This document contains the cases' managing people 'of the Human Resources Handbook with possible answers to the questions. The prof (Dirk Buyens) asks for a case on the exam every year. The cases change regularly in the handbook. This is from the school year .
Cases personeelsbeleid
Hoofdstuk 1: HR practices Marriot
1. Evalution of human resource are very crucial for the future growth and success of the
organization. Most critical HR practices:
- Effective management of human resource
- Giving importance to employees
- Hiring the most suitable candidate for different positions
- Providing employee benefits and other perks
- Recognizing the efforts of employees through appropriate reward channels
- Providing growth opportunities
- Measuring performance
All of the above HR practices are mainly concerned with the employee’s
development and growth.
2. No, hotel M would not have been successful without its current HR practices. The
current practices are based on giving more importance to its employees in order to
engage and retain them. They treat their employees as family, recognize their talent.
Satisfying their employees has resulted into finest employee performance and
increased revenues.
3. Yes, for any company to grow, it is very important to focus on the HR or employees
and take care of their needs. Placing the right people in the right job, motivating the
talented employees and providing them attractive perks will not only engage them in
their task, but will also build a good reputation of the company. This makes
employees feel more familiar and associated with the company. And so the profit
and revenue opportunities will increase too. If the employees are not well managed,
it is not at all possible to manage other operations of the organization.
4. - Use of social media technology that connect the employees and the customers.
- Rewarding and recognizing employee potential at regular intervals
- Effective training and development programs
Hoofdstuk 2: DELL
1. They are not following the ever changing environment, like HP does. They need to
have a learning organization. We live in a complex and dynamic environment. Create
a stable environment, because there knowledge is cumulative. Mak some strategic
choices to become stable. Redefine the mission of Dell.
2. They need to talk to their customers what their needs are. What are the problems
and how can you solve it. Above this, make sure you focus on training and developing
your employees. They will work harder if you recognize their efforts. Make sure you
have a generic strategy like differentiation. Differentiate yourself from HP through
excellent customer service for example. Make sure you react as fast as you can to the
ever changing environment, before HP does. Become a ‘learning organization’. This
requires the company to be in a constant state of learning through monitoring the
, environment, assimilating information, making decisions to compete in that
environment. You need people who are high in willingness and speed to learn.
Redefine the mission of DELL. Planning a successor for the CEO is important for the
company’s sustained competitive advantage when he retires.
Hoofdstuk 4: Work-flow design
1. Work flow design is the process of analysing the tasks necessary for the production of
a product/service. GM had to redesign its workflow chart in order to prioritize the
operation that concerned the security of customers. It has to enable human
resources in the workflow chart. Organizational structure is important. It is difficult to
change from one structure to another due to several reasons. It takes a lot of time for
divisions to get adapted to new structure. Employees can be reluctant to change.
There will be a communication gap between the different departments. A change in
structure involves a shift in power. The firm needs to move from a centralized to
decentralized structure. Human resources department would have to synergies the
efforts of various departments towards the same goals, here safety for customers.
Decentralization will empower different functional units. First you need a strategy
and then you can adjust a structure to achieve goals. You need to prevent a TIM-J
syndrome: people that are only concerned with their own tasks and don’t care about
the other tasks. You need to create a doughnut organisation with an outer side:
responsibility. You responsibility is bigger than you duty( things you have to do).
2. Voordelen van team-based: employees working as a group can accomplish goals and
objectives far beyond what an individual can do alone. They have to make sure that
all the departments of GM synergize their efforts in order to ensure safety of the
customers. An effective coordination and communication between team members is
needed. If you give team bonuses instead of individual bonuses, people will more do
their best in the team and not only take responsibility for their own task. This could
prevent that one functional area doesn’t know about the mistakes in the other
functional area. Create crew resource management. The TIM-J syndrome is
Hoofdstuk 5: diversity
1. The CIA works hard to create a positive and inclusive workplace where employees
with different backgrounds, cultures and talents are respected and given the
opportunity to succeed. The lack of diversity has contributed to past failures.
2. Terrorism is coming closer and closer, so we tend to hire white people. Ethnic and
racial minorities have most difficulty adapting to existing cultural norms.
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