Questions
You are the Human Resources (HR) Manager of Australian Travel InsuranceCo, founded in May 2018, which...

You are the Human Resources (HR) Manager of Australian Travel InsuranceCo, founded in May 2018, which specialises in providing travel insurance and advice to travellers. Australian Travel InsuranceCo has rapidly grown to be a market leader in providing travel insurance, with consistently strong ratings and reviews. The company has also expanded considerably in only a short amount of time, from 10 staff initially, to now employing 35 ‘Travel Specialists’ in its Sydney office. All staff provide tailored advice to customers via phone and email as well as process insurance claims received. The CEO, Mark Strong, believes the company can improve on its already exceptional performance and be the market leader in this sector.
The group of 35 staff, managed by 5 team leaders, have developed a strong sense of collegiality working together at the Sydney office. In addition to having regular company lunches and a competitive table tennis tournament, there was a high level of morale amongst workers.
Inspired from his reading in practitioner magazines about the benefits of flexible working practices for individual and company performance, Strong saw value in considering how the company could work more flexibly. With Sydney rental prices increasing, Strong also believed the company could save money on some of its overheads by having fewer staff needing to come into the office each day. Strong was also inspired by his reading of the new ‘in vogue’ way to appraise performance – holding regular performance ‘conversations’ instead of an annual performance review. Strong is a strong believer of evidence-based Human Resource Management practice and thought the company’s new approach would follow a new trend in performance management he had been reading about. Following discussions with other members of senior management in late 2019, the company introduced a modified performance management system and a new flexible working policy in January 2020.
Before the announcement, each team of Travel Specialists would set their annual performance goals with their Team Leader in January. In July, Team Leaders would conduct a mid-year check-in to see how each team was performing against the set targets. Each team of Travel Specialists were measured on how many insurance claims they closed each month and their quality of customer service, judged by star ratings received from customers at the close of each claim and customer comments. Each team would then receive a final appraisal and single performance score in December. This was linked to salary increases for the following year and an annual bonus for the best performing team.
Under the new performance management system, Travel Specialists would now have their performance measured on an individual basis. Instead of an annual performance appraisal, Travel Specialists would have individual performance feedback sessions every 6 weeks with their Team Leader. Each session would have a particular ‘theme’, such as ‘strengths’, ‘growth’ or ‘my values’. There would still be consideration of the Travel Specialist’s KPI’s (claims closed each month) and ratings from customer feedback. Strong believed this was a way to build more ‘individual accountability’ for performance outcomes. Under the new flexible working policy, staff were also encouraged to start working ‘remotely’ from their home for 3 days each week.
Mark Strong held a meeting with senior management and Team Leaders 2 months into the operation of the new policies to receive feedback. The feedback was disappointing to say the least. Travel Specialists and Team Leaders felt under pressure to constantly discuss performance issues and were given no extra time to complete these discussions (the same KPI’s still had to be met). The ‘themes’ did not seem so relevant either to help in improve their performance. Despite Strong’s desire to achieve some cost savings, morale was dropping from Travel Specialists frequently working remotely. Team Leaders have also reported less staff engagement. Some Travel Specialists are consistently late to virtual team meetings and others aren’t communicating with their Team Leaders in a timely manner.
Strong is pleased with the cost savings being made, but less pleased with business having declined 10% in the last month. Customers are also receiving poorer service. While Travel Specialists previously received consistent 4/5 and 5/5 ratings for customer service, since January 2020 ratings have fallen to 3/5 on average.
Strong isn’t keen on reverting to the ‘old’ ways of working, but still sees some value in the new performance and working practices that have been introduced, seeing these practices as the way of the future based on his reading from practitioner magazines. Help is needed to refine the company’s performance management practices and recommend solutions.



Questions:

1. As the HR Manager of Australian Travel InsuranceCo, identify and analyse the problems at the company in relation to performance management.

2. Recommend two practical solutions for Australian Travel InsuranceCo to help in refining and improving their performance management practices.



In answering both sections of this task, you are required to draw upon relevant performance management theories and concepts in identifying and analysing problems and recommending solutions.

In: Operations Management

SCENARIO: Eva Melon, the CEO and majority shareholder of OuterSpace Corp. (OSC) (incorporated in Delaware) founded...

SCENARIO:

Eva Melon, the CEO and majority shareholder of OuterSpace Corp. (OSC) (incorporated in Delaware) founded the company to develop the technology needed to make commercial space flights available to the average citizen. She believed that space could be made available for colonization and that the energy and resources needed to sustain life in outer space could be harvested from other planets, such as Mars. Eva spent most of her substantial fortune investing in renewable energy and philanthropic endeavors aimed at making life more comfortable through technological breakthroughs. Because Eva’s mother was from the United States and Eva’s father was from France, she held citizenship in both countries. She frequently traveled back and forth operating OSC from her homes in both countries.

