Bandag Automotive Case Study Human Resources Management
1892 Words8 Pages
MGMT 315 - Human Resources Management
Automotive Parts Distributor to improve Human Resources function
Introduction/ Executive summary
Customer name: Bandag Automotive
Location: Illinois, United States
Industry: Automotive supplies – distribution and retail
Employees and Customers * 300 employees * 5 retail stores * Service stations * Repair shops
Bandag Automotive is a family owned company based in Illinois that employs 300 people. The company’s sole business is automotive parts distribution through two divisions: business supply and retail stores.
Recently, Jim Bandag took over the company from his father, who founded Bandag Automotive. Jim’s…show more content… Stage 1
Bandag Automotive does not have a business strategy, so we will provide this statement, which will allow strategic human resources to operate:
Bandag Automotive’s business strategy is to achieve superior levels of customer service and high profitability through a highly committed workforce.
[ (Dessler and Varkkey 86) ]
Jim will no longer have direct HR responsibilities with the employees; everything will be handled through the new HR organization chart. The new HR manager will help formulate business strategies and policies and identify workforce requirements. Jim’s father has a lot of experience with the company and has created an excellent relationship with the employees. He will be a good advisor for the new HR manager.
The new HR manager will have these tasks, pulled from the Department of Labor’s O*NET: * Serve as a link between management and employees by handling questions, interpreting and administering contracts and helping resolve work-related problems. * Analyze and modify compensation and benefits policies to establish competitive programs and ensure compliance with legal requirements. * Advise managers on organizational policy matters such as equal employment opportunity and sexual harassment, and recommend needed changes. * Perform difficult staffing duties, including dealing with understaffing, refereeing disputes, firing
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