The paper 'Managing Personnel and Human Resources - Top Paints Limited " is a good example of a management case study. Human resource forms one of the critical components of any organisation. The success of any organisation is tied to how well the management relates to its employee. This is pegged on the kind of industrial relation that a firm adopts. Employees are the epicentre of idea creation and implementation of a strategic management plan of an organisation so as to achieve strategic positioning and market leadership (Denning, 2000, p. 2).
Moreover, system approach to management and theory of constraint notes that an organisation is strong as the weakest link and thus, human resource management is as critical as other functional departments (Dettmer, 1997, p. 7). With the emergence of strategic human resource management, it has been realized that it is important to integrate human resource management with the overall strategic management plan of an organisation (Denning, 2000, p. 2). Currently, Top Paints Limited (TPL) is having numerous organisational problems. These problems include moving from a relatively stable firm to a firm with no profit.
Moreover, the firm is suffering from human resource problems like low morale, low productivity, high turnover of employees and poor working relations. This paper seeks to answer questions relating to human resource management using TPL as the case study. The areas to be discussed are performance management, reward management, human resource development and equality & diversity at the workplace. Performance Management Performance management is one of the problems that is afflicting the performance of TPF Company due to a rigid structure that does not recognise the input of the employees and thus, killing creativity.
Moreover, currently, from the observation of the firm, there is no proper communication flow that can aid in knowledge sharing to improve performance. Most of the communication is in vertical format and no horizontal communication between various departments. This is against the systems view approach to management that stresses the need for departmental coordination (Dettmer, 1997, p. 9). To increase productivity, the point of entry to solving this problem is for top-level management to adopt people management strategies (Weightman, 2004, p. 3). For instance, they must employ performance management practices like goal setting and employee appraisal. One approach to managing people and increasing performance has been management by objective.
This approach in a participatory manner sets out what is to be achieved by employees or departments over time (Koontz and Weihrich, 2008, p. 92). This objective cannot be achieved if the performances of employees are not well managed. One way to improve the performance of an individual or a department is through performance management. Performance management is the creation of a collaborative effort between the supervisors and employees by aligning them with the firm’ s strategic management plan.
This is done by explaining shared expectations and reducing barriers to poor performance (Bacal, 2012, p. 3, 4 & 5). However, the confusion that emerges is that at a time managers and employees confuse performance management with an appraisal which ends up making employees more resistant. While implementing performance management, TPF should embrace a participatory approach where employees are engaged at a personal level, departmental level and with the local union. To avoid any backlash, this procedure should be supported by appropriate industrial relations like pluralism which is non-radical and accommodative for both parties.
ReferencesThe paper 'Managing Personnel and Human Resources - Top Paints Limited " is a good example of a management case study. Human resource forms one of the critical components of any organisation. The success of any organisation is tied to how well the management relates with its employee. This is pegged on the kind of industrial relation that a firm adopts.