Download - Human Resources - Organizational Analysis
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FOR ANNA BORTOLON
Dairy Queen and HR
Organizational Analysis
Krystal Hyde 3991346, Chris Bouchard 6158117 & Kale Hofstetter 6128052
4/16/2012
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Table of ContentsExecutive Summary ....................................................................................................................................... 3
Introduction .................................................................................................................................................. 5
Human Resources Management in Perspective ........................................................................................... 6
The Strategic Roll of Human Resources Management ............................................................................. 6
The Changing Legal Emphasis ................................................................................................................... 8
Meeting Human Resources Requirements ................................................................................................. 11
Designing and Analyzing jobs .................................................................................................................. 11
Human Resources Planning .................................................................................................................... 13
Recruitment ............................................................................................................................................ 16
Selection .................................................................................................................................................. 17
Developing Effective Human Resources ..................................................................................................... 19
Orientation and Training ......................................................................................................................... 19
Total Rewards ............................................................................................................................................. 22
Strategic Pay Plans .................................................................................................................................. 22
Pay-for-Performance and Financial Incentives ....................................................................................... 25
Employee Benefits and Services ............................................................................................................. 28
Building Effective Employee-Employee Relationships ................................................................................ 29Occupational Health and Safety ............................................................................................................. 29
Fair Treatment ........................................................................................................................................ 32
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Executive Summary
In this organizational analysis report, many Human Resources Management topics will be
covered. The report will begin by discussing Human Resources Management in Perspective
(Dessler & Cole, 2011). This will include the following topics: Human resources and the strategic
role it plays as well as compliance and diversity of the legal manner.
Following perspective, the report will continue with Meeting Human Resources Requirements
(Dessler & Cole, 2011). In this section, we will discuss how Dairy Queen in Waterloo designs and
analyzes their jobs, how they plan, recruitment and selection processes.
Next we will look at Developing Effective Human Resources (Dessler & Cole, 2011). This
section will cover the very important topics of orientation and training. We will talk about
when, where, and how different types of training are executed.
Further we will look at different types of rewards, including strategic pay plans, financial
incentives and employee benefits and services. Since Dairy Queen is a small business with part-
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We will conclude with our final recommendation and the benefit of implementing said
recommendation.
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Introduction
For this organizational analysis project, our group chose a small family run business in
Waterloo. Situated on the corner of Weber St. and University Avenue sits a Dairy Queen (cool
treats only, no hot eats)
The person we interviewed was Tricia Hyde, who has been an employee at this Dairy Queen for
10 years. She has many responsibilities such as hiring, scheduling and ordering, as well as many
monetary tasks including bank deposits.
We discussed many topics with Tricia, from strategic planning to employee-employer
relationships. In the following report we will describe, analyze and give our recommendations
on various topics discussed throughout the interview. We will also talk about why it would be
beneficial to implement some or all of our recommendations, including any costs in doing so.
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Human Resources Management in Perspective
The Strategic Roll of Human Resources Management
Description
Weber Street Dairy Queen in Waterloo is a small, family run business. In the interview with
Tricia, Manager, she mentioned that there is no Human Resources Person in the company, and
as such there is no Human Resources considered in Strategic Planning.
We also discussed what environmental factors effect human resources management and the
following were listed: productivity, skills, and recession. These are the three main
environmental factors Tricia feels effect them the most.
Productivity effects the human resources management when employees are under productive
and create a weak link. This increases the work load of others, and thus increases cost of
labour. Production outputs need to equal or exceed inputs in order to sustain an acceptable
profit margin.
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out first their non essential expenses, such as treats like ice cream. Sales tend to decrease,
along with profit, and in turn the need for some employees.
Analysis
In regards to having a Human Resources person sit at the strategic planning table, according to
Dessler and Cole (Dessler & Cole, 2011) HR should report to the CEO and/or be part of strategic
plan in order to ensure the right people are in the right place at the right time to achieve
company strategy. Regarding strategic planning processes, companies are starting to see HR as
more of an equal partner. It is strategically advantageous to have an HR professional on hand is
strongly believed by seventy-five percent of 1100 corporate managers interviewed in Canada.
HR professionals can also add value to the strategy formulation process by supplying
information regarding the companys internal strengths and weaknesses, particularly as they
relate to the organizations workforce. (Dessler & Cole, 2011, Page 5)
Economic conditions (an external environmental factor) have and affect on the supply and
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Recommendations
Since there is no HR person in the company, there are no recommendations regarding the
strategic planning table.
