BSA354 435 Week1 Case 2 The Human Resource Function of Harrison Brothers Corporation

Topics: Human resource management, Human resources, Management Pages: 7 (1480 words) Published: May 2, 2015

The Human Resource Function of Harrison Brothers Corporation Andre Lucas
Averett University
Human Resource Management
BSA 354/435
Dr. Shelley Murphy
April 22, 2015
The Human Resource Function of Harrison Brothers Corporation The purpose of this paper is to answer the study of Case 2, “The Human Resource Function of Harrison Brothers Corporation,” on pp. 9–13 and Case 26, “Strategic Human Resource Management,” on pp. 86–88 (Nkomo, Fottler, & McAfee, 2011). 1. How does McCain view her role as human resource manager? Miss McCain views her role as a Human Resource Manager seriously, though she is underestimating one of the main factors of management. The main is external condition(s) or macro-environment of the workplace. Miss McCain seems focused on the Human Resource aspect within her work environment. She seems very dedicated in performing her duties as the Human Resource Manager. Guided with the theory of Human Resource function, she implements them the way a knowledgeable and competent manager should. The pressure of having a cost-efficient expansion is a prime concern of Brenda. Given the ability to predict up-and-coming situations makes Ms. McCain even more proficient. But then again, she is neglecting the external factor(s) or macro-environment affecting the Human Resource conditions such as the competitors’ Human Resource functions, employee attributes, new methodologies, and technological advances growing in the market. 2. What is Harrison Brothers’ business strategy?

To sell within the Northeastern part of the country, a moderate to higher priced men’s, women’s and children’s clothing line to their perspective audience: middle-class and fashion-conscious customers. James Harrison, the CEO, has realized the company needs to reinvent itself in order to adapt to the changes in the industry. Mr. Harrison understands the value of employee quality and performance. This is the key element for success of the company. He identified five strategic goals to update the business model that has worked successfully for the past century: 1. Convert non-selling space into revenue-generating selling space 2. Build up underdeveloped merchandise categories

3. Invest aggressively in private brands like Polo, Nautica and Tommy Hilfiger 4. Reduce costs through the use of advanced computer systems to project sales and manage inventory 5. Improve productivity of sales associates, buyers and department heads 3. What is the structure and staffing of the human resources department? Given that the hierarchy within the organization is decentralized and traditional, it is presumed that the structure and staffing is similar to the existing structure. The structure and staffing of HR is the standard HR function –from recruitment to selection to interview/exam until eventual employment. Other HR functions like training, performance appraisal, reward and punishment, and labour relations are sufficiently tackled. As stated earlier, it is only bounded within the micro-environment and internal conditions of the company. As observed and noted in an interview to the Store Manager, the HR department, according to her is ‘too internally focused most of the time’ wherein the group is only concentrated to day-to-day activities. The company sales are thriving but there is a need to have a better group of qualified workforce – someone who is a key player, can learn how to do things differently, and stay competitive. Similar to the observations of the Operations Manager, the HR department ‘seem terribly understaffed and overworked most of the time’. There is really a problem in the HR function of the company. It is predetermined that any organisation, may it be profit oriented or not-for-profit, the most vital asset is its employees. And for these organizations to maximize their assets, they should manage the employees’ working condition with intelligence and efficiency (Ulrich 1998). They must be allowed to be involved in...

References: Delaney, J. T., & Huselid, M. A. (1996). The Impact of Human Resource Management Practices on Perceptions of Organizational Performance. : .
Nkomo, S. M., Fottler, M. D., & McAfee, R. B. (2011). Human Resource Management Applications: Cases, Exercises, Incidents, and Skill Builders (7 ed.). Mason, Oh: South-Western, Cengage Learning.
Rainey, H. G. (1999). Galloping Elephants: Developing Elements of a Theory of Effective Government Organizations. Journal of Public Administration Research and Theory, 9, 1-32.
Wilson, J. Q. (1989). Bureaucracy. New York: Basic Books.
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