1. Discuss the relationship between corporate human resources structure and operations at the plant level.

What impact, if any, did that relationship have on the situation described by Newcombe? Answer: There exists a distinct gap which demonstrates that there is an improper relationship between corporate resources structure and operations at the plant level. According to the case, each plant is run by a plant superintendent and is also responsible for the day-to-day administration of personnel policies. Further, this superintendent reports directly to the manager of plant operations and maintenance. In addition, organization structure clearly presents that if there is problem related to human resource in any plant then that problem will take long time to address and, if not, may not reach to human resource department. And, there is sufficient room to play plant superintendent if he/she has ill intention about any subordinates. Newcombe, herself admits that one of their biggest problems has been getting plant management because there is no body of human resource management that would look upon the issues related to it. As a result, reason of dissatisfaction of Bud Johnson who is competent and skillful employee is not addressed or listened properly. Instead, Larry Braxton manipulated the reason of termination of Johnson by stating that he left to take another job which was not true.

2. How should Newcombe have handled this situation? Answer: Being a responsible Vice President of Human Resources, she needs to know what may be the reason behind resign of Mr. Johnson. As Johnson has informed her that the reason mentioned by Braxton is incorrect, she has to take steps to handle the situation prudently. For this, she may call Braxton and Johnson to have discussion on the termination of Johnson. Johnsons problem has to be addressed or should be promoted and Braxton needs to be warned not to repeat such unethical conduct in future too. Considering preventive measure, Newcombe would have created a

position called Human Resource Manager. This manager would look upon the human resource issues of all departments and directly reports to Vice Precident of HRM so that issues would have been handled effectively and further, reducing the room for manipulations by superintendents.

3. What, if any, disciplinary action should have been taken against the plant superintendent (Braxton) at the time of the incident? Answer: Although the termination reason of Johnson is dissatisfaction with pay and promotion but Braxton manipulated it and presented totally different reason stating to take new job. This manipulation will hamper Johnsons career in one way but in another way it will affect the company in long run by challenging the goal and belief of company Our internal employee relationship has an equally important role in order to maintain an enjoyable and productive workforce for the future. The conduct of Braxton which is against the policy of a company has to be minimized and warned. In my opinion, he has to be suspended for some time from his job. This would help to realize mistake and to warn not to commit such mistake in future too.

4. If Johnsons allegations were true, what are the legal ramifications of Braxtons behavior? Answer: If Johnsons allegations were true then Johnson would appeal to court according to employee right.

5. Describe Mount Ridges business strategy. What is the relationship between its business strategy and its human resource practices? Answer: As the demand for cogeneration plants is strong in different states, business will obviously boom in near future. Along with business expansion, number of employees also increases and is expected to increase to 650 employees over next two to three years. Mount Ridges business strategy is to be competitive and reinvestment of profits for future plant expansion. In addition, its strategy is to remain nonunion by offering employees a good quality of work life and attractive benefits. In order to meet these strategies, importance of human resource practices plays a critical role. HR department should maintain trustworthy relationship with industrial and utility clients to remain competitive and progressive in business fraternity. Also, internal employee relationship should also be taken care of to maintain an enjoyable and productive workforce for the future. Problems of employees should be addressed quickly and effectively. So, it can be stated that relationship between its business strategy and its human resource practices is critical.

6. What strategic human resource issues will Newcombe likely face as the company expands to the Northeast? How might this expansion affect the structure of the organization and its human resource department? Answer: As there is already a demand from different states of Northeast, it confirms that human resource issues obviously will be in limelight. It has been projected that employees will increase to 650 over next two to three years. Newcombe will face issues like: recruiting and selection of employees, job analysis and establishing chain of command. The expansion will demand more exercised chain of command and human resource department for settling issues related to human resource. Structure of the organization need to be revised and

different positions should also be created too. As employees are the biggest asset, issues related to them should not be undermined. So, human resource department should plan and operate effectively to address issues of employees. Biggest challenge and opportunities will be in part of human resource department.