Nogo Railroad Analysis
1) Nogo Railroad
a) What are the Macro and Micro problems in the case?
i) Macro
(1) High employee expenses
(2) Low employee moral
(3) No HR as a strategic function
(4) Badly negotiated Union Contracts
(5) No established recruitment processes
(6) No job descriptions to measure job output and performance.
(7) History of organized resistance by the Union and train crews ii) Micro
(1) Nepotism and Featherbedding
(2) No upper management “buy-In”
(3) obsolete HR policies, practices and procedures
(4) No defined recruitment process
(5) Bad contract language
b) What are the causes of the problems?
i) Lack of management support ii) Resistance to change in culture iii) No Professional HR resources iv) Undefined managerial duties and authority
v) Policies that allow nepotism, featherbedding, and other inappropriate procedures vi) Large expenses due to nepotism and featherbedding
c) What are the systems affected in the case?
i) Structural
(1) The current structure is affected with an HR component needed. ii) Psychosocial
(1) An income decrease to reduce expenses affects some individual’s expectations of extra income.
(2) The practice of featherbedding to actively provide job for family(Nepotism),
(3) Current culture unwilling to change
(4) Current culture is very depictive of employee moral
(5) Employee resistance to change in anticipated income. iii) Technical
(1) By contract, Clerks are not allowed to work alongside radio communications and train crews.
(2) Clerk are predominantly women
(3) Telephone operators are predominantly men
(4) Telephone operators are not required to learn Morse code.
(5) Telephone operators only replace Telephone operators
(6) Clerks only replace clerks. iv) Managerial
(1) Dave’s promotion from chief dispatcher to communications manager.
(2) He now supervises unionized clerks and telegraph operaters.
(3) His is tasked to reduce expenses in day to day operations.
(4) He needs to improve employee
a) What are the Macro and Micro problems in the case?
i) Macro
(1) High employee expenses
(2) Low employee moral
(3) No HR as a strategic function
(4) Badly negotiated Union Contracts
(5) No established recruitment processes
(6) No job descriptions to measure job output and performance.
(7) History of organized resistance by the Union and train crews ii) Micro
(1) Nepotism and Featherbedding
(2) No upper management “buy-In”
(3) obsolete HR policies, practices and procedures
(4) No defined recruitment process
(5) Bad contract language
b) What are the causes of the problems?
i) Lack of management support ii) Resistance to change in culture iii) No Professional HR resources iv) Undefined managerial duties and authority
v) Policies that allow nepotism, featherbedding, and other inappropriate procedures vi) Large expenses due to nepotism and featherbedding
c) What are the systems affected in the case?
i) Structural
(1) The current structure is affected with an HR component needed. ii) Psychosocial
(1) An income decrease to reduce expenses affects some individual’s expectations of extra income.
(2) The practice of featherbedding to actively provide job for family(Nepotism),
(3) Current culture unwilling to change
(4) Current culture is very depictive of employee moral
(5) Employee resistance to change in anticipated income. iii) Technical
(1) By contract, Clerks are not allowed to work alongside radio communications and train crews.
(2) Clerk are predominantly women
(3) Telephone operators are predominantly men
(4) Telephone operators are not required to learn Morse code.
(5) Telephone operators only replace Telephone operators
(6) Clerks only replace clerks. iv) Managerial
(1) Dave’s promotion from chief dispatcher to communications manager.
(2) He now supervises unionized clerks and telegraph operaters.
(3) His is tasked to reduce expenses in day to day operations.
(4) He needs to improve employee