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MAINTENANCE MANAGEMENT As he drove to work, Frank Underhill, the maintenance manager, made mental notes of the tasks that needed to be done. Upon arriving

MAINTENANCE MANAGEMENT

As he drove to work, Frank Underhill, the maintenance manager, made mental notes of the tasks that needed to be done. Upon arriving at work, he gave instructions to his two assistants, Ed and Charlene, regarding their duties for the day. After an hour, Ed came back saying he couldn't find the parts he needed to repair the Jacuzzi in room 225. Frank thought they had been received and began looking through a stack of papers for the shipping documents. After 15 minutes, Frank saw that the part had been back ordered. Frank told Ed to go up to room 226 and repair a leaking shower fixture. Ed went up and came back 15 minutes later saying he didn't bring the right tools with him. After a bit of a search, Frank remembered that Charlene had taken the toolbox with her.

Before Ed could find Charlene, housekeeping called to report that a vacuum cleanerthe one with the problem they claim they told maintenance about a week agohad just gone up in smoke! This meant a replacement had to be purchased. The General Manager wouldn't like to hear this, since occupancy had been off and there was an austerity program in place.

Charlene appeared at coffee break. Frank asked her about her progress and she said her tasks were all taken care of. Frank gave her a few more things to do and headed out to inspect the property. While on his way by the front desk a few minutes later, Frank received a phone call from the sales manager. A meeting room that was supposed to be set up by 10 a.m. was not taken care of. Frank had assigned this task to Charlene. When Frank found her and asked her about it, she said she forgot. Frank pulled her off the guestroom she was working on and hustled her to the meeting room to get it set up.

Back on rounds, Frank was surprised to see the new local fire chief out on an inspection round. The old chief would call first and give you some time to get ready. On his tour of the building, the new chief discovered a number of burned out exit lights, trash in stairwells, several fire doors with wooden wedges holding them open, and two handheld fire extinguishers that were fully discharged. He wanted to check the fire alarm system and it took Frank 15 minutes to find the key that would reset the system.

This was not turning out to be Frank's day. Work just seemed to be backing up all around him. If it hadn't been for the austerity program, he probably would have asked the CM for another assistant.

Question: What is the HR solution to the ongoing problem in the Case Study?

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