University of Maryland Global Campus Case Study Questions Read the entire case study carefully and then respond to the seven discussion questions. 1. Answe

University of Maryland Global Campus Case Study Questions Read the entire case study carefully and then respond to the seven discussion questions. 1. Answer all questions and all parts of each question. 2. Fully develop each answer possible, including citations from outside resources and course resources, where applicable, to support the arguments 3. Submit the assignment as a separate MS Word document 4. Include a Cover Page with Name, Date, and Title of Assignment. 5. Do not include the original question. Use the following format: Question 1, Question 2, etc. 6. Each response should be written in complete sentences, double-spaced and spell-checked. Use 12-point Times New Roman font with 1-inch margins on all sides 7. Include page numbers according to APA formatting guidelines when using in text citations. 8. Using the resources provided, include in text citations in APA format at the end of each answer to include page numbers. Case Overview—Part B
In August, Jason Hubbs submitted a résumé to the human resource department of Big Time Computers
Inc. in response to an advertisement in the local newspaper for a senior technical writer. After a short
interview process in which three of the four individuals on the selection committee felt that he should
be hired, Lisa Cavanaugh hired him.
Hubbs spent a three-week training period learning departmental methods and procedures, becoming
familiar with Big Time’s products, and preparing for his first writing assignments. As a senior writer,
Hubbs was also expected to serve as a technical publications project leader for one of Big Time’s product
groups. During the training period, Hubbs attended project meetings to meet the employees from other
departments who were involved with that product group and to become current on what was
happening within it.
Following the training period, Hubbs started his first writing assignment, the revision of a software
manual to reflect upgraded product software. Hubbs went two weeks beyond the scheduled date for
completing the first draft of the revision. In editing the first draft, Hamrick felt that the writing quality
and organization were poor and suggested extensive changes before the manual was distributed for
review. Hubbs implemented these changes and prepared the manual for review. One week before the
review, Hubbs sent an advance notice email message to the reviewers, notifying them of the upcoming
review. Mark Samson, the project leader for the product described in the manual, pointed out to Lisa
Cavanaugh that the message was sloppy, and had misspellings and poor grammar. He expressed
concern that the credibility of the technical publications department was at risk if the quality of any of
the written material that went out to the entire company was poor. Hamrick and Samson also expressed
concern to Cavanaugh about Hubbs’s writing ability.
Cavanaugh decided to implement some procedures to monitor Hubbs’s progress and temporarily give
him more supervision. She scheduled weekly meetings with Hubbs during which he was to give her a
detailed status report for the week, with particular emphasis on tracking manual schedules. She also
required Hubbs to send his work to the technical editor on a chapter-bychapter basis, and each week
Hamrick would meet with Hubbs to discuss his writing. Cavanaugh also decided to postpone giving
project leader responsibilities to Hubbs, but she had him continue to attend project meetings with
Murray and planned to give Hubbs a project in the future.
Resentment was starting to develop in the technical publications department due to Hubbs’s failure to
meet expectations. Several of the writers complained to Cavanaugh because Hubbs had been hired as a
senior writer at a higher salary, yet his writing skills were apparently inferior to theirs. Murray also
expressed dissatisfaction at having to serve as project leader for two projects when the expectation was
that Hubbs would take one of the projects. Hamrick fell behind in his editing assignments because of the
extra time he was spending with Hubbs, and the editorial assistants complained about the quantity of
cleanup required because of Hubbs’s poor work. In private meetings with dissatisfied employees,
Cavanaugh expressed faith in Hubbs’s abilities and urged patience while she worked on developing his
Hubbs showed signs of improvement in his writing skills and his ability to meet deadlines under the
procedures implemented by Cavanaugh. As a result of this and because Hubbs now had four months’
experience at Big Time, Cavanaugh assigned Hubbs to write a marketing article on a topic related to his
area of technical expertise. Hubbs was to work with a marketing engineer and a marketing product
manager to develop the article by a specified date. When the initial review of the article was due, Hubbs
gave the first draft to the marketing department without any review or edit from within the technical
publications department. Marketing was dissatisfied with the organization and content of the article;
Dennis Smith, marketing product manager, met with Lisa Cavanaugh to express this dissatisfaction.
Although Cavanaugh assured Smith that technical publications could complete the article to his
satisfaction and on schedule, Smith decided to have the article written by a marketing employee.
Though his writing skills were slowly improving, lingering resentment continued about Hubbs’s status
and salary as a senior writer. Morale in the department was low. Hamrick continued to have a difficult
time fulfilling his editing responsibilities because of the extra time he was spending with Hubbs, and
Murray couldn’t meet manual schedules because of the time spent fulfilling project leader
responsibilities for two projects. Lisa Cavanaugh knew that it was time to act.
Assignment 2 Case Overview Questions:
Answer the following in their entirety:
1. Evaluate the effectiveness of the process of onboarding and training Hubbs. What elements of the
new hire orientation process would be particularly important to his successful performance? What other
training opportunities could have helped him prepare for his role?