We do recommend that Dairy Queen continue doing what they are doing in regards to
environmental factors, such as that of the economy, that have an impact on human resources
management. They already manage very well during a recession because nearly all of the
employees at Dairy Queen are part-time, so it is easy to cut back production hours when
demand decreases.
Benefits
In continuing their current practises regarding Strategic Roll in HR, Dairy Queen will continue to
operate efficiently during difficult slow times as well as peak busy times.
The Changing Legal Emphasis
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We also went over some questions regarding discrimination concerning hiring. Tricia said that
they do not discriminate against any of the following: race, colour, gender, or sexual
orientation. She was unsure about putting age into that category, since they do tend to hire
younger teens (grade 9 or 10) over older teens and university students. Tricia questioned if that
was discrimination or good planning, as it is very costly to train a new employee and they want
the new hire to stay on for more than one to two years.
The topic of workplace harassment was covered in the interview with Tricia, and she declared
that they do have a policy to deal with harassment, and employees are aware of said policy. She
also mentioned that they have never had a problem with harassment in the workplace as long
as she has been employed there.
Analysis
Regarding wages, overtime pay, and limits on number of hours worked - we looked to the
Employment (Labour) Standards Legislation. These laws establish minimum employee
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grounds for Ontario are Race, Colour, Religion, Sex, Age, Family status, Language and Sexual
orientation.
There are different types of harassment that can happen in the workplace. Harassment
includes unwelcome behaviour that demeans, humiliates, or embarrasses a person and that a
reasonable person should have known would be unwelcome. (Dessler & Cole, 2011, Page 34)
There are three types of harassments of the sexual nature; sexual harassment (most common),
sexual coercion, and sexual annoyance. In order for companies to reduce their liability, rigorous
harassment policies should be put in place.
Recommendations
Our recommendations consist of only one of the reviewed sections in the Changing Legal
Emphasis and it has to do with the piece on discrimination. Tricia stated that she was unsure if
they really discriminated based on age, or if that was just better planning on their part. We
suggest, to be sure there is no discriminating factors in the age category, that they review their
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Meeting Human Resources Requirements
Designing and Analyzing jobs
Description
Tricia Hyde explained in the interview questionnaire that Dairy Queen has specific job
descriptions for their employees, there are specific duties and expectations that employees are
expected to perform. If an employee cannot perform a specific duty, then additional training or
mentoring will be given to the employee. Tricia explained the level of physical and mental effort
required for success at Dairy Queen. There are a number of tasks within the company that
employees are responsible for, and they rotate between them. Job rotation is important for the
employee to keep them motivated. Ergonomics within Dairy Queen is important to reduce
strain on muscles and other long term dangers. Countertops are designed to the correct height.
Analysis
Dairy Queen is on the right track by defining clear duties and responsibilities for employees.
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minimize strain on the employees bodies, by structuring the work around a human body.
Designing workstations this way will reduce long term employee injury from strain. This not
only helps reduce employee injury, but also increases efficiency and productivity in the
workplace.
Recommendation
Dairy Queen would benefit from a position analysis questionnaire performed by their
employees. This is a gathering of information that would better define the duties and
responsibilities at Dairy Queen. The questionnaire would cover work behaviours, work
conditions, and job characteristics. The information would be gathered by looking into the six
aspects of the job.
1. Information Input where and how a worker gets information needed to perform thejob
2. Mental Process The reasoning, decision making, planning, and information processing
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Employees should be empowered, and given more choice and decision making ability in the
store. Job enrichment and extension would provide a mix of skills being used, and keep
employees motivated.
Benefit
Employees would feel more engaged with some job enrichment. When given more power in
decision making they would be happier in their jobs; this study was performed by Frederick
Herzberg. Employees would benefit from extra achievement recognition, growth, responsibility
and performance of the entire job. This might include employees noticing, and controlling the
situation when quality standards are not met. This would be beneficial for both the employee
and the quality of goods being sold to the customers.
Human Resources Planning
Description
Tricia Hyde explained how employee demand is forecasted. Schedules are planned according to
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Management does not have inventories on which skills, qualifications and education managers
have.
Management has found an effect on candidates available for jobs based on local labour market
conditions. For example when high school and university students are let out of school for the
summer, there is a much larger supply of potential employees. Students are looking for work
once they have free time from school. However the same occurs when students return to
classes in the fall, there is a much smaller supply for candidates.
