Human Resource Management Bus310031Va016
Shameka Cooper 4/29/2011 Assignment # 1 – Comprehensive Case: “Bandag Automotive Human Resource Management BUS310031VA016 G. Stan Reeley, Jr., Ph.D.
1) Given Bandag Auto’s size, and anything else you know about it, explain why
and how the human resource management function should be reorganized.
Because of the lack of any kind of plan or strategy for the company, having a functioning human resource management in place is vital. First of all management formulates a strategic plan. The strategic plan implies certain workforce requirements. Given these workforce requirements, human resource management formulates HR strategies to produce the desired workforce skills, competencies, and behaviors. Finally the human resource manager identifies the measure he or she can use to gauge the extent to which it’s new policies and practices are actually producing the required employee skills and behavior. There should be a strategy map in place which shows the big picture of how each department’s performance contributes to the company’s overall strategic goals. The HR score card is used by many employers to quantify and computerize the maps activities. The score card refers to a process for assigning financial and nonfinancial goals or metries to the human resource management-related chain of activities required for achieving the company’s strategic aims and for monitoring results. The computerized scorecard process helps to quantify the relationships between the HR activities, the resulting employee behaviors and the resulting firm-wide strategic outcomes and performance. All of this presents the manager with a digital dash board which are computerized graphs and charts of where the company stands on all the metries from the HR scorecard.
2) Recommend what Bandag should
1) Given Bandag Auto’s size, and anything else you know about it, explain why
and how the human resource management function should be reorganized.
Because of the lack of any kind of plan or strategy for the company, having a functioning human resource management in place is vital. First of all management formulates a strategic plan. The strategic plan implies certain workforce requirements. Given these workforce requirements, human resource management formulates HR strategies to produce the desired workforce skills, competencies, and behaviors. Finally the human resource manager identifies the measure he or she can use to gauge the extent to which it’s new policies and practices are actually producing the required employee skills and behavior. There should be a strategy map in place which shows the big picture of how each department’s performance contributes to the company’s overall strategic goals. The HR score card is used by many employers to quantify and computerize the maps activities. The score card refers to a process for assigning financial and nonfinancial goals or metries to the human resource management-related chain of activities required for achieving the company’s strategic aims and for monitoring results. The computerized scorecard process helps to quantify the relationships between the HR activities, the resulting employee behaviors and the resulting firm-wide strategic outcomes and performance. All of this presents the manager with a digital dash board which are computerized graphs and charts of where the company stands on all the metries from the HR scorecard.
2) Recommend what Bandag should