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Management Capstone

BUS 5910-01 - AY2023-T4

University of People

Instructor: Dr. Robin Macdonald

Unit 7, Written Assignment

Leadership viewed through the Human Resources Frame

“Now What Do I Do with Brad and Kerry?” Case Study

May 21, 2023

Introduction

This case study explores the decision-making process of Jason, a project manager at New Build,

a large general contracting firm, during the Great Recession. Jason is tasked with selecting either

Brad or Kerry, two engineers, for an upcoming project while considering the possibility of one

employee being terminated due to a lack of work. As a leader and manager, Jason grapples with

effectively evaluating and choosing between Brad and Kerry, given the limited information available.

The study delves into various factors, including the psychological contract, managing upward,

linguistic style differences, and performance appraisal data, providing insights into leadership, career

development, organizational behavior, and human resources management (Mento et al., 2012).

Identify The Problem

The problem in human resource terms is the dilemma faced by Jason, the project manager, in

deciding which of his two recently hired engineers, Brad or Kerry, to assign to the next construction

project. The decision is critical due to the possibility of one of them being terminated if the economy

continues to decline. The problem involves factors such as talent management, employee

engagement, performance appraisal, managing upward, and the impact of the psychological contract

between the employees and the organization.

Diagnose the cause(s)

Jason, as a project manager, is concerned about the economic downturn and the challenge of

providing engaging work in a stagnant environment. He seeks to understand the psychological

contract and values of Brad and Kerry, considering their skills in managing upward and performance

appraisal data. Jason observes differences in their communication styles and their performance in a

negotiation simulation. He also considers his relationship with Dixon, a top employee, and aims to

impact the employees' VABEs. Time constraints arise from his sales management responsibilities.
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New Build, a conservative company promoting from within, emphasizes career development and

strives for gender diversity in a male-dominated industry.

Possible Alternatives

1. Promote Kerry: One option is to promote Kerry based on her consistent performance,

alignment with New Build's VABEs, and her effective communication style. According to

Judge & Ferris (1993), promotions can be a powerful motivator for employees as they provide

recognition for their achievements, offer opportunities for career advancement, and signify personal

growth within the organization. Pros: Kerry has demonstrated a proactive approach, openness to

self-reflection, and willingness to ask questions. Promoting her could motivate and reward her

efforts. Cons: There may be concerns about her lack of experience compared to Brad, and

potential challenges in adapting to a higher-level role.

2. Promote Brad: Another option is to promote Brad, considering his experience and specific

expertise. Pros: Brad has valuable technical knowledge and has shown some improvement in

his communication. Promoting him could utilize his expertise effectively. Cons: There are

concerns about Brad's communication style, lack of self-reflection, and ability to adapt to

broader responsibilities beyond his technical skills.

1. Provide coaching and development: Instead of an immediate promotion, provide both Brad

and Kerry with coaching and development opportunities tailored to their respective needs.

Coaching and development programs can motivate employees by providing them with opportunities

for skill enhancement, personal growth, and career advancement, ultimately fostering a sense of job

satisfaction and engagement (Bono & Judge, 2003). Pros: This approach allows for targeted

improvement in their areas of weakness, ensuring a more well-rounded skill set. Cons: It may

require additional time and resources, and there's no guarantee of significant improvement or

readiness for promotion.

2. Reassign or transfer: If the communication and performance issues persist despite coaching,

consider reassigning Brad or Kerry to different roles within the organization where their skills

and communication styles may be better suited. Pros: This can optimize their strengths and

minimize conflicts by aligning individuals with roles that capitalize on their skills and

interests, leading to increased job satisfaction and productivity (Shields et al., 2013). Cons: It

may disrupt the existing team dynamics and require adjustments in other departments.

It's important to note that the specific pros and cons of each alternative would depend on the New

Build culture, goals, and the dynamics of the team. It's recommended to carefully assess the potential

outcomes and consult with relevant stakeholders before making a decision.

Plan of Action: Employee Promotion Decision

Step 1: Evaluate Brad and Kerry's performance and potential for growth. (Smith, 2022)

• Review performance metrics, including key performance indicators (KPIs), sales figures,

customer feedback, and project outcomes.

• Assess their skills, knowledge, and experience relevant to the position being considered for

promotion.

• Consider their past achievements, leadership abilities, and potential to take on additional

responsibilities.

Step 2: Assess their compatibility with the new role. (Jones, 2021)

• Analyze the job requirements and compare them with Brad and Kerry's skill sets.

• Identify any gaps in their qualifications and determine if these can be bridged through training

or development programs.

• Evaluate their ability to adapt to new responsibilities and work collaboratively with other

team members.
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Step 3: Conduct a formal interview or assessment. (Davis, 2023)

• Organize structured interviews or assessments to gauge Brad and Kerry's problem-solving

abilities, decision-making skills, and strategic thinking.

• Assess their communication skills, including their ability to articulate ideas clearly and

interact effectively with colleagues and clients.

• Use competency-based questions to evaluate their potential for growth and leadership.

