HUMAN RESOURCE MANAGEMENT

Human Resource Management: Article Summary and Case Analysis

THE PROMOTION CASE ANALYSIS

STRATEGIC ISSUES AND PROBLEMS

The case refers to promotion recommendation of a committed and proven employee of ABC Manufacturing Company. Judy Barrett, a young and dedicated office assistant for the past two years, has demonstrated her skills during the past few years. Her supervisor Mary has just been promoted to a higher position. In place, Mary thinks Judy is the best fit for the job, although there are two other secretaries who have expressed interest into the position.

Judy, being junior to these two secretaries, as well as struggling hard with her bachelor's degree, does not feel it too 'desirable' to fill the position and take extra responsibilities (Poels 1997). Although she believes that this position will be a great career milestone, she thinks that she might have to face difficulties both at supervising her otherwise 'seniors' and making justice with her ongoing studies. Mary sees Judy to be the ideal candidate, and she asks her to consider taking the position and the role.

ANALYSIS AND EVALUATION

There are specifically two issues that confront Judy if she takes the promotion.

First, she has to forsake much with her studies, although the position will give her practical exposure to management which she believes will help in her bachelor's program.

Secondly, she thinks she might have to be at odds with managing her seniors, given the fact that those seniors wanted that position themselves.

While her current supervisor still believes that Judy could best fit the position, she might not push her to influence her choice without ingenuity. Also, Judy would need some amount of time to polish her supervisory skills and develop strategic thinking. This would involve some amount of training from Mary and other managers. Judy remains the best fit for the job, but undesirable effort into filling the role could be detrimental, both to her and the company.

JUDY BARRETT'S ALTERNATIVES

The first obvious alternative is creating a test supervisory position for Judy. This alternative is put forth by Mary. While Judy assumes the position and puts her office relationships in her former supervisor's position, Mary could test her potentiality for the position.

Also, Mary could herself determine if she encounters many problems. Another alternative for Judy is to stick to what is doing right now - keep abreast of the new learning at her present role. Prepare herself for a future ...