Strategic Management of Human Resources Essay

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Pages: 11
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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…
Promising staff is often poached by other companys offering better terms and conditions. It is not possible for the company competing for them or to retain equal personnel, because they do not have the budget to pay the high amount of salary their competitors do.
Because Watsons does not have a specialiced Human Resources Manager, every departmental manager is kind of responsible for their staff and the management of their people. This covers on one hand the risk that the departmental manager has to deal with more work and on the other hand that the workforce is not treated well enough because of the lack of know-how and time of the manager.
According to Pfeffer the practice to improve this last point is „Selective Hiring“. „Organizations serious about obtaining profits through people will expend the effort needed to ensure that they recruit the right people in the first place.“ as Pfeffer (1998, p.69) has stated. By giving more effort into recruiting employees, the company could improve their working performance and increase the quality of their products.
Another point to raise the quality is, by more motivated workers. For example by giving the workforce kind of „Employment Security“, another practice from Pfeffer for successful organisations. „one of the most widely accepted propositions ....is that innovations in work practices or other forms of worker-management cooperation or productivity improvement are not likely to be sustained over time when workers
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