Human Resource Issues and Strategy

Topics: Human resource management, Management, Strategic management Pages: 8 (2084 words) Published: September 2, 2013
MGB207 Human Resource Issues and Strategy

Assessment 2: Case Study Report

Lecturer: Muhammad Ali

Name: Emma Read
Student Number: 7666748

Word Count: 1595
Executive Summary
Consolidated Global Mining Services are currently facing an array of issues within the company. This report identifies the Human Resource issues and Non-Human Resource issues, in addition to the most important HR issue faced by CGMS.

The HR issues identified within CGMS are as follows:-
1. Poor job analysis; and
2. Overstaffing

The Non-HR issues identified withim CGMS are as follows:-
1. Lack of cash flow; and
2. Lack of information systems

The most important HR issue identified is the lack of Organisational Structure. The following strategies are proposed to assist with resolving the issue:- 1. Human Resource Planning, or Employment planning to be conducted; and 2. A SWOT analysis of the company is to be conducted.

These strategies were then evaluated against the criteria of Feasibility, Cost, Reversibility and Ethics.

It was concluded that a combination of both strategies would be most beneficial for CGMS to implement. The key recommendations provided to CGMS were to:-

1. Firstly, conduct a SWOT analysis;
2. Secondly, conduct a job analysis; and
3. Thirdly, encompass both strategies, SWOT analysis and HR Planning.

Table of Contents
Executive Summary2
1.0Introduction4
2.0 Identification of Problems and Issues4
2.1 HR Issues4
2.2 Non-HR Issues4
2.3 Most Important HR Issue5
3.0 Strategies and Evaluation5
3.1 Strategies5
3.2 Evaluation6
3.2.1 Feasibility6
3.2.2 Cost7
3.2.3 Reversibility7
3.2.4 Ethics7
3.3 Conclusion8
4.0 Recommendations8
5.0 References9

1.0 Introduction
This report aims to identify both Human Resource Issues (HR Issues) and Non-Human resource issues (Non-HR Issues) present within Consolidated Global Mining Services (CGMS). Two strategies are introduced, and later evaluated against criteria to determine their suitability in resolving the main HR Issue CGMS faces. Three key recommendations are provided to CGMS to assist with resolving the main HR issue. 2.0 Identification of Problems and Issues

2.1 HR Issues
A Human Resource issue identified within CGMS is the apparent lack of definition of the roles of employees. This could be attributed to poor job analysis. “Job analysis defines a job in terms of specific tasks and responsibilities and identifies the abilities, skills, knowledge and qualifications needed to perform it successfully” (Stone, 2010, p. 12). Safdar, Waheed and Rafiq (2010), note that job analysis data is the most widely gathered type of information to aid development of human resource management systems, which forms the foundation of systems such as recruitment and selection systems (Butler & Harvey, 1988). Despite CGMS employees being viewed as ‘skilled professionals’, it does not reduce the need for using job analysis to define each particular role, ensuring that the most suitable employees are selected and retained.

An additional HR issue identified within CGMS is the potential matter of being overstaffed. CGMS is comprised of a total of 900 employees, spanning over the divisions in service teams, project groups and special development groups. In the past, CGMS has operated in a way that may no longer be appropriate for such a high level of staff. It is noted that there may be too many employees in some divisions, and not enough in others. As mentioned above, if job analysis is undertaken it should somewhat reduce this issue, however, there may still be a need to terminate the employment of those who do not fit into the restructure. 2.2 Non-HR Issues

Non-Human Resource issues present within CGMS is the concern with lack of cash flow, as well as an absence of information systems. It is noted that CGMS’s cash flow is down to a mere trickle, and that there is little room for error. Blyth...

References: Blyth, A. (2007, Apr 26). Making cash flow. Printweek, , 37-38
Butler, S. K., & Harvey, R. J. (1988). A comparison of holistic versus decomposed rating of Position Analysis Questionnaire work dimensions. Personnel Psychology, ( 41), 761-771.
Dess, G.G., Lumpkin, G.T. and Eisner, A.B. (2006) Strategic Management: Text and Cases, New York: McGraw-Hill
Flynn, R. (2009). Cash flow woes BE GONE! Industrial Management, 51(6), 20-24,5
Hosseini-Nasab, H., Hosseini-Nasab, A., & Milani, A. S. (2011). Coping with imprecision in strategic planning: A case study using fuzzy SWOT analysis. I - Business, 3(1), 23-29
Safdar, R., Waheed, A., & Rafiq, K. H. (2010). Impact of job analysis on job performance: Analysis of A hypothesized model. Journal of Diversity Management, 5(2), 17-36
Stare, A. (2011). The impact of the organisational structure and project organisational culture on project performance in slovenian enterprises. Management : Journal of Contemporary Management Issues, 16(2), 1-22
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