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    Management of Human Resources Case A A Chicago Loss

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    Raunak Pradhan
    This document summarizes two cases related to human resource management issues. The first case describes an incident at a small auto parts business in Chicago where an employee, Salvador Tapia, was terminated for poor performance. After being fired, Tapia made threatening phone calls to the company. On August 27, 2003, Tapia entered the business armed with a handgun and killed six of the nine employees before being killed by police. The summary raises questions about how the firing was handled and whether limited access to the building contributed to the high number of casualties. The second case describes an incident at a village branch of a microcredit bank in India. The branch manager, Mr. Kalyan, was working late tallying

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    Management of Human Resources Case A A Chicago Loss

    Uploaded by

    Raunak Pradhan
    245 views3 pages
    This document summarizes two cases related to human resource management issues. The first case describes an incident at a small auto parts business in Chicago where an employee, Salvador Tapia, was terminated for poor performance. After being fired, Tapia made threatening phone calls to the company. On August 27, 2003, Tapia entered the business armed with a handgun and killed six of the nine employees before being killed by police. The summary raises questions about how the firing was handled and whether limited access to the building contributed to the high number of casualties. The second case describes an incident at a village branch of a microcredit bank in India. The branch manager, Mr. Kalyan, was working late tallying

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    This document summarizes two cases related to human resource management issues. The first case describes an incident at a small auto parts business in Chicago where an employee, Salvador Tapia, was terminated for poor performance. After being fired, Tapia made threatening phone calls to the company. On August 27, 2003, Tapia entered the business armed with a handgun and killed six of the nine employees before being killed by police. The summary raises questions about how the firing was handled and whether limited access to the building contributed to the high number of casualties. The second case describes an incident at a village branch of a microcredit bank in India. The branch manager, Mr. Kalyan, was working late tallying

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    245 views3 pages

    Management of Human Resources Case A A Chicago Loss

    Uploaded by

    Raunak Pradhan
    This document summarizes two cases related to human resource management issues. The first case describes an incident at a small auto parts business in Chicago where an employee, Salvador Tapia, was terminated for poor performance. After being fired, Tapia made threatening phone calls to the company. On August 27, 2003, Tapia entered the business armed with a handgun and killed six of the nine employees before being killed by police. The summary raises questions about how the firing was handled and whether limited access to the building contributed to the high number of casualties. The second case describes an incident at a village branch of a microcredit bank in India. The branch manager, Mr. Kalyan, was working late tallying

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 3

    Management of Human Resources

    Case A
    A Chicago Loss
    Windy City Core Supply, Inc. located outside Chicago, Illinois, buys used auto parts
    and resells them to wholesalers. The company had grown to nine employees and
    had annuals revenues more than $600,000. For the most part Windy City Core
    was a solid small business. Its owners dealt with all the typical small business
    issues and found ways to keep the business flourishing. Business was tough at
    times, and to survive, employees had to do their work well. To help or guide them
    workers received direction on what they needed to do and were evaluated on
    how well they performed their work. One employee, Salvador Tapia, however had
    some difficulties. He was a poor performer and often late for work. After a time,
    when the owners had seen no improvement in Salvador’s performance, they
    terminated his employment.
    For months after his termination, Tapia called the organization at times making
    threats. He wanted his job back and believed the company should not have fired
    him. Although it was apparent that he was upset, no one in the company did
    anything special about his threatening phone calls. No employee who had heard
    the threats contacted local authorities about the calls. Most believed he was
    merely upset and venturing his dissatisfaction. That perception quickly changed
    on the morning of August 27, 2003, when Salvador entered the building armed
    with a .380 caliber automatic handgun, opened fire, and killed six of the nine
    employees before he was killed in a police shootout.
    A tragedy like this in corporate America raises important questions. How could
    such an event happen? What drove this employee to return to his former place of
    employment and kill nearly everyone inside? One local leader asked “how” the
    man was fired. Was the shop-floor maze of engine parts, 55- gallon drums, crates
    and steel containers that permitted only one way in and one way out a factor in
    so many employees being killed? Or the fact that the company failed to contact
    authorities? The shooter Salvador was not unknown to law enforcement
    authorities. He had been arrested a dozen times in the past 14 years for domestic
    violence, gun possession and driving offenses.
    Questions:-

    1. You are an owner who survived this disaster. What would you do, from a
    human resource management perspective, given the tragedy that has taken place
    at your work site? (8)
    2. What implications do proper selection and background checks hold for this
    case? (8)
    3. Do you believe safety hazards- such as limited access given the clutter on the
    shop floor- had any effect on this case? Why or why not?
    (9)

    Case B
    Management is Always Right
    Mr. Kalyan is a Branch Manager of Micro Credit Bank at one of its village
    branches. His staff included two clerks and an attendant. Very often Mr. Kalyan
    was left alone in the bank after 5 p.m. to tally accounts day books and complete
    all other formalities.
    On the 31st Ashadh Mr. Kalyan was working till past 1 a.m. tallying the accounts
    since hardly one day is left for closing the accounts for the year. On this fateful
    night, the branch manager was attacked by a band of robbers who looted Rs. 5
    lakhs after brutally wounding Mr. Kalyan’s right hand which had to be amputated
    (cut off) later. After his recovery the branch manager applied for compensation.
    The branch management was of the opinion that Mr. Kalyan violated the job
    description by working beyond the stipulated hours of work. He, in their views
    was not entitled to any compensation as the accident occurred during non-
    employment hours. They also called for an explanation as to why the amount lost
    cannot be recovered from his salary and provident fund.
    Questions :-

    1. How do you justify the bank’s stand in this case? (8)


    2. What are the simple mistakes that Kalyan has done? (8)
    3. What modifications do you suggest in job description to overcome such
    incidents in future? (9)

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