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Chapter One – Introduction ProService Co is a professional services (consulting engineers and project management) firm with five offices in the Asia Pacific region. The Head Office is located in...

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Chapter One – Introduction
ProService Co is a professional services (consulting engineers and project management) firm with
five offices in the Asia Pacific region. The Head Office is located in Melbourne, Australia, with
satellite offices in Sydney, Brisbane, Wellington (NZ) and Hong Kong. The 420 employees are
distributed throughout the offices (see attached workforce profile) with most based in Australia.
The organisation has grown significantly over the past ten years, having been founded by its current
Managing Director (Shona Smith) and several current board members. An aggressive growth
strategy has increased employee numbers from a small team of 25 in 2002 to 420 today. This has
been managed through organic growth (recruitment of employees to the firm) and targeted
acquisitions of smaller firms in strategic geographical regions in order to acquire specific skill sets
and market position (e.g. project management & consulting in Hong Kong).
Such an aggressive approach has brought with it challenges as well as achievements.
Challenges include issues of sourcing and keeping professional staff with high quality skills in thin
labour markets, dealing with cross-cultural interpersonal differences, managing inter-office teams in
a high functioning environment while managing high risk and time critical projects (e.g. design, build
and commissioning of high tech factories in China) and managing cultural integration of disparate
organisations during acquisitions.

Answered 74 days AfterOct 15, 2017BMA583

Solution

David answered on Dec 28 2017
32 Votes
2
Capstone Case Analysis: Improvement of the HR Performace of the ProService Co
Executive Summary
Human Resource Management of the employees within an organization is important for the success of the business and controlling challenges for the HR manager to recruit and retain talented candidates in the organization for a long time. The main purpose of this research report is to identify issues in the cu
ent people management structure or practices of the ProService Co that are facing adversely. Further, it has also purpose to articulate/formulate some changes to improve HR performance in terms of these structures and practices. At the same time, the key issues that can be seen in the company as lack of sourcing and keeping professional staff that have high quality skills; less capability in dealing with cross-cultural interpersonal differences; and avoiding to focus towards occupational health and safety incidents.
These main issues have created challenges to establish business success and growth in the competitive marketplace. At last the, giving training and education for the knowledge and understanding of the cross-cultural difference to increase skills and capability to deal with clients across the border. The increment of salary and position in the organization must be based on performance on the regular basis to retain talented staff potentially. Apart from this, health and safety management must be improved by recruiting specialists to provide assistance to the engineers and supervisors to focus towards efficiency of work and safety of the employees.
Table of Contents
Introduction    3
Identification and Analysis of the Key HR Issues of the ProService Co    3
HR Condition of ProService Co.:    3
HR Key Issues in ProService Co.:    4
Theoretical Framework and principles of the HR Issues:    6
Conclusion    8
Recommendations    8
References    10
Introduction
The main purpose of this research report is linked to identify some issues/weaknesses in the cu
ent people management structure or practices of the ProService Co and articulate/formulate some changes to improve HR performance in terms of these structures and practices. This is the true fact that the management of the people within an organization is challenging for the HR manager to recruit and retain talented candidates in the organization for a long time (Huemann, Keegan & Turner, 2007). There are various reasons that create challenges to manage human power appropriately, such as work burden, discrimination, diverse workplace, less recognition for the good work, etc.
Therefore, Human Resource Management is known as one of the most significant activities within an organization in which it keeps intentions and plans to achieve business goals with the help of right candidates or people. HR management is also based on human capital as a major source of competitive advantage, and implementation of the strategic plan, as well as a systematic approach to move in the right direction of the goals (Huemann, Keegan & Turner, 2007). Now, it is considered that it has several functions that help to manage organizational human resource process continuously with effective performance, such as Staffing, Human Resource Development, Compensation, Health and Safety, as well as Employee and Labor Relations.
Identification and Analysis of the