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Job Analysis Post-Flood Challenges

A flood in Mississippi devastated many employee homes at the Optima Air Filter Company and forced them to hire almost three new crews. The new employees were confused about their duties since the jobs of the long-time employees were never formally documented. A consultant had the long-time employees fill out questionnaires about their duties, but arguments ensued between management who thought duties were exaggerated and employees who said the duties were accurate. Customers were demanding filters while this was ongoing.

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Amr Ahmed
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57 views1 page

Job Analysis Post-Flood Challenges

A flood in Mississippi devastated many employee homes at the Optima Air Filter Company and forced them to hire almost three new crews. The new employees were confused about their duties since the jobs of the long-time employees were never formally documented. A consultant had the long-time employees fill out questionnaires about their duties, but arguments ensued between management who thought duties were exaggerated and employees who said the duties were accurate. Customers were demanding filters while this was ongoing.

Uploaded by

Amr Ahmed
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd

HRM501 MBA- E-JUST

Case Study (3)


THE FLOOD
In May 2011, Mississippi River flooding hit Vicksburg, Mississippi, and the Optima Air Filter
Company. Many employees homes were devastated, and the firm found that it had to hire almost
three completely new crews, one for each of its shifts. The problem was that the old-timers had
known their jobs so well that no one had ever bothered to draw up job descriptions for them. When
about 30 new employees began taking their places, there was general confusion about what they
should do and how they should do it. The flood quickly became old news to the firm’s out of state
customers, who wanted filters, not excuses. Phil Mann, the firm’s president, was at his wits end.
He had about 30 new employees, 10 old-timers, and his original factory supervisor,
Maybelline. He decided to meet with Linda Lowe, a consultant from the local university s business
school. She immediately had the old-timers fill out a job questionnaire that listed all their duties.
Arguments ensued almost at once: Both Phil and Maybelline thought the old-timers were
exaggerating to make themselves look more important, and the old-timers insisted that the lists
faithfully reflected their duties. Meanwhile, the customers clamored for their filters.
Questions
1. Should Phil and Linda ignore the old-timers protests and write the job descriptions as they see
fit? Why? Why not? How would you go about resolving the differences?
2. How would you have conducted the job analysis? What should Phil do now?

HRM501 MBA- E-JUST


Case Study (3)
THE FLOOD
In May 2011, Mississippi River flooding hit Vicksburg, Mississippi, and the Optima Air Filter
Company. Many employees homes were devastated, and the firm found that it had to hire almost
three completely new crews, one for each of its shifts. The problem was that the old-timers had
known their jobs so well that no one had ever bothered to draw up job descriptions for them. When
about 30 new employees began taking their places, there was general confusion about what they
should do and how they should do it. The flood quickly became old news to the firm’s out of state
customers, who wanted filters, not excuses. Phil Mann, the firm’s president, was at his wits end.
He had about 30 new employees, 10 old-timers, and his original factory supervisor,
Maybelline. He decided to meet with Linda Lowe, a consultant from the local university s business
school. She immediately had the old-timers fill out a job questionnaire that listed all their duties.
Arguments ensued almost at once: Both Phil and Maybelline thought the old-timers were
exaggerating to make themselves look more important, and the old-timers insisted that the lists
faithfully reflected their duties. Meanwhile, the customers clamored for their filters.
Questions
1. Should Phil and Linda ignore the old-timers protests and write the job descriptions as they see
fit? Why? Why not? How would you go about resolving the differences?
2. How would you have conducted the job analysis? What should Phil do now?

Common questions

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Phil could employ comparative analysis by observing current job performance against the old-timers’ declared duties, interviewing peers and supervisors for broader perspectives, and reviewing historical data on performance metrics. Such evaluations can guide the development of comprehensive job descriptions and inform future HR policies on performance appraisals and role clarity, ensuring objective assessments .

Phil Mann should adopt a collaborative strategic approach where both old-timers' insights and management perspectives are integrated to resolve differences. He could facilitate a series of workshops involving both parties to openly discuss roles and responsibilities, using the consultant Linda Lowe as a mediator to ensure every voice is heard. This method encourages transparency and builds consensus, helping to ensure the newly drafted job descriptions accurately reflect job realities and are agreeable to everyone .

External consultants like Linda Lowe bring objective insights and expertise in organizational change, offering unbiased analysis of current challenges. They can facilitate job analysis, mediate conflicts, and recommend best practices based on industry standards. Their outsider perspective and methodologies help companies develop actionable strategies that address both immediate and long-term restructuring needs .

In this situation, triangulation of job analysis techniques such as direct observation, interviews with the employees, and benchmarking against industry standards could be employed to ensure accuracy and objectivity. Implementing competency frameworks could also help define roles based on required skills and performance metrics rather than personal accounts, minimizing bias from the old-timers' input .

Companies can leverage the disruption caused by natural disasters to reassess and streamline processes, improve documentation like job descriptions, and implement stronger communication and management systems. These events can also foster resilience by encouraging innovation, accelerating digital transformation, and building more robust contingency plans to mitigate future risks .

Phil Mann may need to adopt a transformational leadership style focused on fostering collaboration and inclusivity. He should encourage open communication, provide targeted training to bridge skill gaps, and recognize the value of both new and existing employees. By promoting a culture of shared learning and adaptation, he can align team goals and enhance overall workforce performance .

Arguments against unilateral decision-making include the risk of overlooking critical practical aspects of job roles that seasoned employees understand well. Ignoring input from old-timers can result in inaccurate job descriptions that fail to reflect true operational needs, leading to inefficiencies and employee dissatisfaction. Including diverse input ensures comprehensive and realistic job descriptions .

The main lesson from Optima's crisis management is the critical importance of preparedness in workforce reorganization. It shows that having updated job descriptions and succession plans can facilitate smoother transitions during and after crises. Additionally, involving all stakeholders in the planning process and utilizing external expertise can aid in mitigating the impacts of unforeseen events and maintaining operational continuity .

The absence of documented job descriptions leads to inefficiencies as new employees lack clear guidance on their responsibilities, resulting in reduced productivity and potential errors. This inefficiency directly affects the company's ability to meet production targets, thereby straining relationships with out-of-state customers who expect timely delivery of products. It can culminate in lost business opportunities and damage to the company's reputation .

Addressing confusion among new employees is crucial for maintaining productivity and meeting customer demands. Without clear role definitions, new staff are likely to be inefficient, leading to delays in production and potentially harming the company's reputation with its customers. Unresolved confusion could result in decreased morale, increased turnover, and loss of competitive advantage .

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