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Kindly find case study assignment below and started with critical analysis and please make sure to connect the answers with attached chapters 10
Follow case study standards and match it with course matiral attached course chapter10
-its important to make critical analysis(one page) at least
attached (related material chapter 10 and the case study making job offer)
Please follow up the instruction above and make this case study with table of content in first page
-then the answers and it must connect between the answers with chapter number 10 material
and make sure to check plagarisim
Books for this course
Attached Files:
Herbert G. Heneman III_ Timothy Judge_ John Kammeyer-Mueller – Staffing Organizations (2018, McGraw-Hill Education).pdf (18.792 MB)
Strategic staffing-Pearson (2014_2015)
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Case Study: Making a Job Offer
lean Car Care (3Cs) is located within a western city of 175,000 people. The company owns and
operates four full-service car washes in the city. The owner of 3Cs, Arlan Autospritz, has
strategically cornered the car wash market, with his only competition being two coin-operated
car washes on the outskirts of the city. The unemployment rate in the city and surrounding area is
3.8%, and it is expected to dip even lower.
Arlan has staffed 3Cs by hiring locally and paying wage premiums (abovemarket wages)
to induce people to accept job offers and to remain with 3Cs. Hiring occurs at the entry level
only, for the job of washer. If they remain with 3Cs, washers have the opportunity to progress
upward through the ranks, going from washer to shift lead person to assistant manager to
manager of one of the four car wash facilities. Until recently, this staffing system worked well
for Arlan. He was able to hire high-quality people, and a combination of continued wage
premiums and promotion opportunities meant he had relatively little turnover (under 30%
annually). Every manager at 3Cs, past or present, had come up through the ranks. This is now
changing with the sustained low unemployment and the new hires, who just naturally seem more
turnover-prone. The internal promotion pipeline is thus drying up, since few new hires are
staying with 3Cs long enough to begin climbing the ladder.
Arlan has a vacancy for the job of manager at the north-side facility. Unfortunately, he
does not think any of his assistant managers are qualified for the job, and he reluctantly
concluded that he has to fill the job externally.
A vigorous three-county recruitment campaign netted Arlan a total of five applicants.
Initial assessments resulted in four of those being candidates, and two candidates became
finalists. Jane Roberts is the number-one finalist, and the one to whom Arlan has decided to
extend the offer. Jane is excited about the job and told Arlan she will accept an offer if the terms
are right. Arlan is quite certain Jane will get a counteroffer from her company. Jane has excellent
supervisory experience in fast-food stores and a light manufacturing plant. She is willing to
relocate, a move of about 45 miles. She will not be able to start for 45 days, due to preparing for
the move and the need to give adequate notice to her present employer. As a single parent, Jane
wants to avoid working weekends. The number-two finalist is Betts Cook. Though she lacks the
supervisory experience that Jane has, Arlan views her as superior to Jane in customer service
skills. Jane told Arlan she needs to know quickly if she is going to get the offer, since she is in
line for a promotion at her current company and she wants to begin at 3Cs before being offered
and accepting the promotion.
Arlan is mulling over what kind of offer to make to Jane. His three managers make
between $38,000 and $48,000, with annual raises based on a merit review conducted by Arlan.
The managers receive one week of vacation the first year, two weeks of vacation for the next
four years, and three weeks of vacation after that. They also receive health insurance (with a 20%
employee co-pay on the premium). The managers work five days each week, with work on both
Saturday and Sunday frequently occurring during peak times. Jane currently makes $40,500,
receives health insurance with no employee co-pay, and has one week of vacation (she is due to
receive two weeks shortly, after completing her second year with the company). She works
Monday through Friday, with occasional work on the weekends. Betts earns $47,500, receives
health insurance fully paid by her employer, and has one week of vacation (she is eligible for two
weeks in another year). Occasional weekend work is acceptable to her.
Arlan is seeking input from you on how to proceed. Specifically, he wants you to:
1. Recommend whether Jane should receive a best-shot, market-matching, or lowball offer,
and why.
2. Recommend other inducements beyond salary, health insurance, vacation, and schedule
that might be addressed in the job offer, and why.
3. Draft a proposed job offer letter to Jane, incorporating your recommendations from items
1 and 2 above, as well as other desired features that should be part of a job offer letter
Final Match
CHAPTER 10
Methods of Final Choice
• Random selection
◦ Each finalist has equal chance of being selected
• Ranking
◦ Finalists are ordered from most to least desirable based on results of discretionary assessments
• Grouping
◦ Finalists are banded together into rank-ordered categories
• Ongoing hiring
◦ Hiring all acceptable candidates as they become available for open positions
Decision Makers
• Role of human resource professionals
◦ Determine process used to design and manage selection system
◦ Contribute to outcomes based on initial assessment methods
◦ Provide input regarding who receives job offers
• Role of managers
◦ Determine who is selected for employment
◦ Provide input regarding process issues
• Role of employees
◦ Provide input regarding selection procedures and who gets hired, especially in team approaches
Employment Contract
• Implicit employment contract: an understanding that is not part of a written or
verbal contract.
