Medical Precision System (MPS) produces medical supplies and is based in Birmingham, Alabama. Having started in 1972, it now employs 2000 staff members and has an annual turnover of $150 million. It is an American-owned company that is well respected and employs a policy of best-practice Human Resource Management (HRM) in order to avoid union influence…
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A performance management culture exists at MPS and appraisals, remuneration, and promotions are highly performance based. Artley and Stroh (2001, p. 5) reports, "All high-performance organizations, whether public or private, are, and must be, interested in developing and deploying effective performance measurement and performance management systems, since it is only through such systems that they can remain high-performance organizations." For fifteen years MPS has been employing a total quality management (TQM) program. Ten employees are on a team and they elect their leader. Group, or team, leaders hold feedback sessions and report what they gather to the senior production managers. (Beardwell and Holden, 2001, p.742.)
A great deal of time, effort, and money is involved in providing excellent training in teamwork, people skills, and job education. Along with all of this training, company benefits, and a caring staff MPS also offers recreational facilities, sports, and social events for its employees. The company has strong values and a clear vision and it lives up to its mission statement, "MPS-working for the health of America". (Beardwell and Holden, 2001, p.742.)
In the early 1990s MPS took its business worldwide and expanded into Europe, the United Kingdom, Sweden, and France. The strategy had to be adjusted as the company was now global and the system had to cater to global commitments and developments. Although business on the production and marketing side were going well
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and the United Kingdom subsidiary in Bath and the Swedish subsidiary in Uppsala experienced steady growth, the overseas HRM experienced many difficulties. Reports revealed there was much potential for the French subsidiary. ((Beardwell and Holden, 2001, p. 742.) The company faced some disadvantages of going global and the lack of success with HRM that other firms run into. These include, as listed on 03 October 2003 by easterangel-ga (a blogger on Google Answers):
-Flexibility and change in mindset: Cultural taboos or sensitivities
of the market
-Level of commitment
-Organizational structure: Ensure multinational legal compliance such
as labeling, packaging, product safety, and liability laws)
MPS's HRM worked for its home-based parent company but did not do quite as well with its subsidiaries. Expatriate managers exerted strong controls over employees in different countries based on goals in financial and production terms, which were set by the parent company, did not give the local subsidiaries much input. They did not have much say in business activities. (Beardwell and Holden, 2001, p.742.)
Keeping unions out or making sure that their influence was kept to a minimum were the ...
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