With reference to the first case study, Outsourcing in electricity generation, this essay will identify where management has used specific human relations techniques to develop their outsourcing strategy, show evidence that management adopted a HRM approach to downsizing and outsourcing, explore whether the approach was hard or soft HRM and discuss strategies various unions adopted and if they were effective. See Appendix I for Case Study: Outsourcing in electricity generation.
The second case study, The non-unionised company, will then explore why Teiberg employees remained non-union since 1985, what motivates employees to join a union, discuss the appropriateness of the ER policies followed by Teiberg, assess the role of the Managing Director and provide advice to the AMWU organiser on the strategy he should follow at Teiberg. See Appendix II for Case Study: The non-unionised company.
Lastly the case study, Cost minimisation and the flexible workforce, this essay will identify types of flexible patterns of work within Hotel Quay, discuss if these patterns of work are being used in a strategic way and evaluate the advantages and disadvantages of flexible work at Hotel Quay from the management and employee perspectives. See Appendix III for Case Study: Cost minimisation and the flexible workforce.
Outsourcing in electricity generation
According to Kakabadse and Kakabadase (2000) the impact of outsourcing and downsizing depends on how it has been planned, how it has been communicated to employees and how effectively it has been implemented within the organisation. To diminish the negative issues associated with downsizing organisations are increasingly adopting a HRM approach by offering outsourcing deals such as: the transfer of staff to service providers, attractive redundancy packages or... [continues]
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