webpagecaseanalysisoptionone{spring,2006}.docVIP

Webpage: Case Analysis Option One {Spring, 2006} Abstract: This case is an integrative one designed to provide an overview of the human resources management process. Focused on the startup of a new organization, it sets into bold example several issues involved in linking human resources management with strategic and competitive business concerns (i.e., consistent with textbook chapter readings, lectures, and discussions targeted in the first third of Dr. Johnson’s Management 471 course). The case centers on the dilemma faced by Gordon McGregor, hotel manager, in attracting qualified people to open a new facility. At stake here is both the urgency of the present situation and the long –term necessity to develop a human resource staffing system to meet future needs. The Tall Pines Hotel and Conference Center Gordon McGregor sorted through his morning mail to find the report from Natalie Sharp about the open house sponsored by the hotel for job applicants. With the sounds of hammering and the smell of fresh paint all around, he was eager to get a picture of his new staff as he neared the opening of the hotel in about two months. He pushed aside samples of carpeting left by a subcontractor this morning to read the fivereport from Natalie. As hotel manager, Gordon was faced with the last of the major hurdles in getting Tall Pines open – the filling of about 315 positions ranging from bellhops and butchers to clerks and chambermaids. The grand opening scheduled for May first made it imperative to bring his full staff on board and get them trained and operational quickly. He had brought in most of his managerial and supervisory staff over the past six months. Many had come from other hotels in the nationwide chain. Some he had worked with in other parts to the chain in his 15 years in the system, so there was a sense of excitement about being together as a team to create something brand new. Today marked the beginning of the final phase of his plan t