The paper "The Work Force at Mid Lancs" is a great example of a case study on human resources. Qualtex is a traditional textile manufacturer making materials on the site. Due to industry problems, Caltex was greatly affected and the labor force was reduced to 125. Employees were paid salaries well below the minimum wage rate. There was a 55% labor turnover at Caltex and the company refused the recognition of (TGWU) Transport and General Workers Labor union. Health and safety issues were alarming with accidents increasing gradually. The MD published policies and procedures to resolve these issues.
Qualtex hired local women to replace labor. The Workforce of the company was shattered with the news of the Qualtex’ s merger with Mid Lancs. Mid Lancs is highly modernized and a successful textile manufacturer. The workforce at Mid Lancs was paid above the minimum wage rate and constituted women at the shop floor and men at technical levels. Health and safety records were good at Mid Lancs with zero reported incidents and the company was tough with its employees in giving Christmas profit share bonuses.
The MD of original Mid Lancs remained the MD of the Mid Lancashire Quality textiles and the MD of Qualtex became the chairman of Mid Lancashire Quality textiles. A lot of issues arose as a result of the merger. Personal policies and procedures have to be changed; managers have to be trained, record maintenance, organizational change, and Health and safety issues. The task here is to frame a Human resource management strategy to overcome the change issues and the corporate strategy was to reduce the costs and increase the quality of the product.
The Human resource management strategy must be aligned with the corporate strategy and address the various issues. At this time, the personnel manager had resigned from her job. IssuesThe case has a lot of issues pertaining to Human resources. As a result of the merger, employees are in a state of Job insecurity. More the work practices of Qualtex and Mid Lancs are highly different from each other and a training and development program has to be arranged to train the managers to adopt a standard practice and remove the ambiguities.
Employees from both the companies have undergone a change and a change management strategy aimed at changing the behavior of the individuals must be framed. Forces against change must be reviewed and addressed.
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