MBA 506- Human Resource Management Assessment Solution

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QUESTION 1 – EXECUTIVE OB DIAGNOSIS & PEOPLE STRATEGY CHOICES

1. Using the Inputs -> Processes -> Outcomes diagnostic model, develop a causal explanation for GCFS’s inconsistent service quality and rising turnover. Identify at least three (3) inputs and three (3) process mechanisms that plausibly drive the outcomes.
2. Propose a 12-month People Strategy that addresses (i) performance, (ii) ethics/compliance, and (iii) innovation speed. Your answer must include three strategic choices and the HR architecture levers you will redesign (leadership routines, culture/ethics infrastructure, structure/decision rights/job design, talent systems, performance/employee relations).
3. Design a CEO People Dashboard with six (6) metrics: two business outcomes (lagging), two behaviour/adoption indicators (leading), and two risk/ethics Explain how you will reduce gaming and improve signal quality.

QUESTION 2 – MOTIVATION, ENGAGEMENT & RETENTION (EVIDENCE-BASED)

1. Using Exhibit 2, interpret the patterns you observe across coaching frequency, balanced incentives, turnover, complaints, and mis-selling State two (2) plausible hypotheses consistent with the data.
2. Apply two motivation theories (e.g., expectancy theory, equity theory, goal-setting, job design) to explain why the patterns in Exhibit 2 might occur in GCFS.
3. Design a 90-day pilot that tests your preferred intervention (or intervention bundle) in a realistic way. Specify intervention(s) and mechanism, pilot vs comparison group logic, success metrics (business + behaviour + people experience), and ethical/fairness

QUESTION 3 – LEADERSHIP, PERCEPTION BIAS & A HIGH-STAKES PEOPLE DECISION

1. Identify three (3) perception/decision biases (e.g., halo effect, attribution error, confirmation bias) that may distort executive judgment in a promotion decision involving a high performer accused of toxic behaviour.
2. Propose a structured decision process that reduces bias and increases fairness (criteria, evidence sources, scoring approach, calibration, documentation).
3. Make a justified recommendation (promote now, delay with conditions, move laterally, or exit). Include a 90-day development or risk-control plan, and explain how you will protect employee relations (trust, grievance handling, due process).

QUESTION 4 – COMMUNICATION, CONFLICT, NEGOTIATION & TEAM EFFECTIVENESS

1. Diagnose the GCFS “Digital vs Risk” conflict using OB concepts: distinguish task vs relationship conflict, identify contested resources (time, authority, reputation, etc.), and explain how structure/decision rights may be creating dysfunction.
2. Prepare an executive negotiation plan using BATNA and interests vs positions. Propose a release governance model that protects both speed and safety, including risk thresholds and a fast lane / slow lane approach.
3. Draft a Team Charter for a cross-functional “Release Council” that will run weekly. Include purpose (measurable outcome), roles, norms, decision rules, cadence, escalation rules, and success metrics.

QUESTION 5 – CULTURE, ETHICS & PERFORMANCE MANAGEMENT (SYSTEMS, NOT SLOGANS)

1. Analyse GCFS culture using Schein’s three levels (artifacts, espoused values, underlying assumptions). Identify one major contradiction between what GCFS says and what GCFS rewards/tolerates.
2. Design an ethics infrastructure that improves speaking up, reduces mis-selling risk, and strengthens accountability. Include at least four mechanisms (e.g., reporting channels, investigations, consequences, dashboards, leader routines).
3. Propose a performance management redesign that aligns with ethical performance: balanced scorecard logic (results + behaviours), coaching rhythm, calibration process, and how underperformance or misconduct is handled fairly.

QUESTION 6 – TALENT SYSTEMS, LEARNING TRANSFER & CHANGE EXECUTION

1. Choose one mission-critical role for GCFS (e.g., Head of Customer Experience, Branch Manager, Product Manager, Compliance Lead). Create a Hiring Scorecard including competencies, values, evidence sources, and a structured scoring method that reduces
2. Design a 90-day onboarding + capability-building plan for the role (or for branch managers) that improves performance in measurable Use training/development logic (e.g., ADDIE + learning transfer mechanisms) and include evaluation measures.
3. Develop a change execution plan for implementing the People Strategy: stakeholder map (support/influence), communication plan, three adoption metrics, and a governance cadence (weekly/monthly/quarterly).

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