Workforce Planning Task 2 PDF

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Task 2: Workforce Planning, Recruitment, & Selection Course Code: 234 Student Name: Cynthia Coble Student ID: 001161688 Date: 5/18/2019 Student Mentor Name: Jevaun Hamilton

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A. Discuss 3 causes of workplace conflict 1. The city mayor learned that three police officers are earning a higher salary due to excessive overtime earnings. City management views overtime as a concern and demanded 25 new police officers to be hired to decrease the amount of overtime allotted. The police officers have become accustomed to receiving overtime for several years. The overtime has become a typical standard for several police officers, and they need this to continue. 2. The workload for police officers has demanded long work hours. Some officer’s work double shifts on a regular basis without any direction on when normal work hours would resume. The working conditions are harsh on these police officers, but they have become used to the extra money. Some rely heavily on the extra overtime pay to keep up with their household budgets. 3. The police officers have adjusted their household budget to include the expected overtime pay of 1.5 times their current hourly wage after working a minimum of 40 hours per week. If the overtime pay is greatly reduced this may impact many families financially. On the other hand, the mayor is embarrassed that there was a public report regarding the excessive overtime pay equaling to more than he earns. In result to his discomfort city management is considering the elimination of overtime pay entirely.

B. Discuss 2 possible short-term outcomes if the conflict is not resolved 1. Short-term conflicts may arise if the situation of overtime pay is not resolved. Police officers will start demonstrating poor work ethic. Instead of issuing tickets for traffic violations they may issue warnings, which in turn offers lower revenue for city. This reaction is because workplace conflicts typically result in lower motivation in employees. 2. The police union may experience higher absentee rates, since the city demonstrated that they lack care for the union’s options in the matter. The absenteeism will put rookie police officers at a displacement, since the experienced officers will not be available to offer help in any given situation. C. Discuss 2 possible long-term outcomes if the conflict is not resolved. 1. If the conflict continues to be ignored some long-term events may occur. Illegal strikes such as wildcat strikes or sit-down strikes may be hard to avoid. Sit-down strikes usually have disgruntled employees fighting for something they believe should be corrected. The employees physically occupy their workplace and refuse to work. 2. Police officers may even start refusing to train rookie police officers for one year, since it’s a task without additional pay. Police officers already feel like they are being shorted money that they feel entitled too, therefore may not be willing to go the extra mile and train others for free. D. Discuss 3 possible actions for resolving the current conflict about overtime pay. 1. City management and the police union would need to hold a negotiation meeting, so that the current conflict about overtime pay could be resolved as soon as possible. This type of meeting would allow both sides to dispute the conflict themselves without a third party. Both sides would be able to present their current ideas regarding the conflict, then a mutual compromise would then be met. If both sides are unable to come to terms an arbitrator would then need to come into the situation. This type of conflict resolution involves a third party who is seen to be fair and 2

thorough. The meeting would be set up like a small court and both opposing sides present their ideas, but the arbitrator is the one who makes a binding decision. 2. City management and the city’s mayor needs to submit a formal apology to the union and the police union for the sudden changes that were demanded without consideration to the employees it would directly affect. The mayor made a heartless comment regarding police officers being unable to manage their money when they are off the “gravy train” and that it is “their problem” (Jones, 2012) to deal with it. The retaliated comment was offensive and needs to be retracted and now the city mayor needs to work on rebuilding trust within the police force. 3. Lastly, the current grievance procedure needs to be reevaluated. There needs to be a mutual understanding on how conflict should be resolved. When a conflict is discovered a resolution needs to be reached without retaliation. E1. Identify and discuss 2 basic components of a work culture that prevent negative conflict. 1. Work culture is a guide for discretionary behavior that is demonstrated in a place of business. The employee handbook will have literature explaining what the company’s expectations are for their visions and values. If there is a clearly defined set of expectations, then it will minimize negative conflict. In this case the police union and city management will have a mutual understanding on how to properly address any concerns. 2. There needs to be a performance management system in place that allows feedback to be addressed in a timely manner. Any ideas or suggestions on how to improve the police union should be regularly approached. By consistently reviewing these concerns and having proper communication it allows the union to operate more efficiently and morally. E2. Create 2 new specifications that relate to a candidate’s ability to effectively manage workplace conflict. 1. Candidates must possess excellent written, verbal, and interpersonal communication skills. 2. Collaborative professional skills are required to advance a partnered approach to meeting objectives. E3. Create 3 situational interview questions designed to illuminate a job candidate’s competency in managing a workplace conflict 1. What would you do if a co-worker asked you to cut corners with someone, because it’s their friend? 2. Tell me about a time when you disagreed with your boss. How did you handle the situation? 3. Tell me about a time when you were met with an ethical predicament. What did you do? F.

Identify and explain 2 methods (metrics) for evaluating employee relations improvements. 1. The number of grievances filed in a certain period needs to be closely tracked. Information about employee complaints and specific notes regarding the concerns need to be gathered and organized. A metric of time, such as a monthly basis, needs to be considered to accurately identify a filing rate. 2. The cause of grievances should be categorized in efforts to make it easier to determine what kind of concerns are taking place. Issues regarding pay and wages may be helpful when determining salary metrics.

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References Jones, S. (2012, February 2). Memo on Proposed Employee Referral Plan [Letter to Maria Valdez, City Police Commissioner].

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