HRM Case Study Review Questions BY YOU YOUR SCHOOL INFO HERE DATE HERE HRM Case Study Review Questions Question 1 The orientation program at the business is designed to create cross-functional knowledge for those attending the program to diversify their skill-sets and competencies in multiple areas of business…
Because many of the changes to meet new market demand required new software and operational equipment, it makes sense for the business to try to create well-skilled workers with a secondary emphasis on the softer approach to HRM to ensure profit and investment goals are maximized. Dooley (2005) offers that when products reach their decline stage along the product life cycle model, cash management and inventory controls become burdensome and difficult to forecast when demand is reduced. This business wants to expand its brand presence to include new markets in which there is assumed risk as a new business concept. By creating cross-functional employees in the method described in the case study orientation program, it can ensure that well-qualified employees are able to provide quality solutions on expanding the growth stage of the new products. Since marketing, operations, finance and even procurement are inter-dependent, the current orientation program will improve knowledge exchange on how to refresh the product in many different business divisions. The hard HRM approach is a quality solution as, in this case, the business is concerned about ensuring new profit opportunities and therefore the return on investment in multiple business areas is vital to growth and sustainability for the new business. Question 2 Even though the current orientation program is effective for HRM, there should have been training and development packages implemented that take a softer approach to human resources. Armstrong (2007) describes soft HRM as recognizing talent opportunities and attempting to exploit these through development programs to improve both employee motivation and dedication. Wenger (2005) describes a type of training and development package known as communities of practice, where individuals with different skill-sets and knowledge come together to consult and identify solutions to business problems. Rather than having the buddy system as described in the case study, the organizational leadership could, instead, schedule appropriate communities of practice meetings periodically (typically a day seminar each time) so that individuals could become familiar with other areas of the business whilst focusing on their existing job roles with more fervor. This concept would improve the knowledge exchange environment at the organization and also not pose the same kind of risk to the emotional state of employees forced to endure cross-functional, job rotation training. These employees were not given adequate time to adjust to their previous job roles before having to move on, which does have a potential of reducing enthusiasm as was illustrated by the case study. Communities of practice would give this business many opportunities to share tacit knowledge and also improve human capital advantages without such a high cost to relationship management as shown in the case study. It would also improve relationships with many different stakeholders in the organization by allowing them to socialize and establish networking opportunities that would not necessarily be available using other strategies. Question 3 Peer evaluations have many positive benefits as supported by psychological and sociological theory. Edwards & Ewen (1996) offer that when employees receive feedback from colleagues and peers, rather than higher management, they are more likely to find justice in the ...
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