BSBHRM507 Manage Separation or Termination

Part 1: Case Study tasks

What you have to do

Answer the following tasks based on information contained in two case studies and research that you have undertaken in the subject area.  There is one item that is deliverable for marking; a written response to five questions. Answers can be in bullet point form or paragraph form. Report format is not necessary.  There are two brief case studies; the first two tasks relate to the first case study, “AGRICO.” The second two tasks relate to the second case study, “The Blondeye Hotel”. The fifth task relates to exit interviews and does not directly related to either case study but will require you to research the subject area then respond.

As a Diploma student you are required to read and research widely. You must include a bibliography with your assessment as evidence of the research you have conducted. If you provide direct quotes you should reference these both in text and with a reference list.

Task 1 and Task 2 - Case Study 1 – AGRICO

Use the case study below to answer Tasks 1 and 2. You should illustrate your answers by drawing on data provided in the case study and refer to any appropriate reference materials.

AGRICO is a company of 150 permanent employees that makes farm equipment such as slashers, stick rakes and trailers that are towed behind farm tractors. The factory is based at Bullamakanka, a regional city in NSW. The company was set up by Bruce Biggalow in 1968 and is still run by him. Bruce is a very “paternalistic” owner/manager and regards all staff as being “a part of the family.” There are many employees who have been employed with the company for a long time. For some, it is the only job they ever have had. Also, there are several “second generation” employees, i.e. employees whose mother or father worked at AGRICO.

AGRICO is the region’s largest employer of casual employees during the seasonal cycles (mostly local TAFE or university students).

Bruce has recently returned from China where he has secured the Australian distribution rights for a computerised farm water management system that will revolutionise the way farm irrigation is managed. AGRICO believe that this will be a “winner,” will compliment and extend their existing product offering and could, within two years, contribute 20% of their revenue. Significantly, AGRICO will not use any of its manufacturing capacity or resources to make this product; it will be imported, warehoused, sold and supported by a group of approx 20 employees. These employees will have a differing skill-set to the existing employees. It is also doubtful that they can be recruited locally.
As a result of several years of drought, demand for new farm equipment has fallen off and AGRICO is faced with the unusual situation of having excess staff and increasing losses. Bruce is extremely worried about having to make some positions redundant. He is also particularly worried about the effects of this on staff morale.

Task 1

“Do I have any alternatives to retrenchments?”
With specific reference to the case study identify, describe and explain FOUR alternatives to retrenchment that are available to AGRICO. You must explain the “pluses” and “minuses” of each alternative with reference to practical data extracted from the case study.

Task 2

“If I had to retrench any staff, what SERVICES should I provide them with?”
List and describe in detail FOUR different types of services that you would ensure retrenched staff have access to. Explain the specific benefits to be gained from providing each of those FOUR services to retrenched employees.

Task 3 and Task 4 - Case Study 2 – The Blondeye Hotel

Use the case study below to answer Task 3 and Task 4. You should illustrate your answers by referring to facts provided in the case study and refer to any appropriate reference materials and Legislation.