When there is a labour surplus, and has too many employees. Dairy Queen deals with
additional employees by using a few different techniques. The main way Tricia Hyde deals with
a surplus is to not hire any more employees and initiate a hiring freeze. Dairy Queen would
then reduce the number of hours employees would work in a week. Dairy Queen does not offer
early retirement or termination with a severance package. The jobs available are entry level and
part-time and it is not feasible to provide such expensive options.
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Human Resources planning is important, and Dairy Queen foresees what labour demands are
required, and hires/dismisses employees accordingly. They are doing an excellent job recruiting
employees on time, because they forecast their demand.
What Dairy Queen has been doing to estimate staffing requirements and forecasting is to use
trend analysis. This means for Dairy Queen noticing the patterns in staffing, for example,
employees who quit their jobs in the fall to go back to school. Trend Analysis is constructing and
applying statistical models that predict labour demand for the next year, given relatively
objective statistics from the previous year.
Skills inventories are used for employees to uncover which employees require additional
training or mentorship. Management does not have inventories on which skills, qualifications
and education managers have.
Recommendation
Dairy Queen recognizes that there are patterns in employee requirements and forecasts
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force. Forecasting supply and demand of labour reduces surpluses or shortages of labour and
makes the company run smoother.
A trend analysis would help forecast demand by taking statistics from the previous year, and
applying them to current year scheduling. This is done in many establishments already and is
quite accurate.
Recruitment
Description
Dairy Queen has a recruitment process using both online resume drop offs, and in store drop
offs. The candidates resumes are skimmed through by managers at stores before selecting
which should be interviewed. Candidates with appropriate skills are then interviewed by store
managers.
Dairy Queen identifies job openings by posting them in store, employee referrals, and online
advertisements. They use methods of recruitment by selecting qualified applicants from a pool.
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Dairy Queen uses a standard application form that adheres to Human Rights Legislation. It does
not include questions regarding age, sex, or place of origin.
Analysis
Employee recruitment is a very important aspect of human resources. The labour market is
enormous, and needs to be narrowed to who would be successful in a position with the
company. Both internal and external applicants should be considered. Both have different
qualities that make them important. Direct applicants and referrals deliver quality candidates to
employers. Referrals however are candidates who apply because someone within the company
prompted them to, and may carry a little bit more credibility. Approximately one third of
employees within large companies are referred. (Steen, Noe, Hollenbeck, Gerhart & Wright,
2009)
Recommendation
Dairy Queen does not need to drastically change their recruitment process They do a fine job
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Dairy Queens selection process involves preliminary background screening, background and
reference checking, interviews of past supervisors, and hiring decisions and candidate
notification. Interviews are done either one on one, or with a panel interview. Interviews are
only done face-to-face, and never used video conferencing, or with several applicants at once.
Interviews are structured meaning that all candidates are asked the same questions and put in
the same scenarios. However if an area of interest arises, candidates would be asked additional
questions.
Questions for candidates in the interview include both behavioural (how did you behave in the
past when you needed to deal with a difficult task and problem solve) and situational (how
would you behave, or handle an angry customer?).
Dairy Queen treats every candidate the same, and hires on a non discriminatory basis. Every
candidate is given an equal chance, and Dairy Queen does not hire based on discriminatory
grounds.
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6. Hiring decisions and candidate notificationSelection testing needs to be realistic and valid to which job the test is for. This is testing is only
relevant to the position; A company would not include any questions that were irrelevant or
unnecessary to know to complete the job tasks required.
Recommendation
Dairy Queen is already doing a great job when it comes to selection. A great job on their part
comes to their application form, which uses the same structure for each applicant. Applicants
fill in their name, contact information, and position applied for. This is useful for Dairy Queen
because it allows them to skim through applicants faster, to find the candidates able to move
on and receive an interview.
Developing Effective Human Resources
Orientation and Training
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Department policies/procedures Workplace safety
Training is also well established and Dairy Queen uses both on the job and off the job training.
On the job training includes the buddy system and having subject matter experts training
others. Off the job training consists of using an e-mail link to survey monkey where the new
employee will watch informational videos followed by completing on-line quizzes. When we
asked Tricia how they know that someone needs more training, she replied that they look at
performance and any issues that may be present, as well as if there is a new policy, procedure
or product introduced. In order to evaluate the training, they use testing as well as having the
employees show what they can do.
Analysis
Orientation is the next step once an employee has been hired. Orientation often includes a tour
of the workplace, information about the company, its history and specific information about
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new employee was expecting the job to be like. It is important that an orientation program not
provide too much information as to overwhelm a person. Providing too little information is
equally as important to avoid as this could cause the new employee the need to as many
questions as they arise. This makes it difficult for them to work as they do not have a full
understanding of the company and its expectations.
