation.

The management has to really understand each group’s values and practices and try to make

employees understand and know their rights, duties and responsibilities.

3. How can an organization develop a culture that supports work-life balance? (10 Marks)

ANSWER:

The development of a culture that supports work-life balance in an organization has to start from

the top as can be seen from the Baxter example where CEO Harry Kraemer is the champion to the

work-life balance initiative.

Furthermore, an organization can follow the guideline to develop this culture as follows:

To include work-life balance in employee handbook.

To include work-life balance as top corporate policy with measurable key performance

indicator among other policies such as Quality, Productivity, Customer Service.

Get feedback from employees on work-life balance by conducting a survey.

Work-life balanced awareness training to be conducted at each employee level.

To incorporate work-life balance as part of organization’s operational elements.

Promote programs to include family participation e.g. family day, family vacations, annual

dinner, etc.

Assessment of managers’ attitude toward lower level employees’ work-life balance.

Use social media tools like Facebook, Instagram, etc. as a platform to promote work-life

balance.

Provide a conducive work environment with facilities to be shared among employees so they

feel more like home e.g. pantry, rest area, recreation room, karaoke or entertainment room,

child care center, etc.

Recognition and acknowledgment of achievements by family members e.g. children excel in

examinations, employee success in obtaining a university degree, etc.

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Recognition of traditions and celebrations by multi-ethnic groups e.g. performing Haj,

festivities, prayers, etc.

Supportive working environment for employees with life commitments outside the

organization.

4. Assess on how Baxter supports the goal of work-life balance? (15 Marks)

ANSWER:

Baxter is an international company that truly believes in a healthy work and personal life. To

support the goal, Baxter provides various options and resources to employees and managers. The

company collaborates with various external organizations to develop and facilitate the program.

The work-life programs and resources are available and listed as below:

Adoption assistance and reimbursement.

Back-up/emergency child and elder care.

Childcare support.

Dependent-care flexible spending accounts.

Educational assistance.

Employee assistance and counseling programs.

Elder-care management services.

Lactation rooms.

Resource for referrals to local service providers for family, financial, and work issues.

Webinars on topics such as stress management and parenting (in English but offered

worldwide).

Workplace Flexibility.

Baxter’s philosophy on work-life balance - to support flexibility and employees’ needs to

successfully manage their work and personal lives.

Reference:

Baxtercom. (2016). Work/Life Balance at Baxter. Retrieved 1 July, 2016, from

http://www.baxter.com/careers/working-at-baxter/work-life-balance.page?scroll=tab-navigation

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CASE STUDY 3: MOTIVATION, JOB DESIGN, MONEY AND REWARDS (50

MARKS)

Case Synopsis:

This case describes a meeting with software engineer Suzanne Chalmers and Thomas Chan, the

vice-president of software engineering at Advanced Photonics Inc. (API). Chalmers arranges the

meeting to indicate her intention to leave API. Chan tries to keep her by offering better conditions

and, eventually, more money and share options. But Chan knows that Chalmers is already a

millionaire from her share options and the appreciation of API’s share price. The case highlights

the difficulty in motivating people to stay and the relative importance of financial rewards

compared to other sources of motivation. Soon after the meeting, Chalmers submits her resignation

and, after a few months rest, takes up a position at a start-up company.

1. Explain briefly why didn’t money motivate Suzanne Chalmers to stay with API? (10 Marks)

ANSWER:

Different people are motivated by different factors. In Suzanne Chalmers case, it seems that there’s

more than just money that motivates her. She may be looking at something else other than money

which she already has a lot of. Job satisfaction, job challenge, essential training, skill development

opportunities, job security, empowerment, company reputation, career advancement, work-life

balance, relationship or freedom of expression may be factors affecting her motivation. Maybe

she’s looking at her self-actualization that is the realization of her full potential as a software

engineer hence explains why she ended up working at a start-up. This is described by the Maslow’s

needs and hierarchy theory where self-actualization is at the top.

