This means that McGregor's Theory Y is used as a model to over come the recent challenges faced by SFL. Hence in this case the HR policy should be to increase the weight of pay packet of the staff in B's unit and recruit the additional 6 employees from the remaining work force. This way the morale of both sections of the work force will be uplifted. The HR model based on McGregor's Theory Y is further evident in this case study as Theory Y assumes that "under the right conditions, people are motivated by the desire to realize their own potential." (Barker 2000, p. 33) Therefore, assuming that employees working capabilities can be molded positively by being attentive to their desires, HR of SFL uses soft strategy.
If the shortage of 6 employees in the larger unit of SFL is felt then recruiting staff from outside on a contractual basis can overcome it. This HR policy would help the business strategy by getting extra employees in minimum costs without affecting the work of SFL's premiere client. The HR planning should focus on three levels of training. They can be termed as fresher's training, specialized training and mix and match training. The fresher 's training should be designed to enable the newly recruited employees (if any) in developing the skills required to work in SFL. The specialized level training will be for those employees who have been transferred to the B's unit. The mix and match training will focus on removing the slowing down of productivity of B's unit by imparting training to all the employees of B's unit (old and new) on every area of production. The last level of training planned by the HR is especially help the business strategy as its main aim is to maintain the same level of production even if some one is sick or on leave. Though the Big Boy quality inspectors drop by frequently unannounced, the business strategy of SFL should be to not wait for Big Boy people to come and gather information. Sometimes it can be the other way too. This strategy will do wonders for the business. The client may even praise the effort of the employees of the SFL, this way the employees may feel motivated and their level of motivation will result in achieving the business goals. However, whichever way information is being presented to the Big Boy people, "effective partners need to be very tactful about how information is presented. A good approach is to invest as much time working on how to communicate and on the engagement strategy as the activity itself." (Kenton and Yarnall, 2005, p.143) The HR will also plan " a frame work for working collaboratively with" with Billy's Big Boy. The following checklist: "CONSULT" can be followed. "CONSULT" stands for:
Needs of the client
Long-term likely effects
Tasks and timescales"
(Kenton and Yarnall, 2005, p.143) By paying attention to all these factors planned by the HR the business of SFL will further flourish.
As it is difficult to make any investments because of the unstable nature of the new order, an easy to follow work schedule has been designed to avoid as less conflict with the work force as possible.
Evaluation of how HR strategy will impact HR operations and potential problems of introducing this strategy
Shift Planning: Currently B's Unit operates 16 hours a day in two shifts with 7 workers in each shift. As it has been decided that B's unit will operate 24 hrs. With