Managing Human Capital in a Glass Company
MANAGING HUMAN CAPITAL IN A GLASS COMPANY
Research conducted into the Human Resource Management of an organisation
Based on the author’s choice of organisation:
TASK 1 Evolution of Human Resource Management And Current Market Context Within A Selected Organisation
TASK 2 Recruitment & Selection – Strategic Human Resource Initiatives - Recommendations
TASK 3 Approach to HRD – Improvements
TASK 4 Classical Motivation Theories – Hybrid Theory Tailored To The Organisation
TASK 5 Change Of Management
REFERENCES
TASK 1 Evolution of Human Resource Management And Current Market Context Within A Selected Organisation
Due to confidentiality agreements, the author chooses not to reveal the identity of the chosen organisation. The company is a newly established entity with an inherited business from a recently liquidated company. Simultaneously the company has brought some staff from the liquidated company and has embraced some staff as a result of a merge with an existing business.
The organisation is a glass processing company with 25 employees and 4 directors with equal share of the business. Their mission is to satisfy the demand of bespoke and standard glass products in the interiors marketplace at a competitive price, mainly selling to the kitchen trade, as well as building contractors, distributors, kitchen furniture manufacturers and end users direct.
In the period that went from the ‘closed-for-business’ day, when the former company had gone into administration to the day in which the newly established company had resumed business, few weeks had gone by without serving existing orders due to lack of systems, untrained new staff, unorganised stocks, un-serviced machinery, lack of quality control systems, etc... resulting in the loss of confidence of many existing clients as well as loss of some key accounts...In the first two months of trading under the newly formed ‘roof’, the company decides to change the business strategy from national
Research conducted into the Human Resource Management of an organisation
Based on the author’s choice of organisation:
TASK 1 Evolution of Human Resource Management And Current Market Context Within A Selected Organisation
TASK 2 Recruitment & Selection – Strategic Human Resource Initiatives - Recommendations
TASK 3 Approach to HRD – Improvements
TASK 4 Classical Motivation Theories – Hybrid Theory Tailored To The Organisation
TASK 5 Change Of Management
REFERENCES
TASK 1 Evolution of Human Resource Management And Current Market Context Within A Selected Organisation
Due to confidentiality agreements, the author chooses not to reveal the identity of the chosen organisation. The company is a newly established entity with an inherited business from a recently liquidated company. Simultaneously the company has brought some staff from the liquidated company and has embraced some staff as a result of a merge with an existing business.
The organisation is a glass processing company with 25 employees and 4 directors with equal share of the business. Their mission is to satisfy the demand of bespoke and standard glass products in the interiors marketplace at a competitive price, mainly selling to the kitchen trade, as well as building contractors, distributors, kitchen furniture manufacturers and end users direct.
In the period that went from the ‘closed-for-business’ day, when the former company had gone into administration to the day in which the newly established company had resumed business, few weeks had gone by without serving existing orders due to lack of systems, untrained new staff, unorganised stocks, un-serviced machinery, lack of quality control systems, etc... resulting in the loss of confidence of many existing clients as well as loss of some key accounts...In the first two months of trading under the newly formed ‘roof’, the company decides to change the business strategy from national
References: Beardwell, J. & Claydon, T. (2007): Human Resource Management - A Contemporary Approach, Fifth Edition, pp. 195, 261, Pearson Education Limited, Harlow, Essex Bloisi, W Dessler, G. (2008): Human Resource Management, Eleventh Edition, Pearson Education, Inc., Upper Saddle River, New Jersey Guest, D McGraw, P. and Peretz, M.: HRD practices in local private sector companies and MNC subsidiaries in Australia, 1996–2009, The International Journal of Human Resource Management, Vol. 22, No. 12, July 2011, 2539–2557 Nieto, M Shepard, G. (2006): How to Manage Problem Employees: A Step-by-Step Guide for Turning Difficult Employees in to High Performers, Wiley India (P) ltd., New Delhi --------------------------------------------