Essays on Human Resource Management - Clarissa Schoen Case Study

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The paper 'Human Resource Management - Clarissa Schoen " is an outstanding example of a management case study. Different organizations world over do exist for a reason and a purpose. While some may be engaging in producing and selling goods for the global markets, others might be busy working on service delivery for the market and more particularly for its customers. However, the success of these operations depends on a number of factors, in particular, access to its resources and their utilization. While pursuing organizational goals and objectives, different organizations rely on the available resource and the effectiveness in their use.

Different resources are available for organizations and they include people, finance and technology. While some organizations may be relying heavily on their financial base to do their operations, others may be relying on technology and people to ensure that the activities of the organization are going as planned. Given the fact these resources are all important in any organization, people as a resource also referred as human resource, have a very significant role to play in organizational performance and success (Martin-Alcazar et al 2005, p.

637). Purpose of the assessment This assessment is particularly aimed at addressing the aspect of people as an important resource within an organization with particular attention to the case of Clarissa Schoen who was appointed as a Director of Human Resources, with his new employer to be in charge of recruitment and selection, learning and development and coordinating company human resource strategies in areas like disciplining and remuneration management. This is because a number of issues had emerged since the Clarissa Schoen took office. This assessment has been informed by Nankervis et al (2011), who in their book ‘ Human Resource Management: Strategy and Practice” which extensively discusses the scope of human resource management (HRM) in Australia and the pacific region and the influencing issues, the concept of human resource strategic management (SHRM) and those principles that guide HRM. Key emerging issues From the case given on Clarissa Schoen as the Director of Human Resource in her new company, there are a number of issues that related to HRM that have emerged and that have caused much stress in her quest to take the rightful position as the Director of human resources in the company.

Among these issues include: Inadequacy of recruitment policies in the company Lack of team spirit and cooperation Organizational structure and definition of roles and responsibilities The process of implementing dismissals in the company Inadequacy of recruitment policies in the company First and foremost, it is clear that in the company, there has not been a clear policy on how the recruitment of new staff should be done. This is reflected in the way the managers of different functions are doing recruitments with little or no involvement of the human resource department.

Bray et al (2011, p. 76), argues that the HRM team has the responsibility of ensuring that rightful procedures and criterion is adhered to when recruiting in order to ensure that the organization has the required competencies and skills. Lack of team spirit and cooperation Another issue that is emerging from Clarissa Schoen’ s case is that there is no team spirit and cooperation within the company. This can be noted from the way many of the functional areas and their supervisors, as well as managers, are operating in isolation.

According to Stone (2011, p. 156), teamwork at the workplace is vital in demonstrating an individual commitment to the unity of purpose. However, when the supervisors show very limited interest in regard to the director of human resource calls to submit all the job descriptions and specifications for recruitment and fail to do is a clear indication that the company may not be recruiting the right people to its workforce as a result of working in isolation from the rest.

References

Bray, M., Waring., P. and Cooper, R. (2011). Employment Relations: Theory and Practice (2nd ed.). Sydney: McGraw-Hill.

Brewster, C., Sparrow, P. and Harris, H. (2005). Towards a new model of globalizing HRM. International Journal of Human Resource Management, 16(6), p. 966-978.

Compton, R.L. Morrissey, W. and Nankervis, A. (2009). Effective Recruitment and Selection Processes. 5th ed. Sydney: CCH Aust.

Kelly, D. (2003). A shock to the system? The impact of HRM on academic IR in Australia in comparison with the USA and UK, 1980–1995. Asia Pacific Journal of Human Resources, 41(2), pp. 149–71.

Kramar, R., Bartram, T, De Cieri, H, Noe, R., Hollenbeck, J, Gerhart, B. and Wright, P. (2011). Human Resource Management: Strategy, People, Performance, McGraw Hill: Sydney.

Martin-Alcazar, F., Romero-Fernandez, P. M. and Sanchez-Gardey, G. (2005). Strategic human resource management: Integrating universalistic, contingent, configurational and contextual perspectives. International Journal of Human Resource Management, 16(5), pp. 633–59.

McShane, S. and Travaglione, A. (2007). Organisational behavior on the Pacific rim, 2nd edn, Sydney: McGraw-Hill.

Nankervis, A., Chatterjee, S. and Coffey, J. (2007). Perspectives of Human Resource Management in the Asia Pacific. Sydney: Pearson Education Australia.

Nankervis, A, Compton, R-L, Baird, M and Coffey, J. (2011). Human Resource Management: Strategy and Practice. Cengage Learning: South Melbourne.

Stone, R.J. (2011). Human Resource Management. Wiley: Milton, Queensland.

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