BSA354 435 Week1 Case 2 The Human Resource Function of Harrison Brothers Corporation
The Human Resource Function of Harrison Brothers Corporation
Andre Lucas
Averett University
Human Resource Management
BSA 354/435
Dr. Shelley Murphy
April 22, 2015
The Human Resource Function of Harrison Brothers Corporation
The purpose of this paper is to answer the study of Case 2, “The Human Resource Function of Harrison Brothers Corporation,” on pp. 9–13 and Case 26, “Strategic Human Resource Management,” on pp. 86–88 (Nkomo, Fottler, & McAfee, 2011).
1. How does McCain view her role as human resource manager?
Miss McCain views her role as a Human Resource Manager seriously, though she is underestimating one of the main factors of management. The main is external condition(s) or macro-environment of the workplace. Miss McCain seems focused on the Human Resource aspect within her work environment. She seems very dedicated in performing her duties as the Human Resource Manager. Guided with the theory of Human Resource function, she implements them the way a knowledgeable and competent manager should. The pressure of having a cost-efficient expansion is a prime concern of Brenda. Given the ability to predict up-and-coming situations makes Ms. McCain even more proficient. But then again, she is neglecting the external factor(s) or macro-environment affecting the Human Resource conditions such as the competitors’ Human Resource functions, employee attributes, new methodologies, and technological advances growing in the market.
2. What is Harrison Brothers’ business strategy? To sell within the Northeastern part of the country, a moderate to higher priced men’s, women’s and children’s clothing line to their perspective audience: middle-class and fashion-conscious customers. James Harrison, the CEO, has realized the company needs to reinvent itself in order to adapt to the changes in the industry. Mr. Harrison understands the value of employee quality and performance. This is the key element for success of the company.
He identified five strategic goals to
Andre Lucas
Averett University
Human Resource Management
BSA 354/435
Dr. Shelley Murphy
April 22, 2015
The Human Resource Function of Harrison Brothers Corporation
The purpose of this paper is to answer the study of Case 2, “The Human Resource Function of Harrison Brothers Corporation,” on pp. 9–13 and Case 26, “Strategic Human Resource Management,” on pp. 86–88 (Nkomo, Fottler, & McAfee, 2011).
1. How does McCain view her role as human resource manager?
Miss McCain views her role as a Human Resource Manager seriously, though she is underestimating one of the main factors of management. The main is external condition(s) or macro-environment of the workplace. Miss McCain seems focused on the Human Resource aspect within her work environment. She seems very dedicated in performing her duties as the Human Resource Manager. Guided with the theory of Human Resource function, she implements them the way a knowledgeable and competent manager should. The pressure of having a cost-efficient expansion is a prime concern of Brenda. Given the ability to predict up-and-coming situations makes Ms. McCain even more proficient. But then again, she is neglecting the external factor(s) or macro-environment affecting the Human Resource conditions such as the competitors’ Human Resource functions, employee attributes, new methodologies, and technological advances growing in the market.
2. What is Harrison Brothers’ business strategy? To sell within the Northeastern part of the country, a moderate to higher priced men’s, women’s and children’s clothing line to their perspective audience: middle-class and fashion-conscious customers. James Harrison, the CEO, has realized the company needs to reinvent itself in order to adapt to the changes in the industry. Mr. Harrison understands the value of employee quality and performance. This is the key element for success of the company.
He identified five strategic goals to
References: Delaney, J. T., & Huselid, M. A. (1996). The Impact of Human Resource Management Practices on Perceptions of Organizational Performance. : . Nkomo, S. M., Fottler, M. D., & McAfee, R. B. (2011). Human Resource Management Applications: Cases, Exercises, Incidents, and Skill Builders (7 ed.). Mason, Oh: South-Western, Cengage Learning. Rainey, H. G. (1999). Galloping Elephants: Developing Elements of a Theory of Effective Government Organizations. Journal of Public Administration Research and Theory, 9, 1-32. Wilson, J. Q. (1989). Bureaucracy. New York: Basic Books.