Mommy Back-Lash / HRM/ Laor Relations /MBA

Introduction and background

Mommy back lash case actually refers to the ongoing situation of the IT related office. Office normally helps reducing burden of mother staffs whereas the issues with the same flexibility have been drawn. There are four lead characters in the case I would like to start with their background  of those characters:

Jessica Gonon:

·         Vice president

·         Sales and customer support at clarity base

Megan Flo

·         Account Manager

·         Married and two children

·         Fridays are usually off to spend time with his kids

Jana Rowe

·         Account Manager

·         Married, No child

·         Four day week

·         20% cut in the pay

Davis Bennet

·         Account manager

·         Hobby is to ironman championship

·         Childless employee

Analysis of case

Case starts with the point of Please don't tell me that I need to have a baby to have this time off." Those words were still ringing in the ears of Jessica Gonon an hour after a tense meeting with Jana Rowe, one of her key account managers. Jessica, the vice president of sales and customer support at ClarityBase, considered Jana's request for a four-day workweek, for which she was willing to take a corresponding 20% cut in pay. Although the facts seemed simple, the situation was anything but. Just last week, Davis Bennett, another account manager, had made a similar request. He wanted a lighter workload so he could train for the Ironman Triathlon World Championship. Both Jana and Davis were well aware that Megan Flood, another account manager, had been working a reduced schedule for nearly two years. When she was hired, Megan had requested Fridays off to spend time with her two young sons. And since she came highly recommended and the talent pool was tight, Jessica had agreed to the arrangement. The eight account managers at Clarity Base were in charge of helping the company's largest clients install and maintain database applications, which often required no small amount of hand-holding and coddling. Because Megan had an abbreviated schedule, the other account managers were assigned the more difficult clients.

The case in my reading has faced three main problems which are:

·         Fairness and equity to every employee

·         Management team to resolve conflicts

·         Employee privacy issues

 What will you now do as Jessica?

·         Let managers accumulate overtime hours they can take off later.

·         Give bonuses and raises to employees who work holidays or regularly accept heavier workloads or difficult customers.

·         Consider less time-consuming ways to satisfy customers. For example, some clients may welcome e-mail and voice mail from company contacts in place of face-to-face meetings.

·         Tie Compensation to Quality of Work, not Quantity of Dependents

·         As a manager, assume complete responsibility for making flexible schedules work. Instead, involve your employees in solving the problem:

·         Encourage employees to collaboratively generate ideas for achieving flexibility while still accomplishing work; for example, by telecommuting or job sharing. An entire team may also devise new ways to handle work while also meeting personal needs.

·         Jessica need to find out the new set of plan

·         Employees must meet business goals and objectives

·         Employs need to finish their work at time with flexible time

·         Childless parents has as much right as the child parents do have so, the key thing is the parity

Will you be able to cope the pressure in ClarityBase with reduced work-hour of Jana and Davis?

Yes giving them compensation on the prority of work will have the parity in between employees. The diminished work hour of Jana and Davis will unquestionably not divert in the implementation of the organization and the customers particularly that are troublesome handle. They ought to be given the adaptability of time to complete the work, may be arriving prior and leaving early or altering in occasions to work. For this organization could think of motivating forces to give them a chance to work in such anomalous hours. What's more as both Jana and Davis are the account chiefs, a portion of the work burden could be partitioned with their help as well.

How would you deal with Jana & Davis individually?

·         They both first of all are the different employee and they both are different with their thinking and ambitions so management must keep that on mind before putting their decision.

·         Management team even lacks communication with them. As the will talk individually they could come up with the solution.

·         Companies must take some fair policies that would bind everybody and be even judgmental for both working and non working conditions.

·         Managers should be in the place of their employees especially Jana and Davis part and they must discuss with the customize solutions for them.

·         Giving accurate reason for accepting declining the employee perspective

·         Making new policies regarding flexible work schedules

·         Jessica might need to give more compensation as Jana might mind

·         Being fair to everyone is the point.

·         Employee benefit and compensation issues must be clear in every term

·         To sustain employees' commitment to your company, make sure benefits packages don't favor parents over nonparents. Tie all compensation—including time off and other nonfinancial benefits—to work well done. Judge the relative value of each employee to the company and reward them accordingly—regardless of whether they're parents.

Is providing facility that being provided to Megan is correct ?

The principle reasons Jessica offered Megan the employment was she beat whatever remains of the applicants in the meeting in addition to she was from the contender's organization so was observed to be a feasible competitor. Yet, offering her the occupation cost Jessica to go according to her requests of taking Fridays off and no late gatherings as she obliged time to go through with her youngsters. From that point onwards, she had been getting for right around 2 years. Indeed, Megan is an part of the organization, she must be mindful in the ups and down of the organization as well. The tradeoffs that Megan did 2 years back may not be the same as of not long ago, she needs to organize the works in her rundowns as well. She must not be given the steady adaptability but rather understand the turn shrewd need based leave in the group as well. She must be made understood that giving her such adaptability to quite a while could affect whatever is left of the representatives to ask for light workloads.

What are the consequences of the case in Labor Relation?

·         The work life parity of the organization's fundamental center quality has been unbalanced to parent representatives.

·         The progressing issue of allowing lighter workload effectively to parent representatives than non guardian workers could bring about the making of a negative work environment where they would be two gatherings isolated in light of guardian and non guardian workers. There would be multiplier impact of low work execution, worker turnover et cetera.

·         Jessica and the group to come and hold a meeting in vicinity of Jana, Megan and Davis and talk about the issue being confronted.

·         They must be given some designation power to deal with things independent from anyone else rather than balanced meeting with all. What's more, administration must be well disposed to deal with this issue. In the event that the group has answer for offer then it could be the best practice for whatever is left of the offices as well.

Any other issue that you like to cover?

According to the case, Jana and Davis think that if Megan is getting the facilities then, they should also get same. Now the issue has been put by two employees but if this is not solved at time, then the problem that has been stated can be the first reason for unionization. This case might have the possibility of formation of unions because two employees are standing for the equality and fair treatment which might inspire the other employees. Childless employees have as much right to their personal lives as working parents. But treating everyone equitably doesn't mean treating them identically. Figure out how many reduced workloads your department can afford. Then, with your team, explore creative ideas that may appeal to different individuals.

Allow interested employees—parents and nonparents—to submit proposals for flexible work arrangements. Each proposal should specify the work required during this period of time, the employee's strategy for completing that work while still satisfying customers, the proposed work hours, and so on.