HRM: Employee Management Essay

HRM: Employee Management Essay.

HRM: Employee Management Essay

                                                Category: Others


The student will write a thorough essay(1000 to 1250 words excluding cover page, abstract, and references) that answer all questions applying to the case and provided by the author or instructor. Do not submit either as a numbered Q &A or as a bulleted list of data submission but rather as a completed written paper. Include properly formatted cover, abstract, and reference pages with your Case Studies. A minimum of four high quality academic sources in addition to your textbook (if relevant) are required.

Submit as an attachment in proper APA format (APA 7th Edition) as a Microsoft® Word document only with proper grammar, spelling, citations, cover and reference pages. Note that the instructor does not recognize Wikipedia as a quality reference source for academic submissions due to the editable nature of the material found there that raises concerns about veracity and validity of content. Do not cite Wikipedia (any other “pedias” including encyclopedias) or other non-academic sources such as dictionaries, blogs, Prezi’s, CourseHero, MBA Tutor, etc., and most “.com” in your references for the Case Study assignments. A word on “quality academic sources” is in order here. Peer reviewed (you can set this as a parameter of your search in the GBC Databases) studies, reports, journal articles, conference papers and presentations are the preferred sources.

HBP When Your Star Player Asks to Go Part-time Case: Answer the questions provided by the instructor below. Please support your analysis with external references as required and adhere to the deliverables as outlined in the course syllabus and assignment rubric, including the minimum number of required academic sources.

1) Should Sue Yee grant Melissa’s request to go part-time? Why (on what basis)?

2) How will this decision impact the rest of the organization and staff? If positive – give examples from your research. If negative – give examples from your research or personal experience.

3) In what ways will her decision impact other career females at the company specifically? Cite an example from your research of another case/organization where an accommodation was made that was not universally applied. What was the result?


Case Study Rubric Fall 2021 (1)
This criterion is linked to a Learning OutcomeContent50 pts Student submission addresses each of the Case Study questions in-depth with high quality content and analysis. Additional research has been undertaken and is properly cited (minimum of four high quality academic outside sources plus the case are required). 42 pts Student submission addresses most of the Case Study questions with quality content and analysis. Additional research may have been undertaken but is not fully or properly cited and may not meet the minimum number required. 35 pts Student submission addresses some of the Case Study questions with limited in-depth, content, and analysis. Additional high quality research may not have been taken or is limited in number or depth. 25 pts Student submission does not address the Case Study questions accurately or at all.50 pts
This criterion is linked to a Learning OutcomeWord Count Parameter5 pts Student submission is within the word count parameters of 1000 words minimum and 1250 words maximum. 3 pts Student submission is above the maximum word count parameter of 1250 words. 2 pts Student submission is below the minimum word count parameter of 1000 words.5 pts
This criterion is linked to a Learning OutcomeProper APA Formatting10 pts Student submission meets all of the required deliverables for proper APA formatting including, but not limited to, font type and size, line and paragraph spacing, indentations, page layouts, citiations, word usage, spelling, grammar, etc. 9 pts Student submission meets most of the required deliverables for proper APA formatting including, but not limited to, font type and size, line and paragraph spacing, indentations, page layouts, citiations, word usage, spelling, grammar, etc. 8 pts Student submission meets some of the required deliverables for proper APA formatting including, but not limited to, font type and size, line and paragraph spacing, indentations, page layouts, citiations, word usage, spelling, grammar, etc. 5 pts Student submission is severely lacking in proper APA formatting or has not cited non-original material.10 pts
This criterion is linked to a Learning OutcomeGrammar, punctuation, and appropriate level academic writing.10 pts Submission is free of errors in grammar, punctuation, spelling, etc and written at appropriate academic level for the targeted audience. 8 pts Submission contains less than 3 errors in grammar, punctuation, spelling, etc and written at appropriate academic level for the targeted audience. 6 pts Submission contains more than 3 errors in grammar, punctuation, spelling, etc and/or not written at appropriate academic level for the targeted audience.10 pts
Total Points: 75

Requirements: 1000 to 1250 words excluding cover page, abstract, and references   

When Your Star Player Asks to Go Part-time

Student’s Name




When Your Star Player Asks to Go Part-time


In modern organizations, from time to time, the best-performing employees may request to work part-time.  Female employees require extra attention from employers because they are more likely to suffer from work-life balance challenges (Messenger, 2018). Managers must be prepared to make the hard decisions when balancing employee welfare and organizational objectives. Management decisions must also take caution when making accommodations for employees who are struggling with work-life balance.  Women leaders must also make good decisions in organizations because they are role models for the majority of the female staff. Simple career decisions might hamper the growth of female employees, especially if they are in senior management. This essay highlights the importance of work-life balance in the workplace and women leaders in an organization.

Why Organisations Should Consider Part-time

Organizations with good policies and practices on employee welfare will always consider an employee’s work-life balance no matter their role in the organization. Su Yee should consider the work-life balance of Mellisa, who has been struggling for the last few months (Messenger, 2018). Lack of concentration emanating from an employee’s life outside work will always be a source of demotivation and affect their performance. Mellisa has great managerial potential discovered and nurtured by Su Yee; however, Mellisa has outside life work that should not be ignored. Great managers always find a balance between achieving the organizational objectives and ensuring the employee needs are taken care of.