Training, which is basically a learning process for new employees, is the next step after the
orientation process. Training teaches employees what they need know in order to perform
their jobs. To better the training process, understanding the different ways that people learn is
extremely important. The three different ways people learn are by talking and listening, seeing,
or by doing. It is important to personalize the training accordingly for each individual. There is
also a legal aspect to training; according to the human rights and employment equity
legislation, several aspects of employee training programs must be assessed with an eye
toward the programs impact on designated group members. (Dessler & Cole, 2011, Pg. 218)
The five step training process consists of:
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Recommendation
Dairy Queen already has a well established orientation and training program in place. They also
are continually improving these procedures in conjunction with any changes and employees
learning patterns. Therefore, we have no recommendations within this particular section
besides that they should continue with what they are currently undertaking. As long as current
and future employees are learning at a reasonable and acceptable pace, there is no need to
incorporate any further techniques in regards to training and orientation.
Benefit
The main benefit in Dairy Queen continuing their current orientation and training programs is
that there is no extra cost in doing so. We believe that Dairy Queen has two great programs and
would strongly benefit from staying on track and improving accordingly, as needed.
Total Rewards
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they need off or would prefer working. There is no pay-for-performance, but there is a bit of
recognition in the form verbal appreciation and staff e-mails.
When discussing their rate of pay and whether it compares to other similar organizations, she
stated that is does not compare, it is actually higher than everyone else. Not too much, but it is
noticeable, and the pay increases accordingly as the employee moves up in levels from trainee
to shift manager.
Analysis
It is critical to every employee that they are fairly compensated for their work. Managing
compensation and rewards is an essential task. A total rewards approach considers individual
reward components as part of an integrated whole in order to determine the best mix of
rewards that are aligned with business strategy and that provide employee value, (Dessler &
Cole, 2011, Pg. 298) There are five components to total rewards which include compensation,
benefits, work/life programs, performance and recognition as well as development and career
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record keeping of pay information, and more. (Dessler & Cole, 2011, Pg. 300) There are also
Pay Equity Acts, Human Rights Acts, CPP and Other Legislation.
In order to establish a pay rate, there are internal and external equity factors. Pay must
compare with rates in other similar organizations, and employees must view their pay rate and
equitable. There is a process to consider which includes:
1. Determining the worth of jobs within the organization.2. Conducting a wage survey to other comparable jobs.3. Combining a job evaluation and wage survey to determine your pay rates.
When an employee understands the standards in regards to pay rates and future opportunity
to have a hand in changing their rate of pay, it serves as a motivating factor in job retention.
Recommendation
Seeing as Dairy Queen employs nearly all students, and all part-time employees, there is no
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to create the perfect product while maintaining exceptional customer service and value for the
money they spend.
Regarding the rate of pay Dairy Queen has for their employees, we have no recommendations
to change it. Although their rate of pay is not comparable to other organizations, this is because
it is actually a bit higher. Dairy Queen should continue the current pay strategy they are using
now as long as they dont overpay their employees.
Benefit
A major benefit to organizing an employee recognition program is that employees will become
more engaged at work, will want to be there and will strive to do better. In addition, employees
share team spirit which collectively works as a benefit to the company. Results are often
displayed in profits earned, which in the eyes of both employer and employees is a win-win
situation. A third benefit in having an employee recognition program is that it will increase
employee retention as it would help them build self-esteem and feel appreciated. For reasons
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Employees are assigned shifts, and paid hourly for them. Dairy Queen does not offer
commission, bonuses, profit sharing, or stock options. There is no employee recognition based
on pay for performance. However, employees are recognized for exceptional work verbally and
via e-mail.
Analysis
Popularized by Frederick Taylor in the late 1800s was the use of financial incentives. Other
compensation strategies include pay-for-performance and variable pay. Variable Pay is any
plan that ties pay to productivity or profitability. (Dessler & Cole, 2011, Pg 325) There are
many types of incentive plans. Individual incentive plans give compensation on top of regular
pay to those to exceed the standard performance level. There are also non-monetary incentives
such like verbal praise in appreciation that can be given to employees for a job well done.
Employee recognition programs are a critical component of the total rewards mix. (Dessler &
Cole 2011, page 344) The number one reason that people leave their place of employment is
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Recognition programs help to motivate employees to increase their productivity and can
motivate people to boost their efforts. It improves their attitudes at work, creates a positive
and supportive environment as well as helping to build confidence.
