Mary Watson Was Recently Promoted to the Position of Regional Sales Manager for Today’s Fashion
THE CASES FOR STUDY of HRM- Sept, 2012-Jan,2013
(BBA Intake 2010)
Case 1 Introduction
The Human Resource Manager and Managing Multiple Responsibilities At 7:30 A.M on Monday, Sam Lennox, human resource manager of the Lakeview plant of Supreme Textile Corporation, pulled out of his suburban home and headed for work. It was a beautiful day; the sun was shining in a bright-blue sky, and a cool breeze was blowing. The plant was about nine miles away and the 15minute ride gave Sam an opportunity to think about business problems without interruption. Supreme Textile Corporation owned and operated five plants: one yarn-spinning operations, two knitting plants, and apparel-making operations. Supreme enjoyed a national reputation for high-quality products, specializing in men’s sports shirts. Corporate head-quarters was located in Twin-Cities adjacent to two of the plant operations. The Hillsville, Eastern, and Lakeview plants were 100 to 200 miles distant. Each employed 70 to 100 people. About 250 employees were located in Twin-Cities. Sam had started with Supreme’s Eastern plant after college. He progressed rapidly through several staff positions. He then served two years as a night foreman. He became known for his ability to organize a “smooth team”, never having a grievance procedure brought against him. While his productivity figures were not outstanding, he was given credit by many people in the company for being the person who prevented the union from successfully organizing the Eastern plant. As a result, he was promoted to assistant personnel manager. Sam’s progress was noted by Glen Johnson, corporate vice president of personnel. Glen transferred Sam to the Lakeview plant, which was having some personnel problems, as special staff assistant. Six months later he was made personnel manager when the incumbent suddenly resigned. Sam had been able to work out most of the problems and was beginning to think about how to put together a first-rate
(BBA Intake 2010)
Case 1 Introduction
The Human Resource Manager and Managing Multiple Responsibilities At 7:30 A.M on Monday, Sam Lennox, human resource manager of the Lakeview plant of Supreme Textile Corporation, pulled out of his suburban home and headed for work. It was a beautiful day; the sun was shining in a bright-blue sky, and a cool breeze was blowing. The plant was about nine miles away and the 15minute ride gave Sam an opportunity to think about business problems without interruption. Supreme Textile Corporation owned and operated five plants: one yarn-spinning operations, two knitting plants, and apparel-making operations. Supreme enjoyed a national reputation for high-quality products, specializing in men’s sports shirts. Corporate head-quarters was located in Twin-Cities adjacent to two of the plant operations. The Hillsville, Eastern, and Lakeview plants were 100 to 200 miles distant. Each employed 70 to 100 people. About 250 employees were located in Twin-Cities. Sam had started with Supreme’s Eastern plant after college. He progressed rapidly through several staff positions. He then served two years as a night foreman. He became known for his ability to organize a “smooth team”, never having a grievance procedure brought against him. While his productivity figures were not outstanding, he was given credit by many people in the company for being the person who prevented the union from successfully organizing the Eastern plant. As a result, he was promoted to assistant personnel manager. Sam’s progress was noted by Glen Johnson, corporate vice president of personnel. Glen transferred Sam to the Lakeview plant, which was having some personnel problems, as special staff assistant. Six months later he was made personnel manager when the incumbent suddenly resigned. Sam had been able to work out most of the problems and was beginning to think about how to put together a first-rate