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Yashvi Patel IHRM Case study 20449285 International Human Resource Management CASE STUDY by Yashvi Patel Student ID 20449285 09.05.2023

Yashvi Patel IHRM Case study 20449285 Scenario 1 Use, as relevant, similarity attraction theory, social identity theory and social categorisation theory to examine the situation Similarity-Attraction Theory: The similarity-attraction theory posits that individuals tend to be more inclined towards individuals who they perceive as similar to themselves, leading to increased interaction and relationship formation (Wiley et al., 2007). Comprehending personnel management in the workplace presents a crucial opportunity for establishing a satisfactory environment (Balnave, et al., 2009). Given the circumstances, it is conceivable that Robin Smith, the facility manager, may be exhibiting inadvertent partiality towards employees who possess comparable backgrounds to his own, resulting in favourable treatment with regards to advancements, incentives, and educational prospects. Social Identity Theory According to Raskovic et al. (2021), Social Identity Theory suggests that individuals obtain a portion of their self-concept from their perceived affiliation with a social group. Individuals often exhibit a tendency to display a preference towards members of their in-group while exhibiting discriminatory behaviour towards those who are part of the out-group. In this scenario, it is possible that Robin Smith may subconsciously view employees from non-CALD backgrounds as the in-group and those from CALD backgrounds as the out-group, resulting in disparate treatment. Social Categorisation Theory According to Mohammad et al. (2021), this theory posits that individuals are classified into groups as a means of comprehending and distinguishing them. One potential drawback is the inclination to perceive individuals outside of one's own group in a stereotypical manner and to evaluate them with greater severity. It is possible that Robin Smith is engaging in the practise of categorising employees based on their cultural backgrounds, which may result in implicit biases and a dearth of opportunities for individuals from culturally and linguistically diverse (CALD) backgrounds. 2. Suggest a solution to the potential problems arising from the situation Diversity and Inclusion Training It is imperative to ensure that Robin Smith and other managers receive diversity and inclusion training that highlights the significance of treating all employees equally, regardless of their backgrounds. According to Zhang and McGuire (2022), diversity and inclusion training enhances comprehension of employees' backgrounds. The objective of this initiative is to mitigate biases and foster a work environment that is more inclusive.

Yashvi Patel IHRM Case study 20449285 Review of Decision-making Processes It is recommended to implement a transparent and equitable process for the allocation of bonuses, performance incentives, opportunities for career advancement and development, as well as training programmes (Fahmi & Ali, 2022). One potential solution could be to adopt a committee-based approach for decision-making, rather than relying solely on the judgement of an individual. Feedback Mechanisms: Incorporate systematic feedback mechanisms to provide employees with a safe platform to express their concerns without any apprehension of retaliation. Implementing this measure would guarantee timely detection and resolution of any potential issues. Consistent feedback is a crucial mechanism that facilitates understanding of the input, interaction, and relationship between employees and their work environment (Fahmi & Ali, 2022). The feedback mechanism will facilitate a comprehensive understanding of the employees' perspectives and experiences. Promotion of Cross-Cultural Interactions It is recommended to promote activities that foster interaction and enhance understanding among diverse cultural groups within the organisation, as suggested by Giddens and Sutton (2014). This approach has the potential to facilitate the breakdown of barriers and promote a more inclusive environment (Edgell 2016). Scenario 2 1. Provide an explanation of why IU’s work performance has become less than satisfactory The concept of the psychological contract holds significant importance in the field of organisational psychology. The term pertains to the unspoken and inferred collection of anticipations that exist between an employee and their employer, as stated by Holland et al. (2015). Although this agreement is not a legally binding or formally documented employment contract, it serves a crucial purpose in establishing the parameters of the relationship between an employee and their organisation. According to Van Krieken (2014), the psychological contract is a comprehensive agreement that encompasses various aspects that collectively contribute to the overall work experience. Regarding IU, the implementation of the novel study leave policy seems to have resulted in a perceived breach of the psychological agreement. Prior to the implementation of this policy, it is probable that IU perceived the organisation as being conducive to the advancement of their personal and professional growth, despite the fact that their academic pursuits were not directly aligned with their present employment. The revised study leave policy, which restricts leave to studies that are directly relevant to an employee's present role, could have been perceived by IU as a reduction in their supportive measures. The alteration may have been perceived as a violation of their psychological agreement, resulting in a range of adverse reactions.

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Yashvi Patel IHRM Case study 20449285 Furthermore, it is possible that their work motivation was adversely impacted due to a perceived lack of recognition and appreciation from the organisation towards their personal endeavours for self-improvement. Finally, this scenario may have engendered a perception of inequity in IU, which could result in a reluctance to engage in collaborative activities and a rise in absenteeism. 2. Suggest a solution to the problem. Open Communication: The initial course of action is to engage in a candid and compassionate dialogue with IU regarding their sentiments towards the recently implemented policy and its impact on their drive and job productivity. It is imperative to comprehend the perspective and emotions of the individual regarding the breach of contract. Policy Review: It may be advantageous to conduct a review of the study leave policy, if deemed feasible, in order to assess its effects on employee morale and productivity. It is possible to consider modifications to the policy that would introduce a degree of flexibility. This could be achieved by expanding the scope of eligible study areas or by making exceptions in specific circumstances. Support and Recognition: It is imperative to extend adequate support and recognition to IU in their educational endeavours. This may encompass non-financial assistance, such as accommodating work schedules or recognition of their endeavours to pursue further education. Rebuilding Trust: Re-establishing trust is of utmost importance in light of the perceived breach of contract, as noted by Legge (1995). This entails maintaining open and clear communication, providing equitable treatment, and demonstrating a dedication to the welfare of employees. Scenario 3 With reference to your understanding of the role of the human resource manager explain: 1. what disciplinary action, if any, you will take against GM The first step in this scenario is to ensure that General Manager (GM) is afforded a fair chance to provide an explanation regarding the incident. Misuse of company resources is a significant infraction that warrants disciplinary measures (Froehlich, et al., 2021). This is of utmost importance as there could be extenuating factors that are not within our knowledge. Notwithstanding, it is crucial to bear in mind that utilising a credit card issued by the company for personal reasons constitutes a substantial

