Yorklab Management Case Study

The advantage of peripheral workforce in SMEs has given more flexibility in terms of the number of worker needed at specific period and fulfilled financial requirement e.g. during a low season, SMEs have the flexibility to reduce number of workers without legal issue and helps firms to save cost to overcome the period (Kok & Ligthart, 2014). From the worker perspective, it able to provide more job flexibility and life balance. Although there are some argue that peripheral workforce did not bring job security and only task-oriented, but these arguments will not be much impact to Yorklab as Yorklab only apply peripheral workforce on general skilled which they are easy been replaced.
Yorklab can apply this to general skill required job within
Yorklab top management shall lead the planning process in assuring workforce plans always align with organizational strategic direction (Talib & Rahman, 2010; Saade, 2016) as it can be job jeopardy if management support has declined. Empirical evidence, thru Galinsky research has show that biases might happen where managers who execute the plan are still with traditional mindsets which assess employees based on face time (64% in 2014, reduce from 71% in 2008) and less rewards concentrate on periphery workforce (reduce 9% from 2008 to 2014) (Strobel et al., 2015). This scenario might happen to Yorklab if the objective of implementing periphery workforce has been
Yorklab shall assure the plan is measurable and accountabilities for follow-though. The key of deliverables and stages of plan include identifying targeted timelines, set achievable milestones and establishing resource and budget needs.
During implementation plan, work performance shall be determined using the idea of management by objectives. This is focus on planning and goal oriented and objective was measured at the end of result (Kyriakopoulos, 2012). The overall objectives are clearly stated and agreed between Yorklab and periphery workers where periphery peoples are given flexibility to work in the way they determine best for their own areas of responsibility toward those goals. Before beginning a communication effort, develop an effective communication plan which sets of the strategies to be implemented. The communication plan should be designed to answer concretely the questions like what has been done according to Yorklab’s goal and strategy, why and how the plan was developed, how and when SHRM strategy will be applied and how it will affect the core, as well as periphery