Recommendation
Because Dairy Queen has all part-time employees, other compensation strategies, besides basic
wages, are not necessary. They already are paying at a rate slightly above other comparable
organizations and also give half-price product to employees during their breaks. Therefore, we
believe that Dairy Queen has a good compensation arrangement in place already.
As for having a structured recognition program, we believe that this is the only real issue at
Dairy Queen. Our recommendation is that they put into place a formal recognition program to
help motivate the many young people that work there to go above and beyond the minimum.
Inspire them to want to work, strive to improve and encourage a positive environment.
Recognizing excellent leadership production and customer service via verbal praise would be a
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a crucial factor in saving money in this category. On top of that, having increased productivity
(output) while keeping the employee level (input) the same would greatly help to increase
profitability of Dairy Queen. A recognized employee is a happy employee is a productive
employee!
Employee Benefits and Services
Description
Tricia noted that Dairy Queen does not offer any employee benefits or services, and therefore
also do not have a flexible benefit program where employees can choose the benefits they wish
to receive.
Analysis
Company benefit and service programs are an important piece of many employees
compensation. For the aging workforce, health-care benefits are becoming increasingly
important. (Dessler & Cole, 2011, pg 354) There are some benefits that are mandated by law
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Given that Dairy Queen only has part-time employees, most of which are young and still
covered under their parents own benefits or even their own school benefit program, it is not
necessary that Dairy Queen establish an employee benefit program.
Building Effective Employee-Employee Relationships
Occupational Health and Safety
Description
When discussing the importance of health and safety with Tricia we asked if every reasonable
precaution was taken to ensure the health and safety of the workers. Various questions in
regards to Due diligence were brought up such as, ensuring that safety rules are enforced,
posting safety notices and legislative information, maintaining records, and filing government
accident reports. (Dessler & Cole, Human Resources Management in Canada, 11th
Edition,
2011, page 383) Tricia was very forthcoming and replied yes to these important requirements.
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We also discussed with Tricia the topic of a Joint Health and Safety Committee, which they do
not have at present. Some of the things included with a Joint Health and Safety Committee are
inspecting and evaluating any hazards as well as implementing a solution. There currently is not
a formal workplace inspection person or committee. They do however follow the WHMIS
(Workplace Hazardous Materials Information System) training for employees as well as have
MSDS (Material Safety Data Sheets) readily available.
Analysis
Depending on the particular environment, health and safety rules can be common or specific.
All part-time workers must comply with health and safety regulations that are set in place.
According to (Dessler & Cole, 2011, page 385) safety-minded managers must aim to instill in
their workers the desire to work safely by cleaning up spills or wet floors. But management
cant keep an eye on workers all the time, so workers have to want to work safely. Chance
occurrences, unsafe conditions, and unsafe acts cause workplace accidents (Dessler & Cole,
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Tricias knowledge of Human Resources is a definite asset and has served her well in keeping a
health and safety conscious workplace, but we feel that maybe she could take it one step
further and become certified in health and safety. This could be accomplished at a cost of under
$400 (see Appendix C) A Health and safety certification may provide her with valuable insight to
further protect the young workers at Dairy Queen. Tricia would be able to take her new skills
and deliver them to her employees.
In regards to the Joint Health and Safety Committee, there is no legal requirement for such a
committee as Dairy Queen employs all part-time workers. According to the Occupational Health
and Safety Legislation, Most jurisdictions require a joint health and safety committee to be
established in each workplace with a minimum number of workers (usually 10 or 20). In the
other jurisdictions, the government has the power to require a committee to be formed.
(Dessler & Cole, 2011, page 383)
As for providing information about hazardous materials in the workplace, this is a policy that
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fear of appearing unknowledgeable; and because of lack of understanding, they may decide to
make changes to the job in unexpected and possibly risky ways. (Dessler & Cole, 2011, page
392) Now, this kind of knowledge can be obtained through health and Safety certification. It
would be beneficial for Tricia to become certified to further be able to pass this knowledge on
to the young employees at Dairy Queen. As a certified Health and Safety representative for the
Dairy Queen Tricia would greatly reduce potential hazardous or risky situations and improve an
already good environment.
Fair Treatment
Description
When discussing the topic of employee relations with Tricia, we discovered that despite the
lack of multi-communication tools used, employee relations are still quite good. E-mail, both
broadcast and one-to-one, is the main form of employer-employee communication. It is used to
send out the work schedule and information on various other items such as new policies,
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where a contact name and number is needed in the case that the cake decorator needs more
information.
When we asked Tricia about disciplinary procedures, she talked about different ways
employees are dealt with when they dont follow procedure or display inadequacy. If an
employee requires some sort of discipline or redirection, they are first given a verbal warning.
