This is an individual take home exam. You are to complete it on your own with no outside help. Please honor this requirement. You may use your textbook and notes to complete the exam. Each item is worth 20 points, making the full exam worth 100 points. Your response must be attached as a Word document to the Final Exam Assignment in CANVAS and submitted by the deadline listed in the course schedule. Clear presentation, organization of ideas, grammar, and spelling will impact your grade. Respond as you would in a professional situation to your supervisor (except please double space for easier grading).
Your responses should be well-organized, concise and thorough. A shotgun listing of items directly from the textbook without applying those concepts to the situation presented will not earn a high grade. For most of the questions there is more than one correct answer, although some answers are certainly better than others. Also for most of the questions, concepts apply from various parts of the course. In most cases you will earn a better score if you avoid the temptation to focus on only one chapter in writing your answer.
Show the work plan that you would develop for this assignment. The work plan should be in chronological order and should show for each action step: a brief description of activities, start and end dates, parties involved, and responsible party. For example: “recruit nursing candidates by June 30” would not be adequate; a good answer would indicate where, how, and by whom. Hint: there are several steps that come before this one!
When Manor Care, Inc. set out to become one of the world’s great service organizations, it decided to find out what would motivate its front-line service employees to stay with the company. At 72 percent, employee turnover was a big problem for the Springfield, Maryland-based parent company of Choice Hotels International and Manor Health Care Corporation. After conducting extensive surveys and studies, the company concluded that to reduce turnover, it needed to offer its lower-paid front-line employees a benefits program they could afford. For instance, while Manor Care’s 401(k) plan was a good one, only 20 percent of employees making $12,000 a year were participating in it.
The company decided to redesign it benefits program, and the result was a program unlike any before it. For instance, in contrast to most defined contribution pension plans, which make contributions based on a uniform percentage for all participants, Manor Care adjusted its contribution percentages according to employee salaries, paying proportionately higher amounts at the lower salary ranges. But Manor Care did not stop there. It also revamped its medical benefits in a similar manner, so that the more an employee earns, the higher his or her deductible and co-payments are. Long-term employees pay less for their benefits as their years of service increase. Since the company redesigned its benefits package, turnover among front-line employees has declined by 25 percent. In turn, customer service quality has increased, according to surveys completed by 10,000 of Manor Care’s health-care customers.
“My manager don’t understand my situation. He may have a college degree, but he don’t know nothing about what it takes to do my job. Last year he was only here a couple months before he done my eval. He wrote me up for not doing stuff Mrs. Johnson always told me I didn’t have to do. He gave me a stinking 15 cent raise. Mrs. Johnson always gave me at least 25 cents. He don’t like me and I can prove it. He’s been on my case all year to keep the halls and doorways clear of boxes and stuff when that’s not even my job. Now he gave me a written warning! I want that out of my record. I know he only did it because my eval is due again and he’s setting me up for another lousy 15 cent raise. He never tells Mary or Dennis to get rid of the boxes. He’s warned Freddy to stop sneaking off for smoke breaks a hundred times but he never wrote him up. This ain’t fair. He just don’t like the way I look or something.”
Describe the steps you would take in preparation for writing your response to Ramon’s grievance. (Hint: Firing Ramon would not be a good choice.) You do not need to write the response. During the formal grievance review process, policy prohibits you from discussing the grievance directly with Ramon.
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