Term Paper on "Human Resource Management Case Analysis"

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[EXCERPT] . . . .

Human Resource Management

Case Analysis: Human Resource Management at Plastec Co.

In addressing the human resource problem in Plastec Company, three key issues need to be addressed not only by Paul, the HR Director, but must also be tackled and entail the involvement of John and Roy, as management staff. This close coordination between HR and the management will fuse both insights about employee interaction in the workplace, and the integration of interaction dynamics, management styles, and work expectations in the business setting.

These three key issues include the following: (1) addressing the high employee turnover in the company; (2) better evaluation and assessment of applicants, existing employees, and resigning employees (through exit interviews); and (3) re-organization and completion of the management and HR structure within the company. By addressing these issues, Plastec Company could then focus on improved performance, increased output and efficiency, as a fast-growing small parts plastics company.

Issue #1: Decreasing high employee turnover

Early on in the case, primary employment issues were already cited, which include the perception that employees working in the plastic molding company were holding "dead-end jobs," in addition to the fact that some employees were also considered incompetent and benefits provided for the were insufficient. These factors led to employee dissatisfaction, which then became causes that result to employees' resignations.

As expressed in the case also, there needs to be improvement in the areas of Training and Development, Staffing, and Compensation & Benefits to resolve the high employee turnover issue. Indeed, these proposed solution areas need to be addressed if Plastec Co. aims to continuously grow as a plastics company in the years to come.

In the area of Training & Development, employees need to be oriented more, not just about their work descriptions, but also about the role that each employee plays within the business organization. In this kind of orientation, employees would be able to view themselves as more than just employees, but as parts comprising the whole; therefore, without their participation in the company, Plastec would cease to function as an industrial company. The orientation would include not just a one-day overview of the organization, its members, and processes, but would actually be a one week training that will intensively look into organizational structure, philosophy, core values, and operations of the company.

In addition to this one-week intensive training about the company, it is imperative, then, that part of the employee's inclusion in the organization would involve also an intensive training on how best to accomplish his/her role as a machine operator, or whatever job s/he was given in the company. This kind of training will be done in the workplace, or a practical training, which is inclusive of the probationary period entitled to the employee. After three months of probationary period and training, management and HR will then decide what appropriate action will be done to the employee -- whether s/he would be granted a permanent status in the company or not.

Staffing, meanwhile, can be resolved mainly by cooperation between management and the HR department. Staffing… READ MORE

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