Chat with us, powered by LiveChat 1 Assignment 2 Please read ALL directions below before starting your final assignment - Study Help


Assignment 2

Please read ALL directions below before starting your final

assignment. INSTRUCTIONS:

• Read the entire case study carefully and then respond to the seven

Discussion Questions on page 5. Answer all questions and all parts

of each question.

• Develop each answer to the fullest extent possible, including citations

from course resources, where applicable, to support your


• Submit your assignment as a separate MS Word document in your

assignments folder. Do not type your answers into the case study


• Include a Cover Page with Name, Date, and Title of Assignment.

• Do not include the original question. Use the following format:

Question 1, Question 2, etc.

• Each response should be written in complete sentences, double-

spaced, and spell-checked. Use 12-point Times New Roman font

with 1-inch margins on all sides.

• Include page numbers according to APA formatting guidelines.

• Include citations in APA format at the end of each answer.

• You must submit to the assignment link by the due date. A missing

assignment will be assigned a grade of 0.

© 2008 Society for Human Resource Management. Alan Cabelly, Ph.D.


Case Overview—Part B
In August, Jason Hubbs submitted a résumé to the human resource department of Big Time

Computers Inc. in response to an advertisement in the local newspaper for a senior technical

writer. After a short interview process in which three of the four individuals on the selection

committee felt that he should be hired, Lisa Cavanaugh hired him.

Hubbs spent a three-week training period learning departmental methods and procedures,

becoming familiar with Big Time’s products, and preparing for his first writing assignments. As

a senior writer, Hubbs was also expected to serve as a technical publications project leader for

one of Big Time’s product groups. During the training period, Hubbs attended project meetings

to meet the employees from other departments who were involved with that product group and

to become current on what was happening within it.

Following the training period, Hubbs started his first writing assignment, the revision of a

software manual to reflect upgraded product software. Hubbs went two weeks beyond the

scheduled date for completing the first draft of the revision. In editing the first draft, Hamrick

felt that the writing quality and organization were poor and suggested extensive changes before

the manual was distributed for review. Hubbs implemented these changes and prepared the

manual for review. One week before the review, Hubbs sent an advance notice email message to

the reviewers, notifying them of the upcoming review. Mark Samson, the project leader for the

product described in the manual, pointed out to Lisa Cavanaugh that the message was sloppy,

and had misspellings and poor grammar. He expressed concern that the credibility of the

technical publications department was at risk if the quality of any of the written material that

went out to the entire company was poor. Hamrick and Samson also expressed concern to

Cavanaugh about Hubbs’s writing ability.

Cavanaugh decided to implement some procedures to monitor Hubbs’s progress and temporarily

give him more supervision. She scheduled weekly meetings with Hubbs during which he was to

give her a detailed status report for the week, with particular emphasis on tracking manual

schedules. She also required Hubbs to send his work to the technical editor on a chapter-by

chapter basis, and each week Hamrick would meet with Hubbs to discuss his writing.

Cavanaugh also decided to postpone giving project leader responsibilities to Hubbs, but she had

him continue to attend project meetings with Murray and planned to give Hubbs a project in the


Resentment was starting to develop in the technical publications department due to Hubbs’s

failure to meet expectations. Several of the writers complained to Cavanaugh because Hubbs

had been hired as a senior writer at a higher salary, yet his writing skills were apparently inferior

to theirs. Murray also expressed dissatisfaction at having to serve as project leader for two

projects when the expectation was that Hubbs would take one of the projects.

© 2008 Society for Human Resource Management. Alan Cabelly, Ph.D.


Hamrick fell behind in his editing assignments because of the extra time he was spending with

Hubbs, and the editorial assistants complained about the quantity of cleanup required because of

Hubbs’s poor work. In private meetings with dissatisfied employees, Cavanaugh expressed faith

in Hubbs’s abilities and urged patience while she worked on developing his skills.

Hubbs showed signs of improvement in his writing skills and his ability to meet deadlines under

the procedures implemented by Cavanaugh. As a result of this and because Hubbs now had four

months’ experience at Big Time, Cavanaugh assigned Hubbs to write a marketing article on a

topic related to his area of technical expertise. Hubbs was to work with a marketing engineer

and a marketing product manager to develop the article by a specified date. When the initial

review of the article was due, Hubbs gave the first draft to the marketing department without

any review or edit from within the technical publications department. Marketing was dissatisfied

with the organization and content of the article; Dennis Smith, marketing product manager, met

with Lisa Cavanaugh to express this dissatisfaction. Although Cavanaugh assured Smith that

technical publications could complete the article to his satisfaction and on schedule, Smith

decided to have the article written by a marketing employee.

Though his writing skills were slowly improving, lingering resentment continued about

Hubbs’s status and salary as a senior writer. Morale in the department was low. Hamrick

continued to have a difficult time fulfilling his editing responsibilities because of the extra time

he was spending with Hubbs, and Murray couldn’t meet manual schedules because of the time

spent fulfilling project leader responsibilities for two projects. Lisa Cavanaugh knew that it was

time to act.

© 2008 Society for Human Resource Management. Alan Cabelly, Ph.D.


Big Time Computers inc.
Technical Publications Department

© 2008 Society for Human Resource Management. Alan Cabelly, Ph.D.


Answer the following:

1. Evaluate the effectiveness of the process of onboarding Hubbs. What elements of the

new hire orientation and onboarding processes would be particularly important to his

successful performance?

2. Assume the role of the manager in this case. How do you handle a new employee who

lacks the specific skills that were presented during the selection process? How do you

determine if additional training is the solution and how much training is reasonable or

expected? How would you know if training is not the solution?

3. Discuss the risks versus the benefits of the manager’s decision to have Hamrick mentor

Hubbs. Overall, do you think this decision was effective? If you do not agree, who do

you think would have been a more suitable mentor for Hubbs and why?

4. Evaluate the manager’s process of handling Hubb’s performance problems. Was it

effective or could it have been handled differently? Was anything overlooked? What

other factors besides lack of skills or ability could have contributed to Hubb’s poor

performance? How could the manager have mitigated some of these factors?

5. Consider the performance issue with the marketing department. What happens when

poor performance by a team member affects a department’s reputation and credibility?

What options should the manager consider in rectifying the situation?

6. The manager needs to act. What are her options and what factors and/or additional

information must she consider before making a decision? What are the implications of

this decision for the team?

7. Review Case A and reflect on the recruiting and selection processes used to hire Hubbs.

• How could the recruiting and/or selection processes been improved to mitigate the

new hire’s performance issues?

• What effect could the recruiting and/or selection processes have had on Hubbs’s

subsequent performance and his team’s perceptions of his performance?

© 2008 Society for Human Resource Management. Alan Cabelly, Ph.D.


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