Strategies for People Management - Essay Example

Strategies for People Management Case Study It is a Monday morning and you have just arrived at your desk. You are a HR business partner for the maintenance and production facility of a large pharmaceuticals company. The production manager, who has obviously just arrived from her Monday morning team briefing where the weekend production figures are discussed and the plans for the week are set in place, arrives at your desk. HR issues are not normally at the top of her agenda first thing on a Monday morning but clearly something is troubling her. After a coffee and forty five minutes of listening to her concerns you realise that you have both an immediate and medium term problem to resolve. The immediate problem concerns a production worker who was found inebriated (in a drunken state) in the locker room during her Friday night shift. The supervisor was not sure whether she could ask the nurse to request the employee to submit to a test for alcohol but the problem was solved when the employee said that she had taken a coffee flask filled with Vodka into the factory and had, progressively as the night shift wore on, drunk her way through its contents until she was no longer capable of standing. Luckily she had lain down on a bench in the locker room and fallen asleep; where her supervisor had found her. The consequences of the production worker falling whilst on the production-floor were unthinkable. Her supervisor had dealt with the immediate problem proficiently; calling in the duty nurse who made sure the employee was safe and stable in the company infirmary before arranging transport home. The production worker was handed over to her partner as dawn was breaking and a letter was left advising her, the production worker, not to return to work on her normal Monday morning early shift but to report to the Production Manager’s office at 3 p.m. this afternoon. Clearly the production manager wishes you to advise her on how she should handle the immediate situation but there is also a wider concern because you are aware that the company does not have either a strategy or policy on alcohol or similar abuse in the workplace. Your task is to: a. Decide how you will advise the production manager how she would proceed when she meets with the employee this afternoon. b. Prepare a paper which addresses the longer term strategy and policy issues which the case has brought to light. You are shocked when some initial research from a CIPD report on Drugs and Alcohol abuse highlights that: “. . . The bare facts on alcohol consumption and drug use in the UK are frightening. More than a quarter of men report that they drink over the recommended maximum 21 units of alcohol a week, while 17% of women consume over the 14 recommended units of alcohol for their gender – up from 10% in 19881. In all, 36% of 16- to 59-year-olds have used one or more illicit drugs in their lifetime, with 12% having used an illicit drug at least once in the last year. Among 16- to 24-year-olds, 28% have used an illicit drug in the previous 12 months. Given the levels of consumption in society, it’s not surprising that four out of ten respondents to the CIPD survey, Managing Alcohol and Drug Misuse at Work, identified the consumption of alcohol as a significant cause or very significant cause of employee absence and lost productivity. A third of organisations reported that drug misuse had a similarly negative effect in the workplace. There’s plenty of other evidence of the negative impact that alcohol consumption has on organisations, individuals and the economy. A 2003 study by Leontaridi found that between 6% and 15% of the 176 million working days lost to sickness absence in 2001 was due to alcohol-related sickness.” Question A The production manager has to face a significant dilemma: the action of the production worker should be appropriately punished in order to ensure that no similar event will occur in the workplace. On the other hand, the production worker did not try to hide the causes of her condition; she explained carefully all the aspects of the particular event admitting her responsibility. In this context, the dismissal of the production worker could possibly lead to the assumption that employer does not care on the personal problems of employees; the latter have significant importance for the development of the firm’s performance but their efforts are not appreciated by the employer; instead, they are likely to be dismissed when they fall to a mistake . The production manager should appreciate the fact that the production worker did not try to hide the aspects/ causes of the particular event. Under these terms, the production manager should proceed to the following initiatives – before the meeting with the production worker: a) To examine the history of the specific employee in the organization, i.e. the behaviour of the employee up to now, her performance in work and her skills/ abilities – in order to identify her contribution in the production process b) To identify the exact role of the production worker in the organization, i.e. to check whether the position of the specific worker has many demands which