Case Study $-$ Neva Electronic Company Hires Factory Managers

General Look: The aim of this case study is to help students to improve skills regarding the selection tools that can be utilized in the final

decision$-$making processes while hiring. In addition, students will gain the competence to develop consensus in teamwork and leaderless group

discussions with joint decision$-$making. Your task is to develop proposals for the hiring decision, considering the knowledge of the candidates

who applied for the factory manager position for Neva Company's factory in Ankara and the scores they received in various tests.

Scenario: Neva Electronic Company is a large$-$scale company headquartered in $$stanbul and producing small electric motors. The company

employs $9800$ employees. Neva has factories in $$stanbul$,$ Ankara, Adana, and $$zmir$.$ Workers in all these factories are members of various

unions which each has varying degrees of power. Recently, the company has been trying to recruit a factory manager $($in a hierarchical structure,

factory managers are directly subordinate to the assistant general manager responsible for production in the headquarters$)$ for its Ankara factory

$($The job description form is in Appendix A$).$ Although NEVA has achieved a slightly above$-$average growth and profit rate compared to its

competitors, there are some problems in its Ankara factory. Over the past three years, production costs have been quite high and there have

been labor disputes $($such as work slowdown, and numerous complaints$).$ It has been stated that the last plant manager left because she got a

better job at a different firm. In fact, the last manager of the factory in Ankara was dismissed by mutual agreement. Due to the importance of

the factory manager position, the company used a variety of expensive selection methods. These methods are detailed below. Candidates

identified $($both from within and outside the company$)$ by using various personnel recruitment methods were subjected to preliminaries. As a

result of the pre$-$selection, the number of candidates was reduced to eight. Detailed information about each of these candidates is given in

Appendix B$.$

In NEVA, there is no organizational memory to fill the vacant positions. In the past, promotion within the company was mostly used

$($utilization of internal resources$).$ However, the assistant manager of the production department at the headquarters was recruited from outside

the company $($outside sources$).$ The company does not have a horizontal personnel transfer policy from the companies in the same industry. In

the recent past, the transfer in this direction has almost never occurred. However, the company is uncertain whether transferring personnel from

external sources can be beneficial or not.

Individual Analysis: Assume that you are the assistant manager of the HR department. You have to prepare an executive summary report,

including the points listed below, with a maximum of two pages of supporting information $($reasons$).$

a$.$ In light of the available information you have, rank all candidates for the job in Ankara, starting with the best.

b$.$ Discuss in detail how you created this ranking, including your reasons. Explain the logical reasons why some candidates are at the

top of your ranking, and some are not included at all. Evaluate each candidate.

c$.$ Include a discussion about how the hiring process could be changed in the future $($for example, what additional selection tools could

be used, additional information that needs to be acquired, and resources that need to be changed or ignored$).$

This report will be sent to the assistant production manager and CEO of Neva.

Appendix A: Ankara Factory Manager Job Description Form

$($Written by Assistant Manager of Production Department$)$

The factory manager is responsible for the efficient operation of the entire factory. In carrying out his$/$her responsibilities, s$/$he regularly

meets with subordinate supervisory staff $($often allocates duties$).$ The factory manager should have sufficient knowledge of production methods

and the capabilities of the equipment. Some activities that the factory manager is directly or indirectly involved in include the following;

Material supply,

Factory maintenance,

Quality control,

Labor use,

Establishment of the budget,

Revision of the production program in case of machine failure or operational problems,

Negotiating with engineers for the modification of machinery and equipment in order to increase production and product quality

and occupational safety,

Organizing meetings to resolve employee complaints,

Participating in collective negotiations to be held between the management and the unions,

Ensuring job security,

Regulating relations with the public.

Appendix D: Interviewers' Evaluations

Appendix E: Intelligence Test and Graphology

Appendix F: Promotion Potential and Performance Evaluations, Assessment Center ScoresAppendix B: Candidate Resumes

Banu Dallo$$lu$--$ She is $44$ years old. She graduated from Marmara Universi