Case Study on Hrm Problem
Table of Contents
1.0 Company Background 2
2.0 Problem at Magic Hand Car Wash 3
3.0 Causes for the problem of High turn over 5
3.1 Unplanned Recruitment and Selection 5
3.2 Low Employee Remuneration 6
4.0 Solution 7
4.1 Conduct strategic recruitment process 7
4.2 Pay for performance and provide benefits 8
5.0 Implementation 10
5.1 Implementation of systematic recruiting 10
1.0 Company Background
Magic Hand Car Wash is a carwash with a café which was started in 1994 by Tony Roda with the motive of providing the best quality wash and high standard of customer service. Hand car wash facilities, where the vehicle is washed by employees. This idea quickly leads to a partnership with an existing carwash operator, and so Magic Hand Carwash was born. Their first carwash café opened at Collingwood and second car wash opened in North Melbourne, and by 1999. The company has grown to become the true market leader in the franchise carwash sector that’s showed the dedication and hard work that today nearly 47 franchisee stores are in Australia and alone 40 stores in Victoria, 3 in Perth, 3 in and 1 in Adelaide. In their every store they are highly motivated to maintain their quality and service. Magic Hand Car Wash is a private limited company. The business provides service for 365 days. Within a couple of years, they built the business up to more than 200 cars every weekend, and was turning over $1.0 million a year. As a trusted brand they wash over 620,000 cars a year. This makes Magic Hand Car Wash the No. 1 choice for customers who decide to trust them with what is usually their second most valuable asset. This trust is what has helped Magic become the industry leader and the preferred car wash choice in the country. Magic hand carwash is designed to make washing your car an affordable leisure experience for the whole family while they do their shopping. Magic Hand Car Wash has a range
1.0 Company Background 2
2.0 Problem at Magic Hand Car Wash 3
3.0 Causes for the problem of High turn over 5
3.1 Unplanned Recruitment and Selection 5
3.2 Low Employee Remuneration 6
4.0 Solution 7
4.1 Conduct strategic recruitment process 7
4.2 Pay for performance and provide benefits 8
5.0 Implementation 10
5.1 Implementation of systematic recruiting 10
1.0 Company Background
Magic Hand Car Wash is a carwash with a café which was started in 1994 by Tony Roda with the motive of providing the best quality wash and high standard of customer service. Hand car wash facilities, where the vehicle is washed by employees. This idea quickly leads to a partnership with an existing carwash operator, and so Magic Hand Carwash was born. Their first carwash café opened at Collingwood and second car wash opened in North Melbourne, and by 1999. The company has grown to become the true market leader in the franchise carwash sector that’s showed the dedication and hard work that today nearly 47 franchisee stores are in Australia and alone 40 stores in Victoria, 3 in Perth, 3 in and 1 in Adelaide. In their every store they are highly motivated to maintain their quality and service. Magic Hand Car Wash is a private limited company. The business provides service for 365 days. Within a couple of years, they built the business up to more than 200 cars every weekend, and was turning over $1.0 million a year. As a trusted brand they wash over 620,000 cars a year. This makes Magic Hand Car Wash the No. 1 choice for customers who decide to trust them with what is usually their second most valuable asset. This trust is what has helped Magic become the industry leader and the preferred car wash choice in the country. Magic hand carwash is designed to make washing your car an affordable leisure experience for the whole family while they do their shopping. Magic Hand Car Wash has a range
Bibliography: Analoui, F. (2007). Strategic Human Resource Management. Jennifer Pegg. Berwick, D. M. (1995). The toxicity of Pay for Performance. Retrieved on 15 September 2012 from http://www.ihi.org/offerings/IHIOpenSchool/resources/Assets/Publications%20- %20TheToxicityofPayforPerformance Ingram D Magic Hand Car Wash. (2012). Retrieved May 05, 2013, from Magic Hand Car Wash: http://www.mhcw.com.au/about-us/our-story/ Management of study guide, 2008.Training of Employees- Need and Importance of Training Michalowicz, M. (2011, March 29th). Business Insider. Ways To Reward Employees Without Money. Park, T.-Y., & Shaw, J. D. (2012). Turnover Rates and Organizational Performance. Journal of Applied Psychology, 268-309. Riley, J. (2012, September 23). Labour (Staff) Turnover. Retrieved May 5, 2013, from http://www.tutor2u.net/business/people/workforce_turnover.asp Singapore-National Productivity Board Sullivan, J. (2008). The 20 Principles of Strategic Recruiting. Sutter B,2012. Six Characteristic of a solid Employee. Buzz Small Business Magazine by Wasp Barcode. Retrieved on 11th May, 2013. From:http://www.waspbarcode.com/buzz/characteristics-solid-employee/ The HRM Learning System