Eva’s most recent project for OSC involved the design and construction of a space vehicle. While Eva had initially planned on manufacturing the vehicle in the United States, she projected that she could save approximately $10 million dollars by manufacturing the vehicle in China. However, she wanted to launch the vehicle from a spaceport either in Russia or the United States. Several test flights were slated on the project’s schedule for the years 2020 and 2021 which included a standard flight into low earth orbit, a docking with the international space station, and finally, a trip to Mars for natural resource sample collection. If successful in all the test flights, OSC planned on launching short commercial trips to space for individuals in 2023 and “colonization” flights to Mars some time thereafter.

To help secure funding for the research and development of the project, OSC also developed and produced solar panels for sale to the public, which were very similar to the ones that they would be using on their space vehicles for energy while in space. The panels were highly successful not only because of their technological brilliance, but also thanks to the public’s fascination with Eva, who was portrayed in the media as the “architect of the future.” OSC’s solar panels dominated the solar panel market, effectively shutting down other solar panel companies both domestically and abroad. Upset by the shift in the market, a competing foreign company, SolarX, filed a suit against OSC in federal court for violations of Section 1 of the Sherman Act.

Undeterred, OSC entered into agreement with a Chinese company to begin the manufacture of the space vehicle. However, upon learning of the agreement, the United States government immediately notified OSC that they were in violation of the U.S. Department of State’s International Traffic in Arms Regulation laws and that OSC must cease all transfer of technology and data related to the manufacturing of the vehicle. Concurrently, the Chinese government, in learning of the agreement and realizing the benefit of the technology to its national government, seized control of the manufacturing facility. OSC immediately filed suit in the United States against the manufacturing facility and Chinese government. It also brought an injunction against the U.S. government to prevent the enforcement of any federal regulation prohibiting OSC from using the Chinese company to manufacture space vehicles.

Knowing how long the lawsuits would take and wanting to stay on schedule, OSC opened a manufacturing facility in France to continue the construction of the space vehicle through a wholly-owned subsidiary of OSC (rather than an outside company).

The publicity surrounding OSC’s struggle to get its vehicle built and operational was overwhelmingly in support of OSC. As a result, OSC hinted at solidifying its decision to launch the vehicle from the United States, at a spaceport which it would build in Texas, for use in all its testing operations.

ETHICS QUESTION:

1. In 5-10 sentences, answer the following question. Assume OSC grants an exclusive interview to a 24-hour news channel about the economic status of the company hours after the seizure of the manufacturing facility in China. Chen Li is the marketing director for OSC and is assigned to the interview. Li does not know if the news station yet knows about the seizure, but knows he will be asked about the financial state of the company. He confirms that the confiscation has actually cost the company millions, which will impact the company's finances significantly but has been told by Eva "not to spook investors because we will recover." When asked by the interviewer, "Where is the company financially today, and what can we expect in terms of company growth over the next year?" Li responds, "OSC's management is as strong as ever and we expect revenues to climb in the future." Li never mentions the losses incurred by the seizure. Is this an ethical answer and should Li have disclosed the company's losses? Is corporate marketing "spin" an ethical business practice?

In: Operations Management

Suppose you sample 19 high school baseball pitchers and find that they have an average pitching...

Suppose you sample 19 high school baseball pitchers and find that they have an average pitching speed of 87 miles per hour with a standard deviation of 0.98 mph. Find a 95% confidence interval for the average pitching speed of all high school baseball pitchers. Assume that the population is normally distributed.

In: Statistics and Probability

The following is a random sample of the annual salaries of high school counselors in the...

The following is a random sample of the annual salaries of high school counselors in the United States. Assuming that the distribution of salaries is approximately normal, construct a 90% confidence interval for the mean salary of high school counselors across the United States. Round to the nearest dollar.

$55,250, $46,540, $42,120, $58,740, $38,010, $43,650, $65,640

In: Statistics and Probability

Does the West Buffalo Charter School seem most focused on the economic, accounting, or shareholder perspective...

Does the West Buffalo Charter School seem most focused on the economic, accounting, or shareholder perspective of its competitive advantage? Give information to support your view.  

(Please choose one of these perspectives and explain why a charter school would be focused on this perspective. For example, the charter schools are focused on the _____ perspective because ________.)

In: Operations Management

Many children with elimination problems experience social problems at school as a result of their condition....