• Because binding contracts for employment or for future compensation can be
created verbally, great care should be taken during discussions with prospective
new hires.
• To be legally binding and enforceable, any contract must consist of an offer that
is accepted on the terms offered. Something of value (consideration), usually
promises of pay in exchange for promises for labor, must also be exchanged.
• Offer letter: written letter describing in clear and precise terms exactly what the
compensation structure and terms of employment will be.
4
Employment Contracts ….
• Statements on a job application blank (e.g., a statement that providing false information
is grounds for termination), statements in employee handbooks, and statements in other
documents may become interpreted as enforceable contracts.
• Often focus more on termination issues than on employment.
• Form of contract
o Written contract
➢Does the company mean to be held to this?
➢Where appropriate, avoid using words that imply binding commitment.
➢Make sure all related documents are consistent with one another.
➢Always have a second person review what another has written.
➢Look at the entire hiring procedure.
o Oral contract
➢One-year rule
➢Parole evidence
➢Suggestions
5
Employment Contracts ….
• Disclaimers
oOral or written statement explicitly limiting an employee right
and reserving that right for employer
oRecommendations for enforcement
➢Clearly stated and conspicuously placed in appropriate documents.
➢Employee should acknowledge receipt and review of the document and the
disclaimer.
➢Should state that it may be modified only in writing and by whom.
➢The terms and conditions of employment, including the disclaimer, as well
as limits on their enforceability, should be reviewed with offer receivers and
employees.
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Job Offers
• Strategic Approach to Job Offers
• Job offer content
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Job Offer Strategies
• Particularly for firms with a talent philosophy of viewing employees as
investors rather than assets, the job offer should maximize the employee value
proposition offered to the finalist.
• Before extending a job offer, or deciding on the content of the job offer, it is
always a good idea to verify the truthfulness of any statements made by the
applicant that were relied on in assessing the candidate or deciding on the
offer’s contents
◦ Grade point average, prior work experience, prior salary, etc.
• Identify a backup hire in case your first choice does not take the job.
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Compensation Decision
▪ Low job offer: below-market rewards package
▪ Competitive job offer: total rewards package is competitive with the market
▪ High job offer: total rewards package is above the market
▪ Maximum job offer: the company’s best and final offer
Job Offer Content
• Starting date
• Duration of contract
• Compensation
◦ Starting pay
◦ Flat vs. differential rates
◦ Variable pay
◦ Short term
◦ Long term
• Special hiring inducements
◦ Hiring bonuses
◦ Relocation assistance
◦ Hot skill premiums
◦ Severance packages
• Restrictions on employees
• Acceptance terms
◦ Benefits
◦ Hours
11
Job Offer Process
• Formulation of job offer
• Presentation of job offer
• Job offer acceptance and rejection
• Reneging
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Formulation of Job Offer
• Knowledge of competitors
◦ Labor demand issues
▪ Who are the competitors?
▪ What terms and conditions are they offering for the job for which the hiring organization is
staffing?
◦ Labor supply issues
▪ Offers need to attract number of staff required
▪ Offers need to consider KSAOs of each offer receiver and the worth of the KSAOs
• Applicant truthfulness
◦ Minimal evidence exists on degree of applicant truthfulness
◦ To combat deceit, organizations are pursuing verification of all applicant information
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Formulation of Job Offer ….
• Likely reactions of offer receivers
◦ Approaches to assess reactions to offers
▪ Gather information about various preferences from offer receiver during
recruitment/selection process
▪ Conduct research on why offer receivers accept or decline job offers
• Policies on negotiations and initial offers
◦ Job offers occur for both external / internal staffing
◦ Consider costs of job offer being rejected by candidate
◦ Candidates may be receiving counteroffers from current employer
◦ Currently employed candidates incur costs for leaving and expect a “make whole”
offer
◦ Candidates are sophisticated in presenting their demands
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Formulation of Job Offer….
• Strategies for presenting initial offer
◦ Lowball
▪ Offering the lower bounds of terms and conditions to the receiver
◦ Market matching
▪ An offer that is “on the market,” neither too high nor too low
◦ Best shot
▪ Gives a high offer, one right at the upper bounds of feasible terms and conditions
15
Presentation of Job Offer
▪ In writing or Verbally
▪ Showing your company as a unique or exciting place to work can help close the
deal.
