Essay on Strategic Management of Human Resources

2647 WordsJan 10, 201511 Pages
Strategic Management of Human Resources Name: Michael Lenz Address: Rosenstraße 22 91489 Wilhelmsdorf Germany Email Address: lenz-michi@web.de Telephone: 09104/2078 Module Name: HRM 325: Strategic Management of Human Resources Submission Date: 06.01.2015 Module Leader: Lynne Powell Student-ID: 139184754 Table of Contents 1. Introduction 3 2. Question 1: 3 2.1 Strategic Need: Time 3 2.2 Strategic Need: Quality 4 2.3 Strategic Need: Profit 5 2.4. Conclusion 6 3. Question 2 6 3.1 Changes in Selection 8 3.2. Changes in Rewards 9 4. List of Figurs 10 5. Reference List 11 1. Introduction The case study is analysing the performance of Watsons Engine…show more content…
If every worker on the shop floor is familiar with every machine, there can be developed schedules for a better arragement of the whole working power. By involving the staff more into decissions, a manager could find more easy a way to solve time during the manufacturing process and be able to produce more parts and be more flexible with shorter getting order times. This could be achieved by placing a letterbox somewhere in the company and every worker is allowed to throw in letter with an idea to improve something in the organisation. Suggestions which are really helpfull for the companys performance get a little price like a day off. 2.2 Strategic Need: Quality Because of the big competition on todays markets, the quality of your manufactured products plays a major role in aquiring or keeping customers. „Managing quality is crucial for small businesses. Quality products help to maintain customer satisfaction and loyalty and reduce the risk and cost of replacing faulty goods.“ (www.smallbusiness.chron.com, 2014) It is neccessary to offer a high quality product to secure the future of a producing company. In case of Watsons the business environment also changes to the need of higher expected quality. The company has some good starting points, for example they are spending a lot of money to departmental managers to train the workforce and the staff is regulary sent away to train courses. But these invested money into the employees does
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