Essays on Human Resource Management Issues at Flextronics Case Study

Download full paperFile format: .doc, available for editing

The paper “ Human Resource Management Issues at Flextronics” is a comprehensive variant of the case study on human resources. Flextronics is a leading provider in Electronic Manufacturing Services (EMS) and operates in thirty countries on three continents. It was founded in 1969 with its headquarters situated In Singapore. Its total workforce is about 162,000 employees and its manufacturing capacity has the majority in regions like China, Brazil, Mexico, Hungary, Malaysia, Poland, Ukraine, and India. Flextronics deals in consumer digital devices, computing devices, infrastructure, medical devices, automotive and industrial activities.

Flextronics has got its major Original Equipment Manufacturer (OEM) customers who include Microsoft, Hewlett Packard, and Sony-Ericsson. Microsoft supplies products like X-box to Flextronics, Hewlett supplies products such as storage devices and ink-jet printers while Sony-Ericsson on the other hand supplies cellular phones and offers support to customers end-to-end supply chain requirements. As a Human Resource Management (HRM) consultant, this report entails the issues experienced at Flextronics, how Human Resource Management at Flextronics should deal with such issues, and recommendations on how Flextronics should eliminate such issues in case they may occur in future. Issues experienced by HRM at FlextronicsFirstly, there is an issue of insufficiently experienced personnel.

Flextronics has got a pool of available personnel and candidates who are ready to be recruited in various posts but the problem is that amongst the available staff or those who are to be recruited, it is not easy to get the correct blend of skills and personality. During recruitment at Flextronics, the operation is not only done by the internal Human Resource department or even through the assistance of a third party but instead, it is managed centrally and efficiently.

In the case of a dozen applications, the details of each applicant are recorded, reviewed, and compared with others only that there are no applicants who are recorded to have met the required skills. The company is then forced to hire applicants who are close to meeting the required skills rather than hiring personnel who have actually met the required skills.


Blackman, A. (2017). Why most Productivity Fail and how to overcome it. Pp.1-38. Retrieved on 28th Jan, 2017 from

Heibutzki, R. (2017). What does a High Turnover Rate Say About Management? Pp.1-7. Retrieved on 28th Jan, 2017 from

Huselid, M. (1995). The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance, Academy of Management journal, 289(3), pp.635-673

Rodriguez, P., Siegel, D., Hillman, A. and Eden, L. (2006). Three lenses on the multinational enterprise: politics, corruption, and corporate social responsibility, Journal of International Business Studies, 37(6): pp.733–746

Secchi, D. (2007). Utilitarian, managerial and relational theories of corporate

Social responsibility, International Journal of Management Reviews, 9(4), pp.347–373.

Sheehan, J. (2013). Top Ten Issues for HR Teams & How to Fix Them. Pp.1-32. Retrieved on 28th Jan, 2017 from

Synerion, T. (2016). How Your HR Department Can Help Improve Productivity. Pp.1-8. Retrieved on 28th Jan, 2017 from

Weiss, D. (1999). High impact HR: Transforming HR for competitive advantage. New York: John Wiley & Sons. Pp.12-46

Wood, G. (2006). International human resource management in T. Redman and A. Wilkinson (ed), Contemporary Human Resource Management: Text and Cases. London: Financial Times Prentice Hall, 12(2), pp. 263–277

Zenger, J. (2015). Four Reasons Organizations Fail To Fully Utilize Employees. Pp.1-13. Retrieved on 28th Jan, 2017 from

Download full paperFile format: .doc, available for editing
Contact Us