Running Header: CASE STUDY TWO 2 Case Study Two After the Merger: D-Bart Industries is a case study by Myrna Gusdorf (2011) that discusses various aspects of staffing management including downsizing and performance appraisals. The case study describes two equally sized manufacturing companies, Davis Manufacturing and Bartlund Technology, merging together to form D-Bart Industries (p.6). The newly developed D-Bart Industries leadership team encompassed a philosophy of collaboration with the goal of utilizing the unique strengths of both companies. Without a visible power structure, D-Bart employees became apprehensive and began worrying about facility closures and employee layoffs (Gusdorf, p. 6-7, 2011). In the case study, the Division Manager of the San Juan location, formerly a Bartlund Technology facility, named Karen Howell was notified that the San Juan facility would be closed and would be merged with the San Francisco facility in an attempt to reduce facility costs (Gusdorf, p.8, 2011). Gusdorf (2011) explains how despite the transfer of operations to San Francisco, twenty percent of the San Juan workforce would need to be laid off. In response, Howell developed a plan to perform layoffs equally throughout all departments and planned to use performance appraisals to guide termination decisions. Howell informed managers of the situation, but did not make an announcement to the employees. After reviewing performance appraisals, she met with managers to discuss layoff decisions and learned performance appraisals were not accurate and managers failed to properly document any employee dilemmas or disciplinary action (p.8-9). This discovery left Howell with a variety of problems that must be solved. Gusforf’s (2011) case study asks how the company should make reduction decisions when performance appraisals provide unreliable information and how can D-Bart develop an effective performance appraisal process (p.9).
Running Head: CASE STUDY THREE 2 Case Study Three: Aflac Insurance In Benefits and Business at Aflac and L.L. Bean the author, Sandra Reed (2009), discusses a wide-ranging business dilemma involving employee compensation and benefits. She describes how studies have shown that employees rate compensation and benefits as one most important aspects of their job, but they also illustrate that they are unsatisfied with their organizations’ plans and practices (p.3). Notably, Reed (2009) expresses how employees’ roles and responsibilities have dramatically changed in correlation with today’s dynamic marketplace, but employers’ compensation and benefit structures have not effectively kept up with this trend (p.3). She explains how this inconsistency, “. ..creates artificial expectations of continued advancements and raises,” and to resolve this problem, companies have effectively utilized total reward systems that lucratively blend financial and non-monetary rewards to satisfy employees while containing costs (Reed, p. 3, 2009). Specifically, Reed (2009) discusses American Family Life Insurance Company of Columbus’s (Aflac) total reward system strategy (p. 5-7). She describes how the company’s total rewards system is focused on fulfilling employee needs and containing costs. To do this, Aflac conducts employee satisfaction surveys and focus groups to identify needs and uses the results to develop a total reward system (Reed, p. 5, 2009). Throughout the case study, Reed (2009) descriptively describes the benefits provided in Aflac’s total rewards system and how it has assisted the company in increasing employee satisfaction and retention (p. 5-7). To further discuss Aflac’s compensation and benefits strategy, various characteristics of its total reward system will be evaluated. Internal and external strengths and weaknesses will be identified and Aflac’s benefits and reward tactics will be discussed. In addition, these approaches