They are told what it is they are doing and what it is they should be doing. If that fails, they
move on to the next step which is extra training, and finally termination if the training is not
successful.
Analysis
Communication is a key factor with employee relations. Without communication, the strategic
benefit of employee engagement would be lacking. It helps to keep employees continually
motivated, especially when you communicate to them what they are doing well, always being
sure to treat them equally and in a ethical manner. With respect to employee relations, there
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personal information across Canada, including employers collection and dissemination of
personal information about employees. (Dessler & Cole, 2011, page 420)
When discipline or termination is required, it is imperative that the manager and/or HR person
do so fairly and legally. Employee discipline and termination of employment are two of the
most common situations in which employees perceive that they are treated unfairly. (Dessler
& Cole, 2011, page 425) Further, there should be rules, regulations, and even a progressive
penalty system in place. This will help to ensure fair treatment and decrease the possibility of
animosity.
Recommendation
We would like to start our recommendation regarding employee relations by complimenting
the fact that Dairy Queen has a good system in place already. We also would like to recommend
some additional drivers of engagement for their consideration. We believe that having a
recognition program in place would motivate employee to follow procedures and instill a
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Benefits
One automatic benefit that exists at the Dairy Queen is that the employs are all part-time
workers. Most employees are hard working, intelligent teenagers who enjoy their part-time job,
and know that its a temporary stepping stone to better things in the future. While attending
high school and post secondary school, employees enjoy earning extra income slinging ice
cream. They already have developed drivers of engagement by working for a company with a
solid reputation, seen as a leader, and provide enjoyment and satisfaction to its customers.
Furthermore, reinforcing employee engagement with fair treatment, concern for their well
being, and treating them with dignity and respect by recognizing any small achievements or
contributions toward company goals will develop a successful workforce. A recognition
program would be ideal among employees at the Dairy Queen who we believe would strive to
achieve, because of the challenge, and the opportunity to be recognized for their efforts.
Employee engagement is strongly correlated to performance outcomes, including
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jobs being performed, greater job security, and improved working conditions; and to increase
job satisfaction. (Dessler & Cole, 2011, page 438) Tricia explained to us briefly that her part
time employees are temporary, and in most cases are exposed to the working world for the
first time. Collectively, they have no desire to strike, walk-out, go to arbitration, or file
grievances. These are young teenagers! They are mostly concerned with earning a few extra
dollars and getting school work completed. Employee-Management relations run quite
smoothly at the Dairy Queen and there is no need or desire for a union.
Analysis
Since there is no union and labour relations are quite unique, therefore eliminating any
attempts to form a union, its always a good idea to maintain a functional and respectful labour
relationship. And that is exactly what is happening at the Dairy Queen.
Recommendations
We believe Tricia should keep doing what she is doing at Dairy Queen because she is very
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making disciplinary mistakes. Another great benefit of having a union is increased wages and
better benefits or at least prevention of deteriorated benefits plans.
Conclusion
Weber Street Dairy Queen in Waterloo is doing an overall excellent job in the area of Human
Resources Management. Even though they do not actually have an official HR person in the
company, Tricia Hyde does a very good job taking care of the many HR tasks.
The only major recommendation we would like to make to Tricia is that she look into creating a
formal employee recognition program. As discussed in the above report, this would be a major
benefit to the company, the owner, and all current and future employees. Not only would this
increase employee morale, it would decrease employee turnover. Employee retention is a great
way to save on hiring and training costs.
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Appendix A Interview QuestionsChapter 1
1. Does your HR person sit at the strategic planning table?2. What environmental influences impact HRM?
Chapter 2
1. Does your company abide to the minimum wage?2. Do you have Parenting and adoptive leaves?3. Do you have Overtime pay?4. Do you believe your company hire based on any discrimination?5. Does your company set a limit on maximum work hours per day/week?6. Does the hiring practice discriminate directly or indirectly?7. Is there a bona fide occupational requirement for your company?8. Has there been a problem with harassment in the workplace ever?9. Does the company have a policy to deal with harassment?
Chapter 4
1. Does each position in the company include a specific job description?2. What is done if an employee isnt able to perform an essential duty?3. Is there a level of both mental and physical competency required?4. Is the job design ergonomic? (Minimize strain on body)?5. Are employees rotated through tasks in the company? (job rotation)
Chapter 5
1 D f t l d d?
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Chapter 7
1. Do you have a selection process?2. How do you administer an interview?3. Are interviews structured?4. What types of questions do you ask?5. Do you ask questions that violate human rights legislation?6. Do you treat each candidate the same?
