The paper “ Using HRM Principles in Understanding the Issues at Sonoco Products Company” is a comprehensive example of the case study on human resources. Initially established as the Southern Novelty Company in Hartsville in the year 1899, Sonoco Products Company is among the oldest players in the industry. Much like all other organizations that had to continue existing as going concerns from the 19th century into the 20th century, Sonoco Products Company has been through many successes and failures. Such has been the trend since the late 1970s. Notably, the organization enjoyed quite a number of successes both financially and as per the industrial standards, during the 1990s.
The era of success for the company began in the mid-1980s. During this time, Sonoco Products Company was heavily levered and had quite a booming business in North America. The company’ s success has been attributed to the serial acquisitions it engaged in during the mid-1990s. Although much of the business for the company was in North America, the organization had operational divisions internationally, operating in a total of 32 countries. However, the acquisitions had some negative implications.
For instance, having human resources adopt one policy and ideology was quite an uphill task for the corporate human resource managers. This paper endeavors to explain human resource restructuring in light of Sonoco Products Company. Evaluation and analysis of the contextual issues at Sonoco Products CompanyThe company’ s issues are many; they range from financial, external forces as well as internal inefficiencies. The organization's human resources function is one of the functions that are not in good shape. The human resources function has problems within itself.
Additionally, the human resources function is being rendered irrelevant by the organizational structure. Fundamentally, the main issue is that the human resources function is not being accorded the significance it deserves. For instance, the function is not linked to the strategic direction of the organization. The fact that the line managers do not report to the corporate Human Resources Manager but report to the general manager instead, is an indication that the personnel function is sidelined.
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