CASE STUDY: "IN HINDSIGHT, WE COULD SEE IT COMING" 5
Case Study: "In Hindsight, We Could See It Coming"
Case Study: "In Hindsight, We Could See It Coming"
Question one: In hindsight, what do you think the city couldhave done differently? (If anything?)
It is evident from the case that the city had prior knowledge of thepotential danger and threat that Clifton McCree posed to the otheremployees and the management. It is clearly pointed out that CliftonMcCree had shown paranoid behaviors and had shown potential andfascination for violence (McClure, 1996). Despite these indicationsof potential violence, the city management did not take it uponitself to offer formal counseling to Clifton McCree. On the contrary,Clifton McCree was offered informal counseling by fellow employeeswho sympathized with him and yearned that he retains his job. Thecity could have offered formal counseling to the employee and alsothe city would have considered taking Clifton McCree to arehabilitation center where extensive counseling could have beenoffered. The city also failed to pay Clifton McCree and dismissedhim, which aggravated his perception that he was dismissed because ofhis race (Klingner et al, 2010). The city would have taken uponitself and offer to pay Clifton McCree his dues before dismissinghim. Lastly, it was the responsibility of the city to offerprotection to its employees. The city would have prevented the entryof Clifton McCree to the work station where his co-workers wereworking that fateful morning.
Question two: Under the standard of “foreseeability,” doyou think the City can be held liable for failure to take moretimely action against Clifton McCree?
It is clearly evident form the case study that the city had takenaction in a timely manner to dismiss Clifton before he committed anyviolent action. As the case study states, the violent action, whichresulted to the death of five of former workmates and that of himselfoccurred 18 months after he was dismissed (Klingner et al, 2010).This is a clear indication that the city had taken the responsibilityof removing or dismissing him from the rest of the other employees inorder to ensure that their security is guaranteed. However, whereasthe city might have dismissed Clifton in time, it would have beenprudent to follow up on the progress that he makes in regard to hisho tempered. In my opinion and based on the standard offoreseeability, the city cannot be held responsible for failing totake timely action to protect the occurrence of the violent activity.However, the city can be charged for failing to offer protection ofthe employees from external intruders.
Question three: Did the City’s prompt and responsible action(to discharge Clifton McCree under its new work- place violencepolicy) in fact increase the chance of workplace violence?
A critical at the case study indicates that the employee who wasdischarged and not paid his dues was extremely aggravated by theincident. As a consequence Clifton viewed the dismissal asdiscrimination against his race. This resulted in the violence anddeaths that were witnessed in the workplace. If this case is lookedat from another angle, it would have been prudent for the city toretain Clifton and extend formal counseling to him. His dismissalfrom the workplace increased the chances of the violence occurring.However, it imperative to note that the policy developed by the citywas extremely effective and timely in trying to eliminate workplaceviolence.
Question four: HRM usually takes place in communities affectedby racial or ethnic unrest, alcohol or drug abuse, and disgruntledemployees with easy access to weapons. What can HR managers do tolessen the chances of these factors resulting in workplace tragedies such as this one?
The human resource management is one department in everyorganization that is critical to the heart beat of the organization.This is for the sole reason that the department deals with the mostcrucial asset of any organization, which is the human resource.However, the department of human resources is also faced withnumerous challenges of dealing with different types of employees. Theissue of race and ethnicity unrest is normally rife in numerousorganizations. In this regards, the human resource department mustensure that their workforce, whom they recruit, consists of abalanced number of employees from the different races and ethnicbackgrounds (Baron, 2000). This balance will go a long way in tryingto balance the tension that exists as a result of the perception thatone race of ethnic group is being favored at the expense of theother.
The human resources department must also ensure that they offer jobopportunities to only the people that they have extensivelyinterviewed to have a background of their lives. The human resourcesmanagement must ensure for example that they do not hire people whohave a history or is suspected of having a history of drug abuse. Thehuman resource departments must also ensure that they do not hiredisgruntled employees from entering into their workforce. This can beviewed as preventive measures, which will in turn ensure that thechances of violence are lessened in organizations (McClure, 1996). Itis also apparent that the human resources management departments canalso give disciplinary measures to workers who are violent at theworkplace. For instance, the human resources management can sendviolent employees on compulsory leaves without payment. This woulddeter the incidences of violence in organizations.
Klingner, D.E, Nalbandian, J., and Llorens, J. (2010). PublicPersonnel Management: Contexts and Strategies (6th Edition). NewYork: Longman/Pearson.
McClure, L. F. (1996). Risky business: Managing violence in theworkplace. New York: Haworth Press.
Baron, S. A. (2000). Violence in the workplace: A prevention andmanagement guide for businesses. Oxnard, CA: Pathfinder Pub. ofCalifornia.