The paper "Phillips Working Environment" is a good example of a management case study. As a human resource manager, I recall Phillips in Victoria case study that I studied years ago. Philips was facing several issues that had an impact on human resource management. The company had low production levels, poor quality control, poor labour relations, unsettled workforce and poor employee morale. The company thus experienced high labour turnover and a reduction in tariffs. The main cause of the company problems was the work methods, physical and social environment and the existing decision-making procedures in the factory.
I identified several issues that existed at Phillips. I also learnt about the job and work the design from the Philips case that can help in ensuring that my factory workers are optimally productive. ’ Issues Poor working environment The employee worked in a monotonous and rigid environment. They had no freedom due to the rigidity of the production procedure used. The layout of their working environment made it hard for them to have social interactions. Human resource management had failed in providing the employees with a good working environment (Baird, 23).
In a firm, human resource management is supposed to ensure that the employees’ welfare is catered for. Philips human resource management was bound by the old production lines from making changes. The lines had been designed with little consideration of the employees’ welfare. For example, the production lines made it hard for the employees to interact. The workplace layout made it hard for employees to interact. Through interacting, the employees are able to work as a team with a common objective. Teamwork was not being effectively carried out by the firm.
Human resource management has a responsibility to ensure that employees are able to work in a collaborative working environment. The bond created through interaction by the employees helps them to be more productive through collaboration (Baird, 17). Reduction in company production levels can also be associated with poor working conditions. Human resource management had to control a workforce that was in poor working conditions. The employees worked in an environment where they could easily get stressed due to monotony and rigidity. This meant than employee development was hard as their tasks did not require a lot of skills.
The human resource department did not have to develop the employees since they did not require specialised skills in their duties. For the organisation, this meant there were low levels of innovation and invention (Robinson, 31). If the human resource is able to continuously develop the employees, the firm benefits from increased innovation and invention which are critical for success. Poor employee relations The employee relations at Philips were poor. Quality control was hard due to the fact that rigidity in the workplace led to frictions among workers as they corrected each other problems.
The employees’ relationship was not bonded and they did not view each other as a team. Human resource management had to deal with employees who had a poor relationship with each other (Robinson, 14). The employees did not bond with each other in their tasks. The level of support to each other was low leading to frictions and poor quality. The supervisors acted as overseers which made the working environment more rigid. Teamwork is needed in organisations.
The supervisors should work closely with the other employees to ensure that everything is well coordinated (Baird, 24).