Changing Hr Practices in Cable Co

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Changing HR practices in Cable Co
Case study

Table of Content

1. Introduction…………………………………………………………………..3 2. Problem diagnosis…………………………………………………………….3 3. Data collection and analysis………………………………………………….5 4.1 Problem #1 – Human Resources planning………………………………..5 4.2 Problem #2 - Performance Management System………………………..6 4.3 Problem #3 – Recruitment and Selection processes……………………...7 4. Proposed Solution……………………………………………………………7 5.4 Human Resources planning………………………………………………8 5.5 Performance Appraisal System….……………………………………….8 5.6 Recruitment and Selection process………………………………………10

References List………………………………………………………………12
Appendix 1 - The 4 stage Leadership Model
Appendix 2 – Performance Appraisal form
Appendix 3 – Giving Feedback Tool

1. Introduction
This case study is based on CableCo which is a joint venture between an Australian corporation AuzCo, and two Chinese organizations Post Bureau and PTA. The purpose of this report is to help the company to diagnose the problem, after research of the company’s background information, identify its causes and offer a solution. This new Australia and China joint venture is located in an Economics and Development Zone about 47 km from the downtown area of Tianjing, a well-developed industrial city in China. The main products of the joint venture are telecommunications and various other kinds of communication cables. The Company has 184 employees in total; most of them 60% (113) are employed in the Production Department, as it is the most important functional part of CableCo. The Company’s mission is expressed “to produce quality products, provide first-class service to customers and guarantee reliable delivery.” The Company’s business strategy is to continuously develop new products, improve the quality of goods, reduce costs, and manage its human resources efficiently and strengthen management control. Implementation of the company’s strategy depended strongly on effective employee performance and management control (Zhu, Case Study A). The telecommunication sector in China where CableCo operates has undergone rapid development. There has been a steady growth in the total number of phones in China. Because of this reason, the cable industry in China has attracted many domestic and international investors. As supply exceeds demand in this market segment, it is more difficult maintain key employees. The CableCo management team has realized that improvements in efficiency and effectiveness had to be achieved through better utilization of its human resources (Zhu, Case Study A).

2. Problem Diagnosis
After the initial meeting with the client it is found that the company’s authenticity is rather low in regards to managing their human resources. Although Cable Co realizes that its employees are the most valuable asset they have, the company still has a lot defects and inefficient processes in the HR management area. The key problem that the company is concerned about is how to improve effectiveness and efficiency of the Human Resources management that is the most important area in a highly competitive market. Cable Co is in danger to lose their image as a good quality product manufacturer because of uncertain business development strategy and employee internal dissatisfaction within a growing competitive market. The Management consultant’s main objective would be to assist the company in changing its HR practices and processes in order to improve Cable Co’s Human Resources Management and to enable effective operation in the highly competitive market within a multicultural working environment. A Structured model (Issue tree) enables us to see Cable Co’s situation more clearly. Using this model it would also facilitate in recognizing main causes and find the best ways for possible solutions for company’s problems (Fombrun and Nevins, 2004). Inefficient...
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