Students Name

  • Category:
    Management
  • Document type:
    Assignment
  • Level:
    Undergraduate
  • Page:
    2
  • Words:
    1045

JОB ЕХРЕRIЕNСЕ SСЕNАRIО АND QUЕSTIОNS 6

Job Ехреriеnсе Sсеnаriо and Questions

Students Name

Hypothetical scenario

The job offer

John holds a wide range of experience and certificates in operation of numerous diverse types of heavy plant machinery such as rollers, bulldozers, and diggers. John in his previous work he had managed to master good skills in the task. In the past three months, he has managed to join a large constructions company. During induction in the new company, John managed to get to know how the company’s systems of employee’s reviews, such as training needs are operated. As a result of the induction, he has managed to see other employees get development support and has been talking with them about personal management ambition. Through socialization, John seems to be eager to know how other employees are developing their skills on this area and seems to be determined to do the same in order to keep up with the development pace being experienced. Therefore, instead of John waiting for the formal review, he goes ahead, completes, and submits a training time formal request.

Psychological contract issue

As a plant operator, john has not been employed for the duration of six months making him not eligible for the training scheme. In such a case the site manager is fully aware that he is not obliged to accept the request. The manager could simply inform the plant operator that he is not eligible and his request would not be accepted. Nevertheless, the manager decides to introduce a policy that is more flexible and consider a training request from all employees formally. As a result, the manager organizes a meeting in order to discuss the matter and reinforce major communication regarding the company’s strategies and training and development. This approach was to be a separate exercise before advertising for a heavy plant operator /driver vacancy. Instead, the manager managed to complete the review the training and process need analysis for his current employees. In addition, the manager managed to organize his staff to take account of the operational plan of the business and considerable training obligations and the available budget. The managers’ idea on the level of additional requests is strong that these requests might be rationally supported.

The request that has been submitted by John falls under the category of paid day release for the entire coming academic year, fees for the course and attainment of accredited qualifications such as safety levels certificates inside the construction site. John request suggested that he would be able to assist the employer more as he will be able to take an extra task. In his consideration, the site manager feels that the tasks that fall under Johns request have been covered adequately and an additional person with similar qualifications would be of no additional help and improvement of the business performance. In the meeting, the site manager gives an explanation stating that the local operation is likely to suffer in case they go short of a plant driver for just a single day every week. The site manager added that they have no one qualified and available to regularly backfill and does not have the budget available to pay for this training.

Performance and management issue

The site manager explains that the regular review wee to be done a particular date proffered by the company and which will enable employees to request to be put into consideration together and given priority against business needs. Finally, he clarified that an employee statutory to request applies only when one is employed for a period of six months, but assured John that his request is still under consideration in line with the company’s training policy.

The decision of the site manager is confirmed in writing by the reason why the request is refused which is that the proposed training will into detrimental impacts on the company to meet the customer needs. This notification also comprises of company’s appeal procedure and details. An employee is required to call the Acas helpline before embarking on any step towards pursuing the company’s appeal process. John is informed by the Acas point that he does not have the required minimum length of service to enable him qualify and make the request to train and no latent claim to an employment committee which they might help resolve. Nevertheless, the suggestions made are that John should try and consider raising the issue from within the company in an informal way, but if essential through the company’s grievance process. John after having an informal communication with his time to train such as issues of taking care of seven line manager requests he makes a decision not to push for the training application anymore at that point. Later in the year during a formal review, a suitable training is agreed upon.

Scenario questions

Many questions arise on the basis of person job fitness, performance review, and management. These include;

  • Did John want to bypass the company policy by submitting the training request and was fully aware of the requirements?

  • Why does the site manager fail to nullify Johns request and instead gives him false hopes that the company will try to make some amendments to the policy in order to accommodate his request?

  • Is it possible that the employees within the company so far are underperforming and the management does not find it worth to spend more money and time on training more employees? Finally, did John realize that he was going against the company policies while pushing for the consideration of his request and he was simply tired of stabling blocks the management took him, though?

References

Andersson, L. M., & Bateman, T. S. (1997). Cynicism in the workplace: Some causes and effects. Journal of Organizational behavior, 449-469.

Barrett, M. (2004). Should they learn to interrupt? Workplace communication strategies Australian women managers forecast as effective. Women in Management Review19(8), 391-403.

Persky, S., Kaphingst, K. A., Condit, C. M., & McBride, C. M. (2007). Assessing hypothetical scenario methodology in genetic susceptibility testing analog studies: a quantitative review. Genetics in Medicine9(11), 727-738.

Spector, M. D., & Jones, G. E. (2004). Trust in the workplace: Factors affecting trust formation between team members. The Journal of social psychology144(3), 311-321.Sias, P. M. (2004). Disengaging from workplace relationships. Human Communication Research30(4), 589-602.