▪ Should reinforce the company image and the positive impression formed by the
candidate during the hiring process
▪ While the candidate is considering the offer, it is a good idea to stay in contact
with him or her to reinforce your enthusiasm
▪ Emphasizing the selling points of the job itself and the career development
opportunities that exist, as well as selling the company’s image and brand, can
increase the appeal of the opportunity to the candidate
▪ The job rewards analysis should help identify some of a job’s most attractive features
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Presentation of Job Offer…
• Mechanical approach
• Relies on one-way-communication
• Highly efficient and inexpensive
• All applicants treated the same for legal purposes
• Sales approach
• Active interaction with applicant
• Allows organization to respond to concerns
• Much higher chance of offer acceptance
Negotiable Job Offer Elements
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Job Offer Process:
Acceptance, Rejection, Reneging
• Acceptance
• Rejection
oBy organization
oBy offer receiver
• Reneging
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Closing the Deal
• For job offer acceptances:
▪ Ensure that the finalist followed the proper procedures, accepted the job offer
as written, and responded before the deadline.
▪ Congratulate the new hire and express your enthusiasm about having him or
her onboard.
o It can also be helpful to ask what persuaded the person to say yes, and what he or she
thought of each company contact and the hiring process.
▪ To begin the new hire’s transition into the company, stay in contact with the
new hire and encourage his or her supervisor and coworkers to do the same.
▪ Once a job offer has been accepted, the recruiter’s role is to begin building the
new hire’s commitment to the company and enhancing his or her ability to
succeed on the job.
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Closing the Deal
• When the company rejects a candidate:
▪ Do so respectfully.
▪ Distributive fairness will be perceived as low, and to reduce negative spillover
effects, efforts should be made to enhance the procedural and interactional
fairness perceptions of rejected applicants.
▪ Negative reactions of rejected internal candidates may be reduced by
explaining why they were not chosen, and what they can do to be more
competitive for the position in the future.
• Development plans can be created to help the rejected employees enhance their
experience and qualifications.
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Closing the Deal
• When a finalist rejects a job offer:
▪ Try to find out why and whether an enhanced offer might be acceptable if the
firm is willing to negotiate.
▪ Promptly and respectfully acknowledge the rejection.
▪ If a rejected applicant is qualified for a different position or if they might be
hirable in the future for the job to which he or she applied, requesting
permission to retain the applicant’s information for a period of time can help to
build a talent pipeline and facilitate the future sourcing and recruiting of prequalified applicants.
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Reneging
• Reneging is backing out of a contract after it is accepted.
▪ Job seekers should never accept an offer unless willing to commit
▪ Employers should never pressure candidates to renege on other employers
• If an employer must renege on a job offer or new hire, perhaps
because business conditions have changed, the individual often
receives compensation for breaking the contract
▪ Honesty and respect can reduce subsequent feelings of unfairness and inequity
and maintain the individuals’ willingness to work for the firm in the future
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Fairness Perceptions
• Distributive fairness: the perceived fairness of the outcomes received
▪ Because most applicants don’t get a job offer, distributive fairness perceptions are often low
• Procedural fairness: the perceived fairness of the policies and procedures used to
determine the hiring outcome
• Interactional fairness: perceptions of the degree of respect and the quality of the
interpersonal treatment received
• Attending to procedural and interactional fairness perceptions can increase
finalists’ willingness to accept job offers and can help reduce the negative
spillover effects among those applicants turned down for the job who perceive
low distributive fairness
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New Employee Orientation and Socialization
• Orientation
oNew Employee Orientation Program Suggestions
• Socialization
oContent
• People
• Performance proficiency
• Organization goals and values
• Politics
• Language
• History
oDelivery
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Orientation and Socialization
• Orientation (or onboarding): the process of completing new hires’ employmentrelated paperwork, and familiarizing them with their jobs, coworkers, work spaces,
work tools, and the company’s policies and benefits
◦ Different from training: provides employees with knowledge/skills to do job
• Socialization: a long-term process of planned and unplanned, formal and informal
activities and experiences through which an individual acquires the attitudes,
behaviors, and knowledge needed to successfully participate as an organizational
member
◦ goal of socialization is to get new employees up to speed on their jobs and familiarize them with
the organization’s culture, or the norms, values, behavior patterns, rituals, language, and traditions
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Socialization
• Can speed up the time it takes new hires to reach the point at which they start
generating a return on the company’s investment in them.
• Can improve employee retention and employee engagement,
• Prepares employees to perform their jobs effectively, fit into the organization,
and establish productive work relationships.
• Three phases:
◦ Anticipatory socialization (interacting with company representatives)
◦ Encounter (training + learning)
◦ Settling in (evaluation of performance and potential career opportunities within the company)
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Effective Socialization
• Should actively involve new employees, encourage them to ask questions, and clarify
their role in business strategy execution.
• Helpful managers and peers can enhance employees’ learning of the new job.
• Research suggests that socializing new employees as a group, using formal activities
and materials in a predetermined order within a specified time frame, giving them
access to role models or mentors, and providing social support enhance newcomer
loyalty, reduce turnover, and increase commitment, job satisfaction, task mastery, and
values congruence.
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