The paper "Mitigating Employee Risks in Philips, Manila" is a good example of a management case study. Management, with respect to human resource, is considered significant in any organization irrespective of its scale. Contrary to the conventional assumption, human resource management is as important as any other function within a company’ s value chain. Normally, organizations face internal and external barriers that restrict them from gaining maximum payoff. These barriers usually arise from structural constraints, which affect the performance of employees. Examples of these limitations constitute effects from the external environment such as tax fluctuations and influences from the internal environment such as employee-to-employee conflict.
In the case of Philips plant-based in Victoria, issues such as insufficient quality control, underprivileged labour relations and a low morale anxious workforce affected the productivity of the company restricting it from achieving maximum profitability. Therefore, it is vital to ensure that similar problems do not affect the Philips plant-based in Manila. Overview of Philips, Victoria Accordingly, the plant-based in Victoria faced several crises, especially within its internal environment. Generally, an organization’ s internal environment constitutes the facets and entities within the firm that define employee behaviour (Beers, 2008).
Unlike the external environment’ s elements, management is capable of controlling any unfortunate events or possible risks within this surrounding. Examples of these aspects constitute the corporate or organizational culture, employees and the administration itself. Indeed, this particular branch experienced a number of issues associated with its employees in the recent past. These problems comprised insufficient quality control, underprivileged labour relations and a low morale anxious workforce, which concerned the management considerably. In addition to this, the subsidiary faced a yearly labour turnover amounting to 120 percent, increasing labour and capital expenses as well as massive tariff reductions. Therefore, in order to mitigate these uncertainties, the management in Philips decided to adopt the resourceful approaches employed in its parent company based in Holland.
Concerning this, the company organized protracted discourses with its employees and their respective unions. The outcome of the meeting was the harmonized decision to integrate a significant work-restructuring scheme. Regarding this particular framework, radical alterations had to undergo imposition especially on work techniques, the social and physical environments as well as the decision-making processes within the factory.
The reason for this excessive modification was due to the discouraging nature of the traditional production lines and the work cycle, which lowered the morale of the employees. Hence, the adoption of a new work system created effective platforms for modifying the old assembly lines, therefore, boosting employees in general. In addition to the alteration on the production lines, the management also embarked on a massive restructuring design. Much of this design focused on the creation of cleaner, appealing, safer and comfortable plant layouts. Furthermore, there was the implementation of more abatement gadgets, augmented lighting, and temperature control and ventilation devices.
Apart from changes to the physical environment, the management also concentrated on modifying the employees’ social environment. This is because the previous surrounding imposed negative effects on workers and thus, affected their productivity levels. In view of that, employees gained permission to refurbish their workshop, the company purchased photographic murals and pot plants and it allowed the staff to receive coffee breaks as regularly as they wanted. Moreover, the respective factory plant abandoned the conventional pyramid organizational scheme by replacing it with a matrix structure that enabled effective problem resolution and augmented communication.