Chapter 8
1. Do you have an orientation program?2. Do you conduct any training?
If yes, what kind of training do you do? Do you use any of the following training methods? (List was provided) How do you know someone needs (more) training? Do you evaluate training?
Chapter 11
1. Do you have an Awards Program?2. Does your rate of pay compare with rates in other organizations?
Chapter 12
1. Do you have an employee incentive plan?2. Do you have an employee recognition program?
Chapter 13
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4. Do you have a privacy policy?5. Do you have any policies surrounding internet use?6. Do you have disciplinary procedures?7. Have you ever been sued for wrongful dismissal?
Chapter 16
1. Do you have a union?
Appendix B
Contact InformationTricia Hyde, Dairy Queen Waterloo
238 Weber St. N. Waterloo, ON
(519) 746-7868
Appendix C
OH&S Certification InformationOccupational Health and Safety
PERS 1430 P
Units: 3
Today, workplace safety in Ontario is governed by a well-coordinated set of legal schemes that address
many facets of work safety: hazardous materials; employer, supervisor, and worker safety
responsibilities; and a public insurance scheme to address work injury claims, among others. Ontarioemployers are required to maintain a current understanding of all of these schemes so that they can run
their business in compliance with the law. This senior-level course is designed to support the
d l f h d di
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Appendix D Turnitin ReportPaper submitted to Turnitin report not available
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Bibliography1. Steen, S. L. M., Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2009). Human resources
management. (Second ed.). Toronto, ON: McGraw Hill Ryerson.
2. Dessler, G., & Cole, N. D. (2011). Human resources management in Canada. (Eleventh ed.). Toronto,
ON: Pearson Prentice Hall.
3. Pascal, B.W. (2001). The Orientation Wars, Workplace Todayp.4
4.
http://www.niagaracollege.ca/content/ContinuingEducation/CECourseCalendar/CECourseList/CECourseDetails/tabid/793/ncAcademicCareerId/PSEC/ncSubject/PERS/ncCatalogueNumber/1430/ncAcademicGr
oupId/CE/ncAcademicTermId/1122/Default.aspx
http://www.niagaracollege.ca/content/ContinuingEducation/CECourseCalendar/CECourseList/CECourseDetails/tabid/793/ncAcademicCareerId/PSEC/ncSubject/PERS/ncCatalogueNumber/1430/ncAcademicGroupId/CE/ncAcademicTermId/1122/Default.aspxhttp://www.niagaracollege.ca/content/ContinuingEducation/CECourseCalendar/CECourseList/CECourseDetails/tabid/793/ncAcademicCareerId/PSEC/ncSubject/PERS/ncCatalogueNumber/1430/ncAcademicGroupId/CE/ncAcademicTermId/1122/Default.aspxhttp://www.niagaracollege.ca/content/ContinuingEducation/CECourseCalendar/CECourseList/CECourseDetails/tabid/793/ncAcademicCareerId/PSEC/ncSubject/PERS/ncCatalogueNumber/1430/ncAcademicGroupId/CE/ncAcademicTermId/1122/Default.aspxhttp://www.niagaracollege.ca/content/ContinuingEducation/CECourseCalendar/CECourseList/CECourseDetails/tabid/793/ncAcademicCareerId/PSEC/ncSubject/PERS/ncCatalogueNumber/1430/ncAcademicGroupId/CE/ncAcademicTermId/1122/Default.aspxhttp://www.niagaracollege.ca/content/ContinuingEducation/CECourseCalendar/CECourseList/CECourseDetails/tabid/793/ncAcademicCareerId/PSEC/ncSubject/PERS/ncCatalogueNumber/1430/ncAcademicGroupId/CE/ncAcademicTermId/1122/Default.aspxhttp://www.niagaracollege.ca/content/ContinuingEducation/CECourseCalendar/CECourseList/CECourseDetails/tabid/793/ncAcademicCareerId/PSEC/ncSubject/PERS/ncCatalogueNumber/1430/ncAcademicGroupId/CE/ncAcademicTermId/1122/Default.aspxhttp://www.niagaracollege.ca/content/ContinuingEducation/CECourseCalendar/CECourseList/CECourseDetails/tabid/793/ncAcademicCareerId/PSEC/ncSubject/PERS/ncCatalogueNumber/1430/ncAcademicGroupId/CE/ncAcademicTermId/1122/Default.aspx -
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Student Contribution Report
Human Resource Management
HRM2040Student Contribution Report Organizational Analysis Project
In order to more fairly distribute marks that accurately reflect individual student efforton thegroup organizational analysis project the following report is being used.
