RECRUITING A WATER PLANT TECHNICIAN 5
Question one: Could the personnel director have approached thissituation differently?
It is absolutely clear that the personnel director could haveapproached this situation differently. It is evident from the casestudy that Shelly Wong is the most qualified candidate for the job.It is vital for the manager to note that flexible working hours isone of the key issues that motivate employees and enhance theircommitment to their work. As a consequence, the personnel directorwould have offered Shelly the job and allocate her time for herpersonal needs (Klingner et al, 2010). However, for thepurposes of equality, the personnel manager should not favor oneemployee by allowing her to leave the workplace without leave.Therefore, the time off for Shelly have been granted partially.
The approach to the issue by the manager in terms of gender was alsowrong. The case study indicates very clearly that Shelly was the mostqualified for the job (Klingner et al, 2010). Therefore, hersex does not matter. As the old adage goes, what a man can do, awoman can do better. It would have been appropriate if the personneldirector had denied the lady the job on the basis of her social needsat home rather than on the basis of being a woman.
Question two: If the city wanted to "get where it should be inthis area," what should it do?
The city must first of all view women as equal men. It is absolutelywrong for the personnel manager to believe that a woman cannot be ina position of a water plant technician since the field is dominatedby men. It is vital for the city to come up with policies thatrecognize the individual differences amongst employees. The city’shuman resource department must recognize that women have specialneeds that are different from those of men. However, these specialneeds do not make them lesser beings whatsoever. Their abilities toperform in various tasks which are largely known to be dominated bymales is exceptional.
It is also imperative for the city to come up with strategies ofemployee motivation. His may include offs such the one Shelly wasrequesting. In other words, with the increased social and familyneeds amongst the employees, the city needs to come up with aflexible working hours in order to accommodate people such as Shelly.Lastly, the city must learn that people are in the age of equalitywhere nobody should be discriminated either on the bases of sex,color, race or ethnicity. In this case study, the personnel directorseems to be biased against the female gender.
Question three: How might each of the following productivityimprovement strategies ease this dilemma (flextime, job sharing,telecommuting, and teamwork and collaboration)?
The dilemma in this case study could easily be solved throughflextime. It is evident that what Shelly needs is a flexible workingtimetable in order for her to be able to attend to her social andfamily issues (Klingner et al, 2010). Therefore, if she wouldbe offered flexible timetable, this would not only increase herproductivity, but would also earn her loyalty and commitment to theorganization. Job sharing is another aspect that could have solvedthis dilemma. Whereas Shelly might have required numerous time out ofwork, it is evident that her job would be shared amongst theemployees present upon a request.
Telecommuting could also have been a remedy to the problem albeitpartly. However, if telecommuting would collaborate with job sharing,it is evident that the problem would have been solved. Shelly wouldwork outside the office when she has to leave to attend to her familymatters. Lastly, teamwork and collaboration with fellow technicianswould have helped to ease this dilemma. This is so since if thetechnicians are working as a team, it means that there are noindividual duties and responsibilities, but they are all donetogether. As a result, her absence in the workplace would not befelt.
Question four: What possible problems might this organizationencounter in implementing any of the strategies you think might beusefully applied here? How might it overcome them?
The organization must come up with strategies which would ensurethat people with special needs such as Shelly are catered. However,this should be done while putting in mind the issue of equality.While trying to implement such a policy or strategy, the organizationmight face resistance from other employees who might think that theyalso deserve such special treatment. The organization also needs tocome up with policies of equality where men and women are viewed asequal in the workplace (Gregory, 2013). This might also receiveresistance from the male workers who seem to have believed that theyare better than women. The organizations needs to explain to all theemployees on the aspects of equality and the need of having a balancebetween work and family.
Question five: Are work/life issues predominantly issues that femaleemployees must deal with? Are there different issues for women andmen?
Whereas women are regarded as being equal to men at least in theworkplace, it is evident that they faced by a huge burden ofbalancing between work and the family issues (Klingner et al,2010). It is evident that women are the family caregivers. An exampleof lactating mother illustrates this problem clearly. Such a womanmay want to run home every now and then to look after the child.Female employees must deal with imbalance of work and their familylife.
It is clear that the issues that affect women do not affect men. Themain issue in this regard is family and the children (Gregory, 2013).In a typical family, the mother looks after the children while theman provides for the family.
Gregory, R. F. (2013). Women and workplace discrimination:Overcoming barriers to gender 1 equality. New Brunswick, NJ:Rutgers Univ. Press.
Klingner, D.E, Nalbandian, J., and Llorens, J. (2010). PublicPersonnel Management: Contexts and Strategies (6th Edition). NewYork: Longman/Pearson