Analysis Paper, the reading is attached, the "model for analyzing cases in HRM" is what needs to be followed to complete the analysis. I can also provide an example the assignment that was given to me if needed
A MODEL FOR ANALYZING CASES IN HUMAN RESOURCES MANAGEMENT Purposes of Cases A case is a written description of events and activities that have taken place in an organization. Cases allow you to experience a different kind of learn- ing—learning by doing. They are intended to give you an opportunity to actively experience the reality and complexity of the issues facing practicing managers and human resource executives. While other disciplines like physi- cal science allow you to test theories in a laboratory, performing a case analy- sis allows you to apply human resource management theories to specific orga- nizational problems. The cases and other materials in this book will help you develop your analytical and problem-solving skills. Cases enable you to ana- lyze organization problems and to generate solutions based on your under- standing of theories and models of effective human resource management (HRM). Both a “decision-maker” and an “evaluator” approach are used in the cases. In the decision-maker approach, the primary goal is to sort out infor- mation given and to propose a viable solution to the problem(s) identified. In the evaluator approach, the human resource management decisions have already been implemented, and the primary goal is to evaluate outcomes and consequences and to propose alternative solutions. Student Preparation of Written Cases There are any number of possible approaches to analyzing a case. The most important point to remember is that case analysis involves decision making. There is no absolutely right or wrong solution to a case problem. Your major task as a decision maker is to present a coherent and defensible analysis of the situation based on human resource management concepts and theories. Just as managers in the “real world” must persuade their colleagues and superiors that their proposals are sound, so must you persuade your fellow students and your instructor that your analysis of the case and proposed solution are the best. You should follow a few preliminary steps before preparing your written analysis. First, give the case a general reading to get an overall sense of the sit- uation. Put it aside for a while, then read it a second time and make notes on the critical facts. Case facts provide information and data on attitudes and val- ues, relative power and influence, the nature and quality of relationships, the 200811_5ed_FM 11/3/03 2:12 PM Page xiii organization’s objectives and human resource management policies/func- tions, and other pertinent aspects of the organization. Keep two key questions in mind as you review the facts of the case: First, are there discernible patterns in the facts? Second, what can be inferred about human resource manage- ment practices in this organization from the facts presented? You should attempt to classify, sort, and evaluate the information you have identified in this preliminary step. Once you have a clear understanding of the critical facts in the case, you can prepare your written analysis using the five-step model that follows. Written Cases Analysis Model Step 1. Problem Identification. The first step in your written analysis is to explicitly identify the major problem(s) in the case in one or two clear and precise sentences. For example, “The major problem in this case is a 15 per- cent increase in employee turnover compared to last year’s rate.” Herbert Simon, who received a Nobel Prize for his work on management decision making, has defined a problem as “a deviation from a standard.” In other words, one way to identify a problem is to compare some desired state or objective with the actual situation. A problem or series of problems may pre- vent the organization from reaching its objectives or goals. A key point here is that in order to define a problem, there must be some type of standard for comparison. Possible standards include the organization’s stated objectives or goals, objectives or goals of competing organizations, or standards based on normative prescriptions from human resource management theory. Step 2. Identify the Causes of the Problem. Before proposing alternative solutions, the decision maker must have a clear understanding of the under- lying causes of the problem. HRM problems are usually embedded in a larger con- text. This means the decision maker must examine internal and external envi- ronmental factors over time to isolate causal factors. Causes of problems tend to be historical in nature. To formulate a solid understanding of the specific causes, you should search for root causes and use relevant course concepts and theories to better define them. The “question syndrome” approach may be beneficial here: Why did the problem occur? When did it begin? Where does it occur? Where doesn’t it occur? What effective HRM practices should the organization be using? What has the organization failed to do? What are the antecedents of the problem? Posing these questions will help you to probe beyond the symp- toms to the root causes of the problem. The process of identifying the causes of a problem is very much like hypothesis testing. You should set forth possible causes and then test them against the facts in the case. In writing this section, it is important to present a plausible discussion of the causes so as to convince the reader that your analysis is correct. Step 3. Alternative Solutions. This step involves developing alternative solu- tions and evaluating their contributions to resolving the problem(s) identi- fied. Proposed alternatives should be consistent with the problem(s) and 200811_5ed_FM 11/3/03 2:12 PM Page xiv cause(s) identified. You should attempt to develop at least three possible alternatives. For many cases, you may be able to propose more than three. List each of your alternatives and the advantages and disadvantages associated with each. Keep the following criteria in mind as you evaluate your alternatives: time constraints,feasibility, cost, contribution to meeting the organization’s objectives, and possible negative side effects. Developing a list of good alterna- tives involves creativity and avoiding preconceived attitudes and assumptions. It may be useful to brainstorm possible solutions before weighing their advan- tages and disadvantages. Step 4. Select the Best Alternative. Indicate the alternative you have chosen to solve the problem. It is important here to justify why you chose a particu- lar solution and why it will best resolve the problem(s). Step 5. Implementation Steps. Now that you have a solution, you must develop appropriate action plans to implement it. In this section of your writ- ten analysis, you want to specify, as much as possible, what should be done, by whom, when, where, and in what sequence. For example: Who should implement the decision? To whom should it be communicated? What actions need to be taken now? What actions need to be taken later? If you recom- mend that the organization revise its performance appraisal process, give as much detail as possible on the content of the revisions. Finally, in this section you should also indicate follow-up procedures to monitor the implementa- tion of your solution to ensure that the intended actions are taken and that the problem is corrected. While these steps have been presented in linear fashion, case analysis does not involve linear thinking. You will probably find yourself thinking about all of the parts of the analysis simultaneously. This is perfectly nor- mal and underscores the complexity of decision making. To present a clear written analysis, however, it is important to write up your report in the ana- lytical form just described. As you gain experience with the case method, you will end the course with a better understanding of both your problem- solving ability and effective human resource management practices. Pitfalls in Analysis Amateurs at case analysis often encounter the pitfall of jumping to a con- clusion, which in effect bypasses analysis. For example, a student may readi- ly observe some overt behavior, quickly identify it as objectionable and, therefore, assume it is a basic problem. Later, with some dismay, the student may discover that the prescribed action had no effect on the “problem” and that the objectionable behavior was only a symptom and not the actual problem. Another common mistake is for students to reject a case because they think there is insufficient information. All desirable or useful information is sel- dom available for analyzing and resolving actual problems in real organizations. Consequently, managers must do the best they can with the information avail- able to them. Furthermore, the main issue in solving the problems of many 200811_5ed_FM 11/3/03 2:12 PM Page xv organizations is to determine what additional and relevant information is available or can be obtained before adequate analysis can be made and appro- priate action taken. If additional information is available, the manager must decide whether it is worth getting, whether it is meaningful and relevant, and whether it can be secured in time to be useful. Thus, an apparent lack of infor- mation in cases is actually a reflection of reality that students must learn to accept and overcome. Students occasionally search for the “right” answer or solutions to cases and sometimes they ask their instructor what actually happened in a case. Although some answers or solutions are better than others, there are no “right” answers or solutions. What actually happened in a case is usually irrel- evant—the focus of case study should be on the process of analysis, the diag- nosis of problems, and the prescription of remedial action rather than on the discovery of answers or results. Many of the cases and incidents in this book were in the process of being studied and resolved at the time the pieces were written. Consequently, the real life outcomes were not always available. Although some of the cases do include what happened, no case is intended to illustrate either right or wrong, effective or ineffective solutions to human resource management problems. 200811_5ed_FM 11/3/03 2:12 PM Page xvi