The HR Director of Great Wall Golf and Country Club has put up her new HR plans. This report believes that the HR plans as drawn up are very good and, with certain recommended refinements, can help Great Wall to successfully maintain its status as one of the premier golfing resorts in China.
Aims of Great Wall Golf and Country Club HR Plan
The HR plan has very lofty aims.
1. To manage human resources effectively so that Great Wall would maintain its status as one of the premier golfing resorts in China. 2. To assess all aspects of HRM covered by the plan and rate its likely effectiveness 3. Indicate any gaps or omissions in the range of HRM issues covered. From these aims, it is clear that upper management places a premium on the company’s human resources. Introduction
In order to assess if the HR plan accomplishes the prescribed aims, several factors must be looked into. 1. Job analysis and design
2. Recruitment and Dismissal
3. Appraisal systems
4. Development of personnel
If done well, all these will form a framework for a good HRM system to support the company’s HR aims. Job Analysis and Design
Job analysis focuses attention on the job content, the job requirements and the job context (1). Based on the job analysis, different jobs within the company can be designed (2). The case study does not appear to have much information regarding this fundamental part of the HR plan in the company. The company has an organization chart for the Executive Committee (3), which appears to define certain functional levels of responsibilities, but we see no other evidence of a detailed job design for that. Evidence of detailed job design for those below the Executive Committee is virtually non-existent within the scope of the case study. Job design is very important to an organization, since ‘productivity, job stress and quality of work life are tied to job design (4). It is unlikely, though, that this is a major determinant of the 4% a month turnover. It is recommended, however, that all jobs be given a jobs description, in line with a world-class HR system. Recruitment and Dismissal
When it comes to recruitment and dismissal, one must look at the company’s policy in the context of mainland China’s labour laws. It is one still in its infancy, and which tends to ignore matters of EEO. Moreover, foreign-invested companies are generally given a quota to hire expatriates. This quota is likely to be used for senior positions, resulting in a situation where senior management are expatriates and middle management, supervisory and ground positions taken by the locals. The company’s recruitment policy appears only at the senior management level – recruited mainly from the overseas Chinese in Singapore and HK. The major determinant of the policy of recruitment from Singapore appears to be that of language – the ability to converse in Mandarin appears to be a very important consideration (5). The trend to hire expatriates at the senior management level would continue for some time, until local managers could be trained to take over at that level, and is a common strategy for foreign-invested companies to reduce payroll and benefits costs over time. The recruitment of lower echelon staff appears not to be guided by any existing policy, but by the skills of the HR personnel at the interview (6). No scientific means of assessment (personality profiling, background checks, references checks) appear to be in use. This report recommends that the company begin the use of such instruments and codify it into their recruitment policy, so that the movement of HR personnel would not affect the ability to recruit personnel that fits their jobs. Many of the personnel recruited tend to be migrants from outside the city (6), so it would appear that the nature of the jobs do not attract those from the city proper. This is a common issue in China, as the city dwellers prefer to take on office or civil...