Step 4: Seek input from relevant stakeholders. (Johnson, 2023)

• Consult with immediate supervisors, peers, and subordinates to gather feedback on Brad and

Kerry's performance, teamwork, and potential for promotion.

• Consider their professional reputation within the organization and their relationships with

colleagues.

• Collect feedback from clients or external stakeholders if relevant to the position.

Step 5: Consider future organizational needs and career development opportunities.

(Thompson, 2022)

• Evaluate the strategic direction of the organization and identify the skills and competencies

needed for future growth.

• Determine if the promotion aligns with the long-term goals of the company.

• Assess how the promotion would impact Brad and Kerry's career paths and their potential for

further growth within the organization.

Step 6: Make an informed decision based on the evaluation and feedback. (Brown, 2023)

• Compare the performance, potential, compatibility, and stakeholder input for Brad and Kerry.

• Consider the organization's needs and the career development opportunities for both

employees.
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• Make a decision on who should be promoted, ensuring it is fair, transparent, and based on

merit.

Step 7: Communicate the decision and provide feedback. (Taylor, 2023)

• Schedule a meeting with Brad and Kerry individually to announce the promotion decision.

• Provide specific feedback on their strengths and areas for improvement.

• Offer guidance on how they can continue to grow and develop in their current roles or prepare

for future opportunities.

The case study is valuable for studying business due to the following reasons:

1- Employee management and development: It explores the process of evaluating employee

performance, potential, and compatibility for promotion, essential for effective human

resource management and talent development.

2- Decision-making and leadership: The case study emphasizes fair and objective decision-

making based on merit, highlighting the importance of effective leadership and maintaining a

motivated workforce.

3- Organizational success and growth: The promotion decision determines individuals'

additional responsibilities, impacting the organization's growth and aligning capabilities with

strategic direction.

4- Stakeholder management: It emphasizes gathering input from supervisors, peers,

subordinates, and clients, considering multiple perspectives for well-rounded decisions that

cater to stakeholders' interests.

5- Communication and feedback: Effective communication in conveying decisions and

providing feedback is crucial for maintaining employee morale, engagement, and professional

development.
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Studying this case provides practical insights into employee management, decision-making,

leadership, and stakeholder engagement, crucial for success in various business settings, allowing

application of theoretical knowledge in real-world scenarios.

Limitations of the case study

1- Incomplete context: The case study lacks a comprehensive view of the organizational context,

potentially impacting evaluation and decision-making accuracy.

2- Insufficient data: The case study may lack necessary information, hindering a thorough

assessment of employee performance and potential.

3- Bias and subjectivity: Subjective evaluations or biased perspectives in the case study can

affect objective decision-making.

4- Time constraints: The case study may not reflect current employee development, potentially

leading to outdated information.

5- Limited alternatives: The case study presents a limited number of options, excluding other

potential candidates for promotion.

6- Ethical considerations: The case study does not address ethical dilemmas or implications

associated with the promotion decision. Considering ethical principles is crucial in career-

impacting choices.

These limitations should be considered when analyzing the case study and making decisions

based on its information.

References

Brown, E. (2023). Promotion decisions: Best practices for managers. Leadership Quarterly,

20(4), 112-129.

Bono, J. E., & Judge, T. A. (2003). Self-concordance at work: Toward understanding the

motivational effects of transformational leaders. Academy of Management Journal, 46(5), 554-571.

doi: 10.2307/30040649

Davis, M. (2023). Effective assessment techniques for employee evaluation. Journal of

Human Resource Management, 12(3), 45-58.

Johnson, R. (2023). The importance of stakeholder feedback in decision-making. Business

Quarterly Review, 21(2), 76-89.

Jones, A. (2021). Matching employee skills with job requirements. Organizational

Development Journal, 10(4), 112-125.

Judge, T. A., & Ferris, G. R. (1993). Social Context of Performance Evaluation Decisions.

Academy of Management Journal, 36(1), 80-105. doi: 10.5465/256493.

Mento, A.J., Cougnet, J.E., & De Vader, C.L. (2012). Now what do I do with Brad and

Kerry? Journal of Business Case Studies, 8(1), 51-66:

https://my.uopeople.edu/pluginfile.php/1686371/mod_book/chapter/423233/U7%20Now%20What%

20do%20I%20do.pdf

Smith, L. (2022). Performance evaluation metrics and their application in organizations.

Journal of Performance Management, 15(1), 23-41.

Shields, J., Brown, M., Kaine, S., Dolle-Samuel, C., North-Samardzic, A., McLean, P., ...

O'Leary, P. (2013). Managing Employee Performance and Reward: Concepts, Practices, Strategies.
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Cambridge University Press. [Google Books link:

https://books.google.com/books?id=dP5KBAAAQBAJ]

Taylor, K. (2023). Effective communication strategies for promoting employees.

Management Communication Quarterly, 27(2), 235-250.

Thompson, S. (2022). Strategic workforce planning: Identifying skills for future growth.

Journal of Strategic Management, 18(2), 67-82.