has possibly led to the increase of the employee’s stress. The specific event could be proved to be related with the fact that the production worker decided to take alcohol with her in the workplace. In this case, the dismissal of the employee would not be the appropriate solution; instead the transfer of the employee to another position within the organization should be preferred – especially if the particular employee has a good history in the workplace. c) Apart from the above, the production manager has to identify the level of support provided to the particular employee – referring to the psychological support offered by appropriately appointed consultants within the context of the workplace. Because the demands of the specific position are many – taking into account the critical importance of the specific industrial sector – it can be expected that employees in the firm under consideration face many challenges in the workplace – like the severe effects of a potential failure in the production process. d) The production manager should also examine the cooperation of the particular employee with other employees; the specific event could be found to have no relevance with the employee’s regular performance and behaviour in the workplace. e) Alternative solutions would be available in case that the production manager decide not to dismiss the particular employee; the latter would be obliged to attend appropriate supporting courses and meet with a consultant appointed by the firm; in case that the employee follow the suggested plan of action, then her return in her position would be possible. f) The production manager should ensure that the actual causes of the particular event are identified and that appropriate solutions are provided; if the causes of the employee’s behaviour are not identified, then it is quite possible that the particular event is repeated in the near future. g) The production manager should avoid being aggressive towards the employee; the latter admitted her mistake and gave the required explanations regarding the specific event. The development of turbulences in the workplace would be quite possible – lack of understanding of the production worker’s position would lead the rest of the workers to think that they have to fully respond to the demands of their position – since in the case of one mistake they are likely to be dismissed. Such a prospect could lead to the limitation of the employees’ productivity. h) No reason for the worker’s dismissal seems to exist in this case. In most common practice, dismissal is like to occur when one of the following terms are applied: a) the misconduct of an employee has been continuous, b) the misconduct can be characterized as gross, c) the employee’s contract expires, d) the employer decides to dismiss the employee after appropriate justification (for example reduction of the firm’s profitability, change of address of operations and so on) and e) the employee chooses to exit the firm for his/ her personal reasons. In the case under examination, the production worker failed to meet the terms of her contract of employment – this could be the only reason for the employer to dismiss – supporting that a termination of contract has taken place due to the violation of its terms. Otherwise, a disciplinary procedure is likely to be applied on this case but the measures taken are expected to be constructive rather than destructive – support would be rather chosen instead of dismissal. Question B Alcohol has been a severe problem for societies worldwide – no matter their social and cultural characteristics or their demographic characteristics. In UK, a survey published in 2008 showed that about the 90% of the country’s adults tend to consume alcohol on a regular basis (Patient, UK, 2008). Similar findings have been released through other studies. Alcohol consumption affects all personal activities; the professional performance of people that tend to consume alcohol regularly is also expected to be adversely affected – leading quite often to the dismissal of the individual – alcoholic. Alcohol can be related with a person’s genetic characteristics. The above view has been proved through the study of Namkung et al. (2005) where it is revealed that ‘by comparing 74 genes to the published results of various linkage studies of schizophrenia, we identified 13 alcoholism associated genes that were located in the regions reported to be linked to schizophrenia’ (Namkung et al., 2005, 6). However, the relationship between the work pressure and the alcohol cannot be rejected. In other words, alcohol is not a disease – genetically related with people; it is a problem that can be developed at any given time under the influence of specific conditions. In this context, the geographic characteristics or the social culture of populations do not seem to have particular interest. In practice, different findings have been released regarding the relationship between alcohol and culture; in the study of Kelly et al. (2003) it is noted that ‘in European-derived samples, heavy alcohol use is associated with relationship distress, conflict, and violence’ (Kelly et al., 2003, 761). The role of managers