Many children with elimination problems experience social problems at school as a result of their condition. What recommendations could be made to school personnel to reduce stigmatization and alienation that arises as a result of elimination accidents? What should a teacher do if a child has an accident in class? Would recommendations be different for soiling and wetting problems?

In: Psychology

Gary is an accounting major at a local college. At one point in his childhood, he...

Gary is an accounting major at a local college. At one point in his childhood, he was overweight. Other children teased him and called him “fatty hatty.” This made a deep impression on Gary, negatively effecting his self-esteem. In middle school, he felt isolated and was described as a “loner” by teachers. He did not join any clubs or engage in activities with peers.
In high school, his physical education teacher encouraged Gary to join the wrestling team. He thought Gary’s weight would not matter in this event. But, they needed a wrestler at a lower weight class. Gary’s coach encouraged him to lose weight and told the other boys on the team that they were counting on Gary. Gary felt significant peer pressure to make it to the lower weight class, and he really enjoyed wrestling. He began a strict diet after the coach has checked with his parents. He was eating lean protein and vegetables, some fruit, and drinking lots of water. He lost weight, and he was really good at wrestling. In fact, he lost enough weight to go down two weight classes and do a good job for his team. His identity, in high school, was totally wrapped up in wrestling. He still was quiet and shy and did not express much with peers, but he appeared happier and to have finally found a place for himself.
Gary was not able to make his college wrestling team, and he was sad. Also, he was finding it was difficult to socialize with others. He was still feeling like he was fat, even though, after all the dieting, he was quite thin. He was having difficulty losing more weight, and he turned to laxatives to help him lose weight. He was now significantly underweight. He eats one meal a day and exercises at least 90 minutes a day, often doing heaving cardio (e.g., running and jumping rope). He has a stress fracture in his ankle and is still jumping rope as part of his exercise regimen. Gary was recently diagnosed with anorexia nervosa, he is 30 pounds underweight.
Please answer the five questions about this case:
1. What are symptoms related to Anorexia Nervosa? List at least five symptoms related to Anorexia Nervosa.
2. Nutrition therapy is recommended in the treatment of Anorexia Nervosa. What are some ideas that you might have for nutrition therapy or improving nutrition for Gary? Also, address some ideas you might have for gaining Gary’s trust as this can be critical for nutrition therapy.
3. Gray faced teasing when he was younger and faced a weight stigma. What are your ideas for helping him cope with the after-effects of this weight shaming and the stigma he faced as a youngster? Do you thin our culture in America, emphasizes a “thin ideal?” Are there other body “ideals” for men (such as being muscular and athletic)? How can we combat these ideals?
4. Discuss some questions you can ask to determine if a client has an eating disorder. What might be a first step if you have a client you suspect has an eating disorder (i.e., whom is a referral source and whom could you try to contact)?
5. Should Gary continue his heavy exercise regimen? What type of education does he need in this area? What might you recommend for Gary, in terms of exercise?

In: Nursing

It is believed that the women with some education beyond high school (H) are more likely...

It is believed that the women with some education beyond high school (H) are more likely to use contraceptives compared to women with an education level at or below a high school level (L). A study was conducted to test this claim and found out that 201 among 613 low-educated women (L) use contraceptives and 228 out of 848 women with some education beyond high school (H) use contraceptives. Does it appear that better-educated women are more likely to use contraceptives compared to low-educated women? Conduct a test of hypothesis at 5% level of significance. What are the null and alternative hypotheses for the test?

In: Statistics and Probability

I have been getting many incorrect answers recently, if you are unsure please do not attempt....

I have been getting many incorrect answers recently, if you are unsure please do not attempt. All i ask is all parts answered and with shown or explained work. Thank you (:

The following data represent the math SAT scores for a random sample of seniors from three different high schools.

School A

School B

School C

488

445

618

592

370

525

537

382

651

470

423

647

539

523

543

Using α=0.05, perform a hypothesis test to determine if the math median SAT score differs among these three high schools.

In: Statistics and Probability

The average math SAT score is 521 with a standard deviation of 114. A particular high...

The average math SAT score is 521 with a standard deviation of 114. A particular high school claims that its students have unusually high math SAT scores. A random sample of 60 students from this school was​ selected, and the mean math SAT score was 538. Is the high school justified in its​ claim? Explain.

answers is ( choose yes/or no) , because the z score ( which is? ) is ( choose, usual or not usual) since it ( choose, does not lie ,or lies) within the range of a usual event , namely within ( choose 1, 2 or 3 standard deviations) of the mean of the sample means. round to two decimal places as needed

In: Statistics and Probability