Provide a 8 pages analysis while answering the following question: Human resources management. Personal Case Study Reflection. Prepare this assignment according to the guidelines found in the APA Styl

Provide a 8 pages analysis while answering the following question: Human resources management. Personal Case Study Reflection. Prepare this assignment according to the guidelines found in the APA Style Guide. An abstract is required. Instead of hiring another architect to succeed him, the position was united with that of the SMA in an affiliate mall. Since the current SMA with expanded duties held office in another mall and only remotely communicated with Robinsland, a ‘stand-in’ was assigned with whom he could coordinate. This was Edna, who worked as technical clerk in the leasing department, a marketing group. Leasing was a logical unit to relate with the mall architects because they dealt with tenants. As junior architect, Charles’ main job was to coordinate with the tenants and conduct inspections of their units, making sure that they met the mall standards for repair and refurbishing.

As soon as Edna began her new function, friction erupted between her and Charles. Edna was heard fuming: ‘OMG, Charles, you are the reason for all my problems! You are the technical person, you should know this!’ When interviewed by the Group Manager (GM), Charles expressed that he was always stressed, and he and Edna had communication problems. Charles was demoralised and was thinking of resigning. However, the GM felt that he had great potential in the company, and wanted him to stay, also because architects were getting harder to recruit for mall operations. Issues and their causes The issues in this case are squarely within the sphere of human resources management and deal with how individuals behave in relation to each other in an organisation. There are three principal issues that surfaced. Staffing The first is the issue of staffing, which is broadly defined as “the process of determining human resource needs in an organisation and securing sufficient quantities of qualified people to fill those needs” (Caruth, et al., 2009, p. 2). Specifically in this case, the issue revolved around the assignment of duties on the basis of convenience, not capability. The facts showed that Edna acted as bridge the role of junior architect and SMA, yet was not an architect. Expanding the scope of duties of the other SMA over two malls was a mistake because the individual occupying that position cannot effectively discharge his duties particularly pertaining to Robinsland. Charles may be an architect, but as a junior he has no prerogative to decide matters that Edna knew nothing about. Organisations’ staffing policies should require that the individual possess the skills and knowledge to discharge the duties. Motivation The second issue is that of motivation, defined as “those psychological processes that cause the arousal, direction, and persistence of voluntary actions that are goal directed” (Mitchell, 1982, p. 81). In this definition, the meaning of “goal” is admitted even by experts to be ambiguous. One construct can mean “achievement goal” such as those encountered in a school or sports setting (Shah & Gardner, 2008, p. 238). In this case, however, while achievement goal may apply, it seems inadequate in explaining the cause of the conflict. Aside from the purpose of achieving the goals of their functions, Charles and Edna were also motivated by personal goals – for Charles, the fulfilment of his architectural interests, and for Edna, the need to be recognised as competent in her new job. Supervisory training It is noticeable that Edna’s designation as “technical clerk” is rank-and-file and not supervisory. A supervisor is one who is put in charge of rank-and-file personnel and is the first line of management in the organisation (McConnell, 2011).