Essays on Holden Motor Cars Company - Human Resources Case Study

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The paper 'Holden Motor Cars Company - Human Resources" is a good example of a human resources case study.   Strategic human resource management has emerged as a critical organisational strategic management component. This has mainly been fueled by the rising global market competition, and the rising need to develop organisational HR workforce as the key sustainable edges. This development is informed by the rise of the resource-based view theory, which argues and perceives organizational resources as not only physical assets but also intangible elements such as the HR workforce (Ulrich 22). This has been the key driving pillar for Holden Motor Cars Australia.

The organisation, a leading automotive industry in the Australian market, supplying a wide range of products has developed and applied strategic human resource management practice in a wide range of issues. This report offers a critical evaluation and examination of the respective strategic human resource practice as applied by the organisation. As such, it critically examines the respective strategies and practices applied in 2013, evaluating how they meet the strategic goals of developing a sustainable competitive workforce in the Australian and the global automobile industry.

Among the evaluated areas in this report include the recruitment and selection process, training and development, performance evaluation, reward systems, and employee relationships respectively. The report concludes with strategic improvement recommendations for the organisation in its future HR management practices. 2.0 Recruitment and Selection An organisational recruitment and selection process is the process through which organisations attract and recruit the desired workforce. This is the initial and vital stage in HR management as it determines the type and nature of the workforce acquired in an organisation. On one hand, the recruitment process involves the actual employees’ attraction to an organisation (Compton, Morrissey and Nankervis 10).

Work Cited

Black, Sandra E., and Lisa M. Lynch. "How to compete: the impact of workplace practices and information technology on productivity." Review of Economics and statistics 83.3 (2001): 434-445.

Compton, R L, William J. Morrissey, and Alan R. Nankervis. Effective Recruitment & Selection Practices. North Ryde, N.S.W: CCH Australia, 2009. Print.

Gamerschlag, Ramin. "Value Relevance of Human Capital Information." Journal of Intellectual Capital 14.2 (2013): 325-45.

Srivastava, Dinesh K. Strategies for Performance Management. New Delhi: Excel Books, 2005. Print.

Ulrich, David. Global Hr Competencies: Mastering Competitive Value from the Outside in. New York, NY: McGraw-Hill, 2013. Print.

Vaiman, Vlad, and Charles Vance. Smart Talent Management: Building Knowledge Assets for Competitive Advantage. Cheltenham, UK: Edward Elgar, 2008. Print.

Vani, G. "Use of Role Play and Case Study in Off the Job Training: A Comparative Analysis." Review of HRM 3 (2014): 225-7

Venkateswara, Rao T, and Nandini Chawla. 360 Degree Feedback and Assessment & Development Centers. New Delhi: T.V. Rao Learning Systems, 2005. Print

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