2. Discuss if financial rewards have any value in situations such as this, where employees are

relatively wealthy?(10 Marks)

ANSWER:

In this situation, financial rewards do have a value even if employees are relatively wealthy. Money

has endless usage and by having more simply means having more choices of what to do with it.

Being relatively wealthy doesn’t being financially satisfied. Suzanne Chalmers may appear to be

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rich compared to those earning lesser but deep down there may be a desire for her to earn more

than API could possibly offer. There is a wealth of evidence that financial rewards can motivate

higher levels of performance and productivity.

Despite of having a value under this circumstance, financial rewards however do come with a set

of problems:

Cheating by overstating employees’ performance.

Unethical behavior, jealousy and turnover.

Pay inequality, which can lead to frustration, jealousy, envy, disappointment and resentment,

often undermines performance, collaboration and retention.

Financial incentives lies in reducing intrinsic motivation. A person may initially perform the

job based on intrinsic motivation but eventually follows the financial rewards along with all

the problems associated to it.

3. Identify and explain TWO (2) drives seem to be motivating Suzanne Chalmers?(10 Marks)

ANSWER:

Two drives that seem to motivate her are the drive to acquire and the drive to learn.

Drive to Acquire

Drive to acquire is the drive to seek control and retain objects, personal experience and to achieve

a higher position than others.

Susan Chalmers is in a position where she has fulfilled her physiological, safety, belongingness,

and esteem needs i.e. having a good job, good pay, good life, etc. But she has that one needs that

is self-actualization that needs to be fulfilled. Motivated by the drive to acquire, she needs to seek

and take control of her work to achieve a higher position than others at API. Having worked for

API and knowing the culture, she might conclude that API is not the right place for her to achieve

those needs and move on to another level. She may be eyeing for Tommy Chan’s position but

that’s not going to happen as it seems.

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Drive to Learn

Drive to learn is the drive to satisfy our curiosity, to know and understand ourselves and the

environment around us. The drive is also related to the higher needs of growth and self-

actualization.

When a person stays too long with a company, the ability to learn may seem to decline and

everything is becoming routine. There’s no challenge and no opportunities to learn new things,

partly may be due to the company not providing a ground for that to happen.

Suzanne Chalmers may have come to point of stagnation where her career growth is stunted. So

she needs to learn new things in order for her to grow professionally. And what better way rather

than to join a start-up company where there’s new things to learn, new projects to pursue and new

people to meet.

4. What importance is job design in this case? (5 Marks)

ANSWER:

In this case, job design is important in a way that it helps towards how the nature of a person's job

affects their attitudes and behavior at work, particularly relating to characteristics such as skill

variety and autonomy. The aim of a job design is to improve job satisfaction, throughput, quality

and to reduce employee problems e.g. grievances and absenteeism.

According to Dessler (2013), job design can have a significant impact on employee motivation

and retention.

Job design also translates into providing opportunities for employees to make choices, develop

skills, do work that matters and build meaningful interpersonal connections.

From these researches, it is clearly stated that job design is very crucial in keeping employees like

Suzanne Chalmers from leaving the company. It seems that Suzanne Chalmers may be the product

of a company with bad job design.

Reference: Dessler, G. (2013). Human Resource Management. (13th ed.). US: Pearson.

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5. If you were Thomas Chan, propose some strategies that you would use to motivate Susan

Chalmers to stay at Advanced Photonics Inc.? (15 Marks)

ANSWER:

Some strategies that could possibly motivate Susan Chalmers to stay at Advanced Photonics Inc:

Find out if Suzanne Chalmers’ is interested to take up a position as a VP of a new division

that she herself creates. If she does, find out what it is and propose it to board members.

Find out more about Suzanne Chalmers’ intrinsic motivations. What really motivates her

internally to succeed. For example, if challenges is what intrisically motivates her then design

a job that does that.

Make her a partner with API. For example, she is not only given more stock options but she

is also given the power to decide and control the company subjected to her shares allocation.

Even though Suzanne Chalmers is already working at the start-up, a counter offer can be made

after another talk with her. This time Tommy Chan should listen more to her instead of

drawing his own assumptions like working conditions, the size of office, compensations, etc.

END