2. Assume the role of the manager in this case. How do you handle a new employee who lacks the
specific skills that were presented during the selection process? How do you determine if training is the
solution and how much training is reasonable or expected?
3. Discuss the risks versus the benefits of the manager’s decision to have Hamrick mentor Hubbs.
Overall, do you think this decision was effective? If you do not agree, who do you think would have been
a more suitable mentor for Hubbs?
4. Evaluate the manager’s process of handling Hubb’s performance problems. Was it effective or could it
have been handled differently? Was anything overlooked? What other factors besides lack of skills or
ability could have contributed to Hubb’s poor performance? How could the manager have mitigated
some of these factors?
5. Consider the performance issue with the marketing department. What happens when poor
performance affects a department’s reputation and credibility? What must the manager do to first
improve that performance and secondly, control the damage from poor performance?
6. The manager needs to act. What are her options and what factors and/or additional information must
she consider before making a decision?
7. Review Case A and reflect on the recruiting and selection processes used to hire Hubbs.
• How could the recruiting and/or selection processes been improved to mitigate the new hire’s
performance issues?
• What effect could the recruiting and/or selection processes have had on Hubbs’s subsequent
performance and his team’s perceptions of his performance?
Week 4 References
Required reading
New Employee Orientation
Heathfield (2019). New Employee Orientation: Employee Onboarding. Retrieved
O’Toole (2019). Tips for a Better New Employee Orientation. Retrieve from
Brown (2019). Employee Orientation: Keeping New Employees on Board.
Retrieved from
Employee Onboarding
Caldwell & Peters (2018). New Employee Onboarding (See Content)
Platz (2019). Steps for Creating a Positive Onboarding Experience for New
Employees. Retrieved from
Heathfield (2019). How to Welcome and Onboard a New Employee. Retrieved
Pike (2014). New Employee Onboarding Programs and Person-Organization Fit: An
Examination of Socialization Tactics. Retrieved from
Lagunas (2014). New Employee Onboarding as a Driver of Employee Engagement,
Retrieved from
O’Boyle & Harter (nd). Why the Onboarding Experience is Key for Retention.
Retrieved from
Recommended reading
Vanden Boss (2010). How to Build an Onboarding Plan for a New Hire Retrieved
Dubois (2010). How to Make an Employee’s First 90 Days Successful? Retrieved
Lumen Learning (nd). Employee Orientation and Training Retrieved
Forbes Coaches Council (2017). Seven New Onboarding Strategies You’ll See
This Year. Retrieved from
Burkett (2017). Reinvent Your Onboarding Process. Retrieved from
Maurer (nd). New Employee Onboarding Guide. Retrieved from
Little (2015). What is Employee Onboarding and Why do You Need It? Retrieved
Week Five References:
Jones (2016). How Ongoing Performance Management Benefits the Employee and
the Business. Retrieved from
YouTube. (2018). Performance Management vs. Performance Appraisal. Retrieved
Heathfield (2019). Tips to Create Successful Performance Appraisal Goals.
Retrieved from
Communication and Performance Feedback
Heathfield (2019). How to Provide Feedback that Helps Employees Improve.
Retrieved from
Lucas (2019). How to Provide Constructive Feedback to Develop Employee Skills.
Retrieved from
Leonard (2018). What is Performance Feedback? Retrieved from
Performance Development
Heathfield (2018). Performance Development Planning. Retrieved from
Ott (n.d.). 3 Reasons Why Performance Development Wins in the Workplace.
Retrieved from Issues and Improvement Plans
Mayhew (n.d.). Handling and Documenting Employee Performance Issues.
Retrieved from
Heathfield (2019). Learn About Performance Improvement Strategies. Retrieved
Heathfield (2019). How to Manage an Employee Whose Performance is a
Challenge. Retrieved from
Recommended reading
Heathfield (2018). Use Performance Management. Retrieved from
Smith (2018). Communication: The Feedback Sandwich. Retrieved from
Heathfield (2019). Performance Improvement Plans: Content and a Sample Form.
Retrieved from
Jones (2016). Why Next Generation Performance Management is the Way of the
Future. Retrieved from
Jones (2016). The Look and Feel of Next Generation Performance Management.
Retrieved from
Bacal (n.d.) “Diagnosing Performance Problems” (HTML) The Performance
Management and Appraisal Resource Center . Retrieved
from (Short article
discussing the seven factors that can influence or determine the level of
Heathfield (2019). Help Your Employees Develop Their Strengths – Not Their
Weaknesses. Retrieved from
Heathfield (2019). Coaching Tips for HR Professionals. Retrieved from
Heathfield (2019). Steps to Create a Career Development Plan. Retrieved from
Heathfield (2019). How to Develop a Balanced Scorecard as a Performance
Management Tool. Retrieved from
Heathfield (2020). How Great Managers Motivate their Employees. Retrieved
Lumen Learning (n.d.). Goal-Setting Theory. Retrieved
Petty (2019). Tips to Help You Prepare for Difficult Workplace Conversations.
Retrieved from

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