Yashvi Patel IHRM Case study 20449285 violation of the majority of company policies. This is a matter of great significance that cannot be disregarded. One potential course of disciplinary action to be considered is the issuance of a formal written warning. Considering General Motors' prior satisfactory performance, this could be deemed a suitable initial course of action. The notice ought to distinctly delineate the gravity of the wrongdoing and unambiguously declare that such conduct is not tolerable. This communication serves as a formal notice to remind you of the company's policies and procedures. The subsequent course of action to be considered is to mandate that GM reimburses the sum utilised for personal purposes. This particular step holds significant importance as it not only addresses the immediate financial impact resulting from the misuse, but also reinforces the notion that company resources are not to be utilised for personal benefit. In specific instances, based on the organization's guidelines and the gravity of the infraction, it may be suitable to suspend GM's credit card authorisation, at least temporarily. This measure can act as a preventive measure, discouraging any future misuse of the organization's resources. In light of the infraction, it may prove advantageous for GM to partake in training pertaining to the appropriate utilisation of corporate resources. This measure will enable GM to gain a comprehensive understanding of the rules and regulations, thereby mitigating the likelihood of similar incidents occuring in the future. It is advisable to customise these suggestions to conform with the disciplinary policy and procedures of the organisation. It is imperative that any measures implemented are deemed commensurate with the infraction, thereby guaranteeing equity and uniformity throughout the disciplinary proceedings. 2. your reasons for taking such action There are several reasons why disciplinary action is warranted in the work environment (Hall, et al., 2013). First and foremost, GM's use of the company credit card for personal purposes represents a clear violation of company policy. Not addressing this violation could set a harmful precedent, potentially encouraging similar behaviour among other employees. It's critical to demonstrate that policy violations, irrespective of the employee's performance or position, are not tolerated within the organization. Taking appropriate action is vital for maintaining trust and integrity within the company. Misuse of company resources undermines this trust and could potentially harm the company's reputation. By taking action, we reaffirm our commitment to uphold the values of honesty and integrity. lastly, equity is a cornerstone of any system. Misuse of business resources without consequences can cause frustration and low morale among workers who play by the

Yashvi Patel IHRM Case study 20449285 rules. It is vital to understand that all employees are subjected to company policy and disciplinary actions in case of violation of any policy. In this case, the GM is not exceptional to escape these regulations. Moreover, this implies to the rest of the employees that, the company is strict and committed towards transparency.

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Yashvi Patel IHRM Case study 20449285 References Balnave,N., Brown, J., Maconachie, G. and Stone, R (2009) Employment Relations in Australia 2 nd Ed John Wiley and Sons, Australia Edgell.S, Gottfried.H and Granter. E (eds) (2016) The SAGE Handbook of the Sociology of Work and Employment. SAGE, USA. Fahmi, I. and Ali, H., 2022. Determination of Career Planning and Decision Making: Analysis of Communication Skills, Motivation and Experience (Literature Review Human Resource Management). Dinasti International Journal of Management Science , 3 (5), pp.823-835. Froehlich, D.E., Beausaert, S. and Segers, M., 2021. Similarity-attraction theory and feedback-seeking behavior at work: how do they impact employability?. Giddens. A and Sutton. P (2014) Essential concepts in sociology. Hall D, Pilbeam S & Corbridge. M (eds) (2013) Contemporary Themes in Strategic People Management : A Case-Based Approach.Palgrave, GB. Holland.P, Sheehan.C, Donohue.R, Pyman.A and Allen. (2015) Contemporary Issues and Challenges in HRM 3 rd Ed Tilde Publishing, Australia Legge, K (1995) Human Resource Management: Rhetorics and Realities Palgrave, GB Mohammad, T., Darwish, T.K., Singh, S. and Khassawneh, O., 2021. Human resource management and organisational performance: The mediating role of social exchange. European Management Review , 18 (1), pp.125-136.

Yashvi Patel IHRM Case study 20449285 Raskovic, M. and Takacs-Haynes, K., 2021. (Re) discovering social identity theory: An agenda for multinational enterprise internalization theory. Multinational Business Review , 29 (2), pp.145-165. Van Krieken. R (2014) Sociology 5th ed. Pearson. Australia Wiley Palmer.G “Socio-political theory and ethics in HRM” in Pinnington. A, Macklin. R and Campbell. T (2007) Human resource management ethics and employment. Oxford University Press, online WSU library Zhang, Y. and McGuire, S.J., 2022. Exploring the mechanism of diversity training through on-the-job embeddedness in a diverse workplace. International Journal of Training Research , 20 (1), pp.14-25.

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