HRM3704 Assignment 3 (COMPLETE ANSWERS) Semester 2 2024 - DUE 16 September 2024 ; 100% TRUSTED Complete, trusted solutions and explanations.
HRM3704 Assignment 3 (COMPLETE ANSWERS) Semester 2 2024 (366456) - DUE 16 September 2024
HRM3704 Assignment 3 (COMPLETE ANSWERS) Semester 2 2024 (366456) - DUE 16 September 2024
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Contemporary Issues in Human Resource Management
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,HRM3704 Assignment 3 (COMPLETE ANSWERS)
Semester 2 2024 - DUE 16 September 2024 ; 100%
TRUSTED Complete, trusted solutions and explanations.
SAFSI is a financial services company that specialises in
providing insurance services to companies and individuals in the
form of retirement annuities, and investments. They also have a
section that offers car, home and life insurance. SAFSI boasts of
good profits yearly. SAFSI’S HR Director, Reinhard was
appointed two years ago after senior management and the board
realised that there were challenges caused by the absence of a
full HR representative at the senior management level. Reinhard
sits at senior management meetings but also heads the HR
function of SAFSI. HRM3704: Assignment 03 Semester 02
(2024) 6 He has proven to be a good choice. He holds degrees in
HR and general business management, apart from his vast
experience in HR, he has also led supply chain and finance units
in various organisations. The senior management sees Reinhard
as relevantly qualified as he is not only an HR generalist but also
a business generalist. This has been witnessed in his advice to
senior management on matters related to finance and SCM,
however, the finance manager has not always been happy with
his suggestions related to matters of finance, in his words, he
said “Reinhard, kindly keep in your lane finance matters are
mine and I am specialist in that field”, but other managers have
always welcomed Reinhard’s ideas on finance. He has been well
supported by senior management in his initiatives like the
establishment of a proper employee development unit which
includes talent management as its subunit. Employee
, development was not done properly because many employees
struggled to attend training on relevant courses and workshops
that would assist them in their performance because of poor or
inadequate funding. The excitement of senior management about
the establishment saw them asking Reinhard to infuse the
internal training of leaders in his employee development
portfolio. They wanted it to be internal because it would be led
by senior management and the CEO. They would be fully
involved in training other leaders of SAFSI. They wanted to
have small groups of leaders in each session so that the CEO and
senior management would share their vision and culture of the
organisation with other leaders. There were other challenges
Reinhard had to face head-on, one of them was a challenge
related to selection and appointments. SAFSI seemed to select
and appoint individuals who had challenges in performance, and
who would also not be committed to their work. These
employees seemed to show signs of being reluctant stayers. The
other major challenge that he faced earlier this year was when
one of the former majority union did not want to accept that they
were no longer a majority union because their position had been
taken by another union. They demanded meetings with
management and the meetings were characterised by anger and
serious opposing views at first, the union with now fewer
numbers thought that management was behind the reduction in
their numbers and were working with the now majority union to
oust them by distorting their numbers. Management did not lose
hope that a solution would be found and they continued to
engage the aggrieved union through a series of meetings. The
HR director and senior management were able to communicate
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