An organization restructures itself over a period of six months. Many employees and managers now work with individuals they have never worked with before. An employee requests a meeting with HR to discuss concerns about his new direct supervisor. The employee alleges that the supervisor is a poor departmental leader, citing examples such as not responding to e-mails in a timely manner, providing no performance feedback, and disinterested and rude behavior during meetings. Before the restructuring, the supervisor had high performance ratings and senior management considered him a valuable contributor. However, serving in a position of authority is totally new for the supervisor. The HR manager considers what action to take in response to the employee complaint, realizing that senior management will probably resist any attempt to move the supervisor to another department.

Question 1: What is the most harmful outcome if HR fails to act in this conflict?

1.-It becomes a contentious labor-management situation.

2.-The cohesiveness in the supervisors work group is undermined.

3.-Both HRs and the organizations public reputations are damaged.

4.- Animosity is created between HR and management.

Question 2: How should the HR manager respond to the employee making the complaint?

1.-Tell the employee that changes are not likely due to the supervisors high performance and senior managements endorsement.

2.-Bring in a third party for mediation or arbitration.

3.-Interview other team members about team issues while protecting the employees confidentiality.

4.-Recommend that the supervisors manager coach the new supervisor.