Muffler Magic Case.doc

Muffler Magic Case Notes

Muffler Magic examines some of the challenges of a growing company that has multiple locations. As a company expands, the human resource management (HR) practices need to adapt to the changing work environment. rowth for Muffler Magic has resulted in challenges such as poorer !uality and lower productivity. As a result, the case provides an illustrative example on the relationship "etween HR practices and "usiness profita"ility. #n this case, expansion includes opening new locations and thus the process to ensure consistency in hiring and training practices "ecomes even more important. $his case also examines the influence a compensation structure can have on the !uality and !uantity of work produced.

%uestions B-18. Write a one-page summary outline listing three or four four recommendations you would make with respect to each HR function (recruiting, selection, training, and so on that you think Ron Brown should !e addressing with his HR manager.  As a growing growing organi&ati organi&ation on with several several management management challenges, challenges, there there are a wide range range of recommendations that could "e addressed. 'ome examples include evelop written *o" descriptions for each technician position. #dentify new recruitment sources for candidates such as trade schools or an employee referral program to find !uality candidates. evelop a more extensive selection process including work sample tests where the candidate could demonstrate their a"ility to complete a repair. repair. +ould also develop a structured interview guide that asks "ehavior"ased !uestions. evelop a new hire orientation process that provides a consistent orientation to company procedures. -rovide safety training to avoid accidents and in*uries. #mprove onthe*o" training and look for outside training programs to help "uild the skills of the technicians. #mplement a performance appraisal process to provide employees with developmental feed"ack.  Administer  Administer an attitude attitude survey survey to understand understand reasons reasons why why employees employees leave to support the development of retention plans. #mplement incentive pay plans similar to those that the professor recommended. +onduct a market analysis to examine the external competitiveness of the pay the company offers. • •

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B-1". #e$elop a 1%-&uestion structured inter$iew form Ron Brown's ser$ice center managers can use to inter$iew eperienced technicians.

'tudents could provide a wide variety of interview !uestions in response to this !uestion. 'ome of the !uestions could "e introductory to esta"lish rapport. thers may "e situational or "ehavior"ased !uestions. All !uestions should correspond to the *o" description of a technician. B-)%.*f you were Ron Brown, would you implement the professor's recommendation addressing the presenteeism pro!lem+in other words, start paying for sick days Why or why not

-roviding compensation for sick days is a valua"le "enefit for employees. Ron argues that a sick employee is at least somewhat productive. However, if the employee takes the day off to recover from his or her illness, the employee will likely return the next day at full productivity. #f the employee works while he or she is sick, sick, he or she is likely to "e less productive for several days. /urther, when when employees comes to work while they are sick, they are likely to spread their illness to other workers which then leads to less productivity amongst others. However, if Ron does offer sick days, he should implement specific guidelines on the use of sick days to ensure that they are only used when an employee is actually sick. B-)1.*f you were ad$ising Ron Brown, would you recommend that he implement the  professor's skill-!ased pay and incenti$e pay plan as is Why Would you implement it with modifications *f you would modify it, please !e specific a!out what you think those modifications should !e, and why.

verall the skill"ased pay and incentive pay plans appear to "e a good way to tie pay to performance and provide provide some incentive for employees to work productively. productively. 'kill "ased pay can help avoid narrowing the *o" duties for the technicians through paying them for the skills they are are a"le to demonstrate. $he incentive pay system system seems to target improving overall team productivity. However, Ron may also want want to consider individual incentive pay opportunities. /or example, a standard hour pay plan could provide an incentive to complete *o"s more efficiently.