Note: This report must be completed and submitted at the time the assignment is presented and is
required before individual group member marks are assigned.
Student Name (Print First/Last) Contribution %
Member 1: Kale Hofstetter 33
Member 2: Krystal Hyde 34
Member 3: Chris Bouchard 33
TOTAL (must = 100%) 100%
All group members participated in the completion of this contribution report and agree withcontribution %s assigned (Please check)
The group assignment must be submitted on the due date along with this completedStudent Contribution Reportto demonstrate a consensus of the group on individual effort putinto the group project.
Until this report is received no grade will be assigned to any of the members of the group Individual contributions are to be measured on a % basis
Individual marks are determined by multiplying the contribution % rate for each group member times the
overall Group Project Grade (out of 25) times the # of group members, for example.
33.3% individual contribution X 23 (project grade) X 3 members = 23/25 (Maximum mark) 20 0% individual contribution X 23 (project grade) X 3 members = 14/25 (Rounded up)
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Rubric
HRM2040 Organizational Analysis Project Grading Rubric:(This sheet must be inserted into the last
page of your report)Marks Available 1-3 4-7 8-10 Weight Mark
Format
o Turnitin Reporto Student Contribution
Reporto Executive Summaryo Table of Contentso Subtitles and Headingso APA Style in text
citationso Implementation Plano Conclusiono Bibliographyo Inclusion of contact
name and interviewdate in bibliography
Missing >2 elements of
formal business report
format
Subtitles Missing or
misleading
Contains significantnumbers of spelling or
grammatical mistakes
Little evidence of careful
proofreading
Missing 1-2 elements of
formal business report format
No appendices provided
where opportunity exists
All subtitles present and
informative
Few relatively minor spelling
and grammatical mistakes
Evidence of adequate
proofreading
Complied with format and/or
exceeded expectations
High degree of visual appeal
Includes relevant annotated
Appendices
May include annotated charts
Relatively free of any spelling or
grammatical mistakes
Evidence of highly detailed
proofreading
__ x 1
Description
o Role of HRo Legal Complianceo Job Analysiso HR Planningo Recruitmento Selectiono T and Do Base Payo Variable Pay
Missing more than 2
course units
Description of current
practices unclear
Missing one to two course
units or explanationsunclear/confusing/sketchy
Did not provide any specific
examples of practices
Included all units, sufficient
detail and clarity of explanation
Provided specific examples of
practices
__x 3
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o Benefits and Serviceso Health and Safetyo EE relationso Labour Relations
Analysis
o Identified strengthsand weaknesses ofcurrent approach
o Identified hard andsoft costs
Little to no analysis
provided
Report primarily
descriptive
Few implications
identified
Some analysis provided but is
primarily sketchy,
Does not identify pros and
cons,
Pros and cons are
insignificant or not
meaningful
Provided impacts on other HR
functions
Analysis is detailed,
outlined significant pros and
cons
Identified impacts beyond HR
e.g. on other managerial
functions, other stakeholders
__x 3
Recommendations
o Reflect course theoriesand techniques
o Appropriate tocompany size andindustry/context
o Directly related togaps identified
Few recommendations
provided
Impacts identified
non-sensical
Did not include obvious
techniques or
approaches from course
Recommendations contain
gaps,
Little justification
Some connection to text or to
theory
Minor approaches not
considered
Recommendations complete,
convincing justification
Strong connections to theory
and text
Considered all appropriate
techniques and approaches
__x2
Costs/Benefits
Explained
Did not explain benefits
likely or did not provide
bottom line connections
Identified only soft
benefits
Some gaps in bottom line
connections, illogical
connections, some missing
explanations
Provided some hard and soft
Explained all anticipated
benefits, strong connections
made to bottom line benefits
Provided complete and accurate
detailed hard and soft
__x1
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Did not explain hard
benefits
benefits or implications
Identified some timing issues
benefits/cost estimates
Primary and Secondary
Research
o Conducted primaryresearch withorganization
o Used college resourcesto provide crediblesecondary researchsources
Did not conduct primary
research, reliedexclusively on secondary
sources, no evidence of
credible research;
sources not credible
Conducted both primary and
secondary research; most orall of sources credible
did not use secondary
research to bolster
recommendations
sources from non peer
reviewed journals
Secondary research used to
bolster recommendations
Extracted from highly credible
peer reviewed academic
journals
__x1
Total
/110