Research Paper on:
HR Crisis Case Study

Unformatted Sample Text from the Research Paper:
care group, covering such areas as insurance billing and coordinating the work of internal representative who process patients, I naturally wanted to do a good job. At the time, I  felt that this consisted of being a "micro-manager." In other words, I felt compelled to keep my finger on everything that was going on in the office and to micro-manage  the work details of my subordinates jobs. Not surprisingly, within six months I had alienated a large portion of my work staff and had a problem with employee retention. It  was not until I began to conduct exit interviews that it slowly dawned on me that my management style was contributing to employee dissatisfaction (Cholewka, 2001). From this point,  the student can go into a discussion of how human relations (HR) management literature relates to this problem, as is illustrated below. If the student feels uncomfortable accepting the blame  for the above scenario, the student may wish to depict the offender as another employee who became too involved in "bossing" the other employees. A transitional sentence into the literature  discussion might say: The solution to my employee-retention crisis involve re-formulating my approach to management to empower employees under my supervision, rather than trying to micro-management every aspect of the  office. Cholewka (2001) points out that it is extremely important that managers should keep lines of communication between employees and management open, which means "abolishing hidden agendas, and speaking  directly" to those concerned (Cholewka, 2001, p. 36). HR management expert Steve Cohen recommends issuing questionnaires that allow employees to rank their job concerns in importance from 1 to 10  (Cholewka, 2001). Such information allows for efficient management, but also empowers employees to express their concerns. Bowen and Lawler (1995) argue that a manager cannot "empower" employees by