Case Study Analysis
| Human Resource Issues and Strategy | Case study analysis |
Executive Summary
This is an analyst of a case study called ‘Crisis control’. Based on the case study, some issues have been identified as Non-HR issues and the others as HR issues. The global financial crisis, the increase demand for servicing and the serious problem of cash flow are the non- HR issues. On the other hand, HR issues are work imbalance, protect human capital, downsizing, restructure the organization. After identified the issues from the case study, the most important HR issue has been chosen which is protect human capital. Then two strategies will need to propose to solve the issue. Performance culture model and alignment strategy are the two strategies have been selected for the HR issue. Feasibility, fit, cost, acceptability are the sub-heading of evaluation for those two strategies. After evaluated and compared, the key strategy for the HR issue is the alignment strategy. Finally, three recommendations have been given on how alignment strategy should be implemented with justifications. 1.0 Introduction
The case study relative to the report is about a company called Consolidated Global Mining Service (CGMS) which is not only a well-respected service company but also a major manufacturer of custom-built mining equipment. During the global financial crisis they were seeking solution to control the crisis. The solution that they have come out with is using redundancies and layoffs to downsize (Waight, 2010). CEO of CGMS has found that their company have several problems faced with. The purpose of this report is to analyse the case study and explain the issues or problems by using the human resource management theory. Recommendations will be provided on how to solve those problems. 2.0 Identification of Problems/Issues 3.1. Non – HR Issues
Base on the case study, the non-human resource issues will be the global financial crisis, demand for servicing has
Executive Summary
This is an analyst of a case study called ‘Crisis control’. Based on the case study, some issues have been identified as Non-HR issues and the others as HR issues. The global financial crisis, the increase demand for servicing and the serious problem of cash flow are the non- HR issues. On the other hand, HR issues are work imbalance, protect human capital, downsizing, restructure the organization. After identified the issues from the case study, the most important HR issue has been chosen which is protect human capital. Then two strategies will need to propose to solve the issue. Performance culture model and alignment strategy are the two strategies have been selected for the HR issue. Feasibility, fit, cost, acceptability are the sub-heading of evaluation for those two strategies. After evaluated and compared, the key strategy for the HR issue is the alignment strategy. Finally, three recommendations have been given on how alignment strategy should be implemented with justifications. 1.0 Introduction
The case study relative to the report is about a company called Consolidated Global Mining Service (CGMS) which is not only a well-respected service company but also a major manufacturer of custom-built mining equipment. During the global financial crisis they were seeking solution to control the crisis. The solution that they have come out with is using redundancies and layoffs to downsize (Waight, 2010). CEO of CGMS has found that their company have several problems faced with. The purpose of this report is to analyse the case study and explain the issues or problems by using the human resource management theory. Recommendations will be provided on how to solve those problems. 2.0 Identification of Problems/Issues 3.1. Non – HR Issues
Base on the case study, the non-human resource issues will be the global financial crisis, demand for servicing has
References: Barr, R. & Cook, R.E. 2009. Strategic alignment: a mining industry challenge. Mining Engineering, 60(1), 31-34. Retrieved from http://gateway.library.qut.edu.au/login?url=http://search.proquest.com.ezp01.library.qut.edu.au/docview/232291014?accountid=13380 Cabrera, E.F. 2003. ‘Strategic human resource evaluation’. HR. Human resource planning. Retrieved from http://gateway.library.qut.edu.au/login?url=http://search.proquest.com.ezp01.library.qut.edu.au/docview/224577577?accountid=13380 Helms-Mills, J., Dye, K. & Mills, A.J., 2009. Understanding organizational change [EBL version]. Retrieved from http://reader.eblib.com.au.ezp01.library.qut.edu.au/(S(c5bcag2byydtlelxo33l4uhr))/Reader.aspx?p=356358&o=96&u=2VzB7HoxvcDG%2f4M%2fZL7X4Q%3d%3d&t=1366516750&h=1DB7D7837D26841F83E6DDAA4EBCDF32ED9AECDC&s=8252782&ut=245&pg=1&r=img&c=-1&pat=n# Holland, P., Sheehan, C., Donohue, R., Pyman, A. & Allen, B. 2012. Contemporary issue and challenges in HRM [2nd ed.]. VIC, Australia: Tilde University Press Gomez-Mejia.L.R., Balkin, D.B. & Cardy, R.L., 2010. Managing human resources (6th ed., Global ed.). N.J, London: Pearson Quick, J. C & Nelson, D. L., 2011, Principles of organizational behaviour: realities and challenges (7th ed.), South- Western: Cengage Learning Simons, R., 2011. Human resource management: issues, challenges and opportunities [EBL vision]. Retrieved from http://reader.eblib.com.au.ezp01.library.qut.edu.au/(S(3timbshrrqn552ywgaaq53ub))/Reader.aspx?p=1026877&o=96&u=2VzB7HoxvcDG%2f4M%2fZL7X4Q%3d%3d&t=1366519750&h=FE51BF8DEB9DE2198C7CA038F1F99B03F5750460&s=8253675&ut=245&pg=1&r=img&c=-1&pat=n# Stone, R.J., 2010. Managing human resources (3rd ed.). Milton, Qld: John Wiley & South Australia Ltd Sullivan, John. 2010, Selecting an HR strategy. Retrieved form http://www.workinfo.com/free/downloads/138.htm Waight, P. (2010). Crisis Control in Stone, Raymond J, Managing human resources, pp.144-145, Milton Australia: Wiley. Retrieved from https://qutvirtual2.qut.edu.au/portal/pls/portal/cmd_request_p.show_item?p_item_id=207600