留學(xué)生作業(yè):（案例分析和公司發(fā)展計(jì)劃）-Capstone Task Description
留學(xué)生essay（案例分析和公司發(fā)展計(jì)劃）-Capstone Task Description
最終的案例這個(gè)評(píng)估項(xiàng)目占本單元總分?jǐn)?shù)的25%。你率領(lǐng)一個(gè)團(tuán)隊(duì)，幫助某服務(wù)公司開發(fā)一個(gè)發(fā)展計(jì)劃。利用理論支持你的論點(diǎn)，說(shuō)明你的合理性，需要提供一個(gè)報(bào)告。
Final Case Study
This assessment item is worth 25% of your final grade for this unit. You are leading a team of consultants engaged to assist ProService Co to develop a suite of interventions and initiatives to address identified business issues. Using applicable theory to m.elviscollections.com underpin your response and rationale, you are required to submit a consultant’s report that:
1. identifies how the HRM practices of recruitment and selection, performance management and performance based remuneration can be developed into a functional, integrated suite of management tools for ProService Co.;
2. identifies possible weaknesses in ProService Co current people management structures/practices and make recommendations to address them; http://m.elviscollections.com/ and
3. makes recommendations regarding applicable contemporary human resources management structures/initiatives that fit ProService Co.’s business environment context and forward growth strategy to assist the business to become an ‘employer of choice’. http://m.elviscollections.com/thesis_sample/2670.html At least three issues identified in the case study should be addressed.
The assignment is to include a short executive summary, a critical analysis of the firm (from the perspective of HR) and recommendations for solutions to perceived problems as per (2) above. Clearly articulated reasons for making recommendations should be supported with relevant evidence from the case material and make liberal reference to contemporary SHRM theory and operational practice as identified in the literature and the text. Whilst this assignment is designed to read like a consultant’s report, http://m.elviscollections.com/thesis_sample/ appropriate use of in-text and end-of-text references is required and will be included in the marking criteria.
Expected length of report – 2000 words (including in text references but excluding end-of-text references) Instalment One ProService Co is a professional services (consulting engineers and project management) firm with five offices in the Asia Pacific region. The Head Office is located in Melbourne, Australia, with satellite offices in Sydney, Brisbane, Wellington (NZ) and Hong Kong. The 420 employees are distributed throughout the offices (see attached workforce profile) with most based in Australia. The organisation has grown significantly over the past ten years, having been founded by its current Managing Director (Shona Smith) and several current board members. An aggressive growth strategy has increased employee numbers from a small team of 25 in 2002 to 420 today.
This has been managed through organic growth (recruitment of employees to the firm) and targeted acquisitions of smaller firms in strategic geographical regions in order to acquire specific skill sets and market position (e.g. project management & consulting in Hong Kong). Such an aggressive approach has brought with it challenges as well as achievements. Challenges include issues of sourcing and keeping professional staff with high quality skills in thin labour markets, dealing with cross-cultural interpersonal differences, managing inter-office teams in a high functioning environment while managing high risk and time critical projects (e.g. design, build and commissioning of high tech factories in China) and managing cultural integration of disparate organisations during acquisitions. Achievements include being recognised as an innovative, smart and contemporary provider of high quality builds and project management services. ProService Co is recognised as a leader in its field and is conscious that with growth comes greater levels of managerial complexity. The Board of Directors is keen to ensure its prime asset – its workforce – is managed well to ensure that the business has the capacity to meet its future challenges. Shona Smith is keen to leverage further growth from the resources boom in Western Australia and exploit opportunities in the Middle East. She is currently negotiating with a small consulting engineering firm in Perth that specialises in mining and environmental services as well as a project management firm in Abu Dhabi. If these mergers are achieved, further growth is likely for ProService Co taking the headcount from 420 to 490 in a very short period of time. As part of the strategic planning process, the HR Manager, Alaine Jones, has called a two-day meeting of the HR team across all offices. Each office HR representative has been asked to discuss a topical issue that they are dealing with at the meeting and to identify risks, opportunities and threats for the business and the management of its people going forward for the next three years.
Head Office (Melbourne) identified the increasing trend of occupational health and safety incidents being reported from the Sydney office. Over the last three years, lost time injuries (LTIs) have increased from 8 to 22 and near missed had risen from 26 to 58. Most of the injuries had occurred out of the office on sites where engineers are required to work while undertaking design, commissioning or build, supervisory work. Representatives from other offices indicated that OH&S and injury management was on their ‘watch list’ as an issue for continual review. Shelly North from the Melbourne office reported that the Brisbane office had recently been challenged over a possible unfair dismissal case. They suggested that the matter had been dropped and the individual had moved onto another role at a competitor company. The facts of the matter briefly indicated that it had come to light that the individual had been approached by a competitor and was being courted for a senior role in that company.
The individual was suspected of sharing client lists and other commercial in confidence material with staff from the other company and was therefore summarily dismissed and escorted from the building. While no firm evidence was found to support the claims the individual's line manager had lost faith in him and convinced the office manager that dismissal was the only course of action.
The HR representative in Head Office was not consulted prior to the dismissal and she found later that company codes of conduct had not been provided to any new staff member at the Brisbane office since the acquisition with ProService Co two years ago. Managers from the Brisbane office had also been involved in three formal sexual harassment cases. Two female and one male employee had taken action against three managers in three separate incidents. All had been taken straight to the Queensland Anti-Discrimination Commission and Anti-Discrimination Tribunal rather than seeking resolution by internal mechanisms (i.e. contact officers and complaints procedures). None were considered serious by the office manager who said that the incidents “were only harmless fun that had got out of hand”. One was an incident at a Christmas party, one occurred on a client’s work site and one was “just a misunderstanding” between a female manager and a male team member.
All three were still being investigated. Another issue put on the ‘watch list’ was the informal bullying complaint made about the Melbourne office manager in the recent past. It is alleged that a team member had consistently been left out of social events, had been targeted for greater than normal workloads outside of operating hours (on-call work) and had been subject to aggressive behaviour by the office manager. This is being investigated and the team member is currently off work on sick leave until further notice.
