someone could help me with the assignment attached?
should be 3 pages.
Dr. Nadia Yusuf
Assignment ? 2: Critical Thinking
Read the following Case Study and answer the following questions.
This assignment weighs 10 Marks
o Your paper has a cover page with your name, course name, semester, date and
your work title.
o Your paper is numbered
o Font type: Times New Roman, size: 12, Titles size: 14, Double space.
o To be submitted in 1 week.
o Make sure you refer to the references you got your work from (if applicable).
Due Date of submission is 10/04/2016
No Assignments will be accepted after the due date.
NOTE: The answers should be in your own words, explanatory, thoughtful,
and with complete information. There is no word limit for any of the
questions. And there is no limit to your suggestions and conclusions. The
more elaborate you are with concepts and views, the better you conclude
Human Resource Case Keeping Suzanne Chalmers
Thomas Chan hung up the telephone and sighed. The vice-president of software engineering at
Advanced Photonics Inc. (API) had just spoken to Suzanne Chalmers, who called to arrange a
meeting with Chan later that day. She didn?t say what the meeting was about, but Chan almost
instinctively knew that Suzanne was going to quit after working at API for the past four years.
Chalmers is a software engineer in Internet Protocol (IP), the software that directs fiber-optic
light through API?s routers. It was very specialized work, and Suzanne was one of API?s top
talents in that area.
Thomas Chan had been through this before. A valued employee would arrange a private meeting.
The meeting would begin with a few pleasantries, then the employee announces that he or she
wants to quit. Some employees say they are leaving because of the long hours and stressful
deadlines. They say they need to decompress, get to know the kids again, or whatever. But that?s
not usually the real reason. Almost every organization in this industry is scrambling to keep up
with technological advances and the competition. Employees would just leave one stressful job
for another one.
Also, many of the people who leave API join a start-up company a few months later. These startup firms can be pressure cookers where everyone works 16 hours each day and has to perform a
variety of tasks. For example, engineers in these small firms might have to meet customers or
work on venture capital proposals rather than focus on specialized tasks related to their
Dr. Nadia Yusuf
knowledge. API now has over 6,000 employees, so it is easier to assign people to work that
matches their technical competencies.
No, the problem isn?t the stress or long hours, Chan thought. The problem is money?too much
money. Most of the people who leave are millionaires. Suzanne Chalmers is one of them. Thanks
to generous stock options that have skyrocketed on the stock markets, many employees at API
have more money than they can use. Most are under 40 years old, so they are too young to retire.
But their financial independence gives them less reason to remain with API.
The meeting with Suzanne Chalmers took place a few hours after the telephone call. It began
like the others, with the initial pleasantries and brief discussion about progress on the latest fiberoptic router project. Then, Suzanne made her well-rehearsed statement: ?Thomas, I?ve really
enjoyed working here, but I?m going to leave Advanced Photonics.? Suzanne took a breath, then
looked at Chan. When he didn?t reply after a few seconds, she continued: ?I need to take time
off. You know, get away to recharge my batteries. The project?s nearly done and the team can
complete it without me. Well, anyway, I?m thinking of leaving.?
Chan spoke in a calm voice. He suggested that Suzanne should take an unpaid leave for two or
maybe three months, complete with paid benefits, then return refreshed. Suzanne politely
rejected that offer, saying that she needs to get away from work for a while. Thomas then asked
Suzanne whether she was unhappy with her work environment? whether she was getting the
latest computer technology to do her work and whether there were problems with coworkers.
The workplace was fine, Susanne replied. The job was getting a bit routine, but she had a
comfortable workplace with excellent coworkers.
Chan then apologized for the cramped workspace, due mainly to the rapid increase in the number
of people hired over the past year. He suggested that if Suzanne took a couple of months off, API
would give her special treatment with a larger work space with a better view of the park behind
the campus like building when she returned. She politely thanked Chan for that offer, but it
wasn?t what she needed. Besides, it wouldn?t be fair to have a large workspace when other team
members work in small quarters.
Chan was running out of tactics, so he tried his last hope: money. He asked whether Suzanne had
higher offers. Suzanne replied that she regularly received calls from other companies, and some
of them offered more money. Most were start-up firms that offered a lower salary but higher
potential gains in stock options. Chan knew from market surveys that Suzanne was already paid
well in the industry. He also knew that? API couldn?t compete on share option potential.
Employees working in start-up firms sometimes saw their shares increase by 5 or 10 times their
initial value, whereas shares at API and other large firms increased more slowly. However, Chan
promised Suzanne that he would recommend that she receive a significant raise?maybe 25
Dr. Nadia Yusuf
percent more?and more stock options. Chan added that Chalmers was one of API?s most
valuable employees and that the company would suffer if she left the firm.
The meeting ended with Chalmers promising to consider Chan?s offer of higher pay and stock
options. Two days later, Chan received her resignation in writing. Five months later, Chan
learned that after a few months traveling with her husband, Chalmers joined a start-up software
firm in the area.
1. Write a short note/synopsis on the above mentioned case study, describing the event in
your own words.
2. Why didn?t money motivate Suzanne Chalmers to stay with APL?
3. Do financial rewards have any value in situations such as this, where employees are
4. What innate drives seem to be motivating Suzanne Chalmers?
5. Of what importance is job design in this case?
6. If you were Thomas Chan, what strategy, if any, would you use to motivate Susan
Chalmers to stay at Advanced Photonics Inc.?
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