In Su Yee’s opinion, Mellisa’s part-time absence has a probability of affecting Mellisa’s subordinates, the BD department, and eventually the overall organizational objectives. Furthermore, Mellisa risks losing the opportunity to live her managerial career to its full potential (Delong, 2021). However, Su Yee’s approach has failed to consider the importance of a flexible working schedule, especially to Mellisa. Mellisa’s family is essential to her, and even if Su Yee manages to convince her to return to work, her lack of concentration might cost the organization more. Many female employees are under pressure to balance their careers and family, mostly before they reach the age of 35 years (Messenger, 2018). Granting Mellisa the request might give her time to reflect while she resolves her family matters and eventually decides the best way forward. Su Yee is skeptical about Mellisa’s decision even without gathering more information about why Mellisa is taking that option. All good managerial decisions are not rushed, and they should be informed. Su Yee should understand that for the business to succeed, Organisational career management and succession planning policies and processes require adapting to changing times.

In the past, three full-time commissioners have led the electoral commission of Newzeland, one acting as the chairman and the other 2 being a deputy chairman and a chief electoral officer, respectively (Ferris, 2020). Following the new reforms, the chairman and the deputy chairman work part-time and only work when required during an election period or a census. On the other hand, the chief electoral officer operates on a full-time basis where they run the day-to-day operations of the electoral commission.

Effects of part-time employment on Employees and the Organisation

The modern worker will always need a boss who approaches them uniquely and keeps things interesting at work. The advantages that employees today expect from their employers include part-time employment, job autonomy, and development within the company (Caringal-Go, 2021). As a starting point, SG will deal with the issue of having more part-time workers like Melissa on the team. Other workers may come to view their boss as someone who cares about their well-being and is willing to make changes that benefit them if they use Mellisa as an example.

For SG to adjust its workforce to the company’s changing requirements, it uses part-time workers. If SG didn’t increase its full-time personnel roster during boom times, it would have been a waste of money during the Covid 19 era when business was slow (Caringal-Go, 2021). Worse still, they may be forced to let go of the same workers who caused the problem in the first place. Instead of hiring full-time personnel, SG may use temporary part-timers who can help with the burden while also providing additional support to the full-time staff. When full-time employees are sick or on maternity leave, part-time employees like Mellisa may step in to help cover the void. Additionally, long-term part-time employees can perform shifts that full-time employees are unable to. SG may use part-time employees to assist with night and weekend hours if it provides after-hours technical support to avoid staff shortages.

Due to the rising health insurance coverage costs during the Covid 19 epidemic, full-time workers are responsible for paying a full-time wage and providing benefits such as sick leave and pension schemes (Caringal-Go, 2021). Workers’ compensation and unemployment insurance must be considered if an employee is injured while on the job. SG often needs temporary access to specialized knowledge. Imagine that SG needs additional cashiers to help with checkout during the Christmas shipping season or more accountants to manage the company’s accounts during tax season. People with the skillsets that SG needs now may be brought on as required if SG hires part-time workers. Then they may go their ways after the job or hectic season is through. A talent pool that might otherwise go untapped for employers is opened up when part-time workers are considered.

Many people associate part-time work with low-wage or meaningless jobs, but this isn’t always the case. By enhancing current part-time roles, creating new professional part-time possibilities, and allowing full-time employees to work in a part-time capacity, Su Yee may utilize part-time jobs to benefit both the business and Mellisa (Caringal-Go, 2021). The first step in recognizing the part-time value employment may provide to their business is to treat full-time and part-time employees equally regarding their contributions to its success.

Impact of SuYee  decision on Employees and Organisation

When it comes to motivating other women, Mellisa should lead by example, which underscores how critical female leaders are for the attitudes and ambitions of other young women. The fact that Mellisa had gone up the ranks of SG from a junior to a senior staff member will be a source of motivation and hope to all women in SG. Not only does Mellisa provide hope for career growth, but she also provides hope for all women suffering from work-life balance (Elias, 2018). Full-time employment has always caused trouble for women, especially with young children; Mellisa, however, is using her influence to make the management reconsider the way they structure work. In SG, women have Mellisa as the role model that they can emulate to achieve success. Many women can see the role of Mellisa as the first move of woman leader to ensure that women rights and welfare is considered within the SG policies. More importantly, women at SG will be motivated by Mellisa that work-life balance can be achieved even during difficult times like during Covid 19 times.

Despite Mike, an employee of PSL Palma in Florida, getting involved in a fatal motorcycle accident outside work, the company continued paying his full early despite exhausting his leave days. Despite Mike missing for over 27 days without communicating to the PSL Palma management, the organization eventually received reports that Mathew had been unconscious following the fatal accident (Elias, 2018). Legally the employer had the right to dismiss Mathew because the organization was suffering without the IT technician. Following a management meeting, the team concluded that they give the employee more time to recuperate. In addition to retaining the employee in their books, they continued paying the employee a full salary for another 73 days until Mike reported back to work.

After that managerial decision, many employees became more committed to the organization, citing that the employer cared about the employees. However, the organization opened a can of warms where employees can desert duty and expect compassion from the employer.


Caringal-Go, J. F., Teng-Calleja, M., Bertulfo, D. J., & Manaois, J. O. (2021). Work-life balance crafting during COVID-19: exploring strategies of telecommuting employees in the Philippines. Community, Work & Family, 1-20.

Messenger, J. (2018). Working time and the future of work. ILO future of work research paper series.

Delong, T. J. (2021, February). When Your Star Player Asks to Go Part-time. Harvard business school review.

(Delong, 2021, p. xx)

Elias, E. (2018). Lessons learned from women in leadership positions. Work59(2), 175-181.

Ferris, J. S. (2020). What happens when voting rules change? The case of New Zealand. Constitutional Political Economy31(3), 267-291.

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