in the limitation of alcohol problems in the workplace is vital; because alcohol is often considered as being a tool of leisure, the approaches used for its limitation in the workplace should be appropriately customized. In practice, it is proved that the education provided to employees worldwide regarding the potential effects of alcohol on their professional life is limited. A relevant survey was developed by Smith et al. (1989). The above study aimed to prove the level of knowledge of people on the various aspects of alcohol. It was revealed that ‘the vast majority of people knew the minimum pub drinking age, the seriousness of alcohol cirrhosis and how to delay the absorption of alcohol; however, there were many other facets of alcohol about which people were less knowledgeable’ (Smith et al., 1989, 33). There was no reference to the role of alcohol in the employees’ performance. The importance of education provided in the workplace regarding the effects of alcohol in employees’ performance is highlighted in the study of Cyster et al. (1987); their research led to the conclusion that ‘education and training initiatives can make a significant contribution to employees knowledge of alcohol, and also aid management in the implementation of a problem drinking policy’ (Cyster et al., 1987, 156). In the study of Roberts (1982) it was revealed that the ‘Cambridge and Somerville Program for Alcohol Rehabilitation (CASPAR)’ (Roberts, 1982, 80) was introduced in USA as part of the employees’ education on alcohol. Other schemes and programs related with alcohol and its effects on employees’ performance – and their personal life – have been adopted by firms around the world – taking into consideration the organizational culture, its ability to respond to the financial needs of the particular project but also the local social ethics. On the other hand, even in workplaces where appropriate training on the effects of alcohol on personal and social life is provided, the limitation of the problem has not been clearly observed. The specific issue was examined by Lindsay in 2008. The above researcher made a survey among police officers from different states of USA; when these officers were asked to ‘complete a 27-item questionnaire containing the World Health Organizations Alcohol Use Disorders Identification Test instrument to determine alcohol use and risk’ (Lindsay, 2008, 74), it was made clear that there was no differentiation between the level of alcohol consumptions in the workplace – compared to the relevant trends of public. It was proved that police officers are likely to consume alcohol at the same level with all individuals – referring to an average percentage. In accordance with the above findings, the involvement of managers of modern organizations in the effort to reduce the dependence of employees on alcohol would be expected to be easily developed – situations similar with those developed in the various social activities on a daily basis would be expected to be met in the workplace. In this context, firms’ managers would be ready to face the problem of alcohol – even dealing with the problem could lead to the decrease of the firm’s performance – at least temporarily. From another point of view, it is noted by Markowitz (1987, 833) that ‘the mechanism by which these perceptions may affect alcohol misuse and attitudes toward alcohol use by co-workers is through their contribution to feelings of self-estrangement and powerlessness’ (Markowitz, 1987, 833). In other words, the consumption of alcohol in the workplace may not be related with family problems – or problems referring to the individual’s personal life; it may be related solely with the workplace – a fact that should be further examined and appropriately evaluated. Indeed, if the consumption of alcohol is proved to be related with the conditions in the workplace, then the intervention of the firm’s managers is necessary; there could be no effective method to handle with the specific problem unless appropriate measures are taken by the firm’s managers ensuring equality in the workplace. It should be noticed that there are no perfectly structured plans regarding the limitation of the effects of alcohol in the workplace. Personal perceptions but also the social and cultural characteristics of a region could affect the performance of similar projects. When the above problem was set under examination by Worby et al. (2007) the findings indicated ‘lower alcohol use in Latino im/migrants as compared with U.S. Latino and non-Latino populations, but also a relation between problem drinking and acculturation’ (Worby et al., 2007, 413). The above study focused on the population of specific cultural and demographic characteristics – the ‘Hispanic’ populations (Worby et al., 2007, 413). All the above issues should be used in current study in order to develop credible solutions for the limitation of the problem. Up to now, the influence of alcohol on the performance of employees’ of the particular organization is not clear. The specific event has been the only indication of the existence of this problem in the particular workplace. However, in the future similar events could appear – especially if appropriate measures are not taken. In the case under examination, another issue has appeared: this of the health and safety in the workplace. The fact that the production worker managed to bring in the workplace the alcohol without being identified by her colleagues is indicative of the lack of monitoring – at least not appropriate – of the workplace; moreover, the issues of health and safety could be examined in this case; the firm’s manager should be asked to explain the severe problems and safety relating with the family life; alcohol has been proved to have a different role: creating human behaviours that do not respond to the real life. Another issue that should be highlighted here is the fact that the production worker that was involved in the specific event is female; the effects of alcohol on her performance – as well as the causes of the alcohol consumption in the workplace – could be measured and evaluated differently compared to her male counterparts. The specific issue is highlighted in the study of Karoll (2002); in the survey made by the above researcher it was revealed that ‘alcohol affects women in significantly different ways from men; women’s consumption of alcohol is capable of inflicting more severe problems over shorter periods of time with less alcohol consumed’ (Karoll, 2002, 337). In the case under consideration, the effects of alcohol on the production worker were severe; the level of these effects are perhaps indicative of the pressure faced by the specific employee but also of her inability to handle specific problems – either in her personal or her professional life – case of interaction between personal life and work, a quite common phenomenon. Of course, a high – stressful workplace could adversely affect both male and female workers. The specific issue is noted by Head et al. (2004) who supported that ‘a stressful psychosocial work environment in terms of effort-reward imbalance is a risk factor for alcohol dependence in men’ (Head et al., 2004, 219). All the above findings cannot lead to the view that alcohol should be eliminated from the workplace. In fact, in the study of Bond et al. (1984) it was revealed that ‘the ingestion of a small or moderate amount of alcohol had no significant effect on heart rate, blood pressure, ventilation, oxygen uptake or work performance’ (Bond et al., 1984, 203). The consumption of alcohol can be helpful to the development of cooperation in the workplace – only if appropriately controlled. Even in this case, terms should be set regarding the consumption of alcohol in the workplace ensuring that the consumption of alcohol in work would be permitted only periodically and within the context of the time set as leisure – i.e. in accordance with existing plan of employees’ daily break. In the case under examination, alcohol was consumed within the context of work – a fact that is absolutely unacceptable; however, if the employees’ history and behaviour in the workplace are positive then the production manager should avoid proceeding to radical solutions, i.e. dismissing the employee; rather, support should be provided which would be monitored; after a specific period, the behaviour of the specific employee could be reviewed and then critical decisions on her presence in the firm could be taken. References Bond, V., Franks, B., Howley, E. (1984) Alcohol, cardiorespiratory function and work performance. British Journal of Sports Medicine 18:203-206 Cyster, R., McEwen, J. (1987) Alcohol education in the workplace. Health Education Journal, Vol. 46(4): 156-161 Head, J., Stansfeld, S., Siegrist, J. (2004) The psychosocial work environment and alcohol dependence: a prospective study. Occupational and Environmental Medicine, 61:219-224 Karoll, B. (2002) Women and Alcohol-Use Disorders - A Review of Important Knowledge and Its Implications for Social Work Practitioners. Journal of Social Work, Vol. 2, No. 3, 337-356 Kelly, AB and Kowalyszyn, M (2003) The association of alcohol and family problems in a remote indigenous Australian community. Addictive Behaviors, 28 4: 761-767 Lindsay, V. (2008) Police Officers and Their Alcohol Consumption. Police Quarterly, Vol. 11(1): 74-87 Markowitz, M. (1987) The Organization and Employee Alcohol Misuse. Human Relations, 40(12): 833-851 Namkung, J., Kim, Y., Park, T. (2005) Whole-genome association studies of alcoholism with loci linked to schizophrenia susceptibility. BMC Genetics 2005, 6-11 Orford, J. (1983) The prevention and management of alcohol problems in the family setting: a review of work carried out in english-speaking countries. Alcohol and Alcoholism, 19(2): 109-122 Patient UK (2008) Alcohol-Related Problems, available online at http://www.patient.co.uk/showdoc/40000645/ Roberts, M. (1982) The Cambridge and Somerville Program for Alcoholism Rehabilitation – Impressions. Alcohol and alcoholism, 17(2): 80-85 Smith, C., Pendleton, L. (1989) Peoples knowledge of alcohol — a workplace survey. Health Education Journal, 48(1): 33-35 Worby, P., Organista, K. (2007) Alcohol Use and Problem Drinking Among Male Mexican and Central American Im/migrant Laborer. Hispanic Journal of Behavioral Sciences, Vol. 29(4): 413-455 Read More