Title: JOB DESCRIPTIONS AT HITEK & DOWNSIZING: ANATHEMA TO CORPORATE LOYALTY
Institution: Grantham University
Instructor: Barbara Davis
Student: Franessa Wilson
Date: March 26, 2013
Case Study: Job Descriptions at Hitek
Based on what you know about high-tech companies, what are some likely strategic objectives for HITEK? Given these what should be the objectives of HITEK’s HR department? Do you think these are the objectives that guide the behaviors of Rains? Explain. A strategic objective is one that an organization must achieve to make its strategy succeed. Strategic objectives for Hitek are continued industry issues and supply chain challenges of prices, short product lifestyles, mass customization, globalization and strategic market planning. Strategic objectives provide direction for an organization, and strategic objectives provide a way to measure the organization’s progress toward realizing the ideas listed in the mission statement. For instance, if an organization has the idea that it will provide perfect customer service, then a strategic objective for the organization would be to score at the top level on customer service satisfaction. Strategic human resource objectives are goals aligned with the organizations goals. It’s the managerial process requiring human resource policies and practices to be linked with the strategic objectives of the organization. The human resources objectives at Hitek, supports organizational goals; such as profitabilities, business regulations, ethics and principles. Yes, I believe these are the objectives that guide the behaviors of Rains. Isabel Rains is the vice president of human resources and she rules the department with iron fist. Iron fist according to Wikipedia means with strict authority.
Jobs change frequently at HITEK. What approach to job analysis makes the most sense in such a fast changing environment? Customized? Standardized? Task-focused? Competency modeling? Evaluate the strengths and weaknesses of the alternative approaches and make recommendations to Hill about how to proceed. A job analysis sits at the heart of all human resource practices making it a critical component of management activity in every organization. Emphasis should be placed on a strategic approach to job analysis, present a strategic job analysis framework and discuss implications for the organization. A job analysis is necessary for the successful functioning of an organization. Job analysis is focused on the collection of work related information for the job as it currently exists or existed in the past. The need for change often is unpredictable, thus tends to be reactive. The successful management of change is crucial to an organization in order to survive, and succeed in the present highly competitive, and continuously evolving business environment. The environment of an organization consists of the conditions circumstances and influences that affect the organization’s ability to achieve its objectives. The external and internal environment of an organization are both composed of five elements; which are physical, technological, social, political, and economical. The external environment influences how human resource functions will be performed. The internal environment influences both of human resource policies and procedures, as well as the individuals who make up the workforce of the organization or business. External environment has a significant impact on HR policies and practices. It helps to determine the values, attitudes, and behavior that employees bring to the job. Internal environment is also Hitek 4
known as organizational climate. The elements of the internal environment technological, physical, social, political, and economical effect and are affected by the policies, procedures, and employment conditions that...
Cited: 1. Burnes, R. (2005). Organizational Change Management: A Critical Review. Journal of Change Management Vol. 5(4): 369-380. Retrieved on March 24, 2013 from http://www.ncbi.nlm.org
2. Jackson, S., Schuler, R. & Werner, S. (2009). Managing Human Resources, 10th edition, pgs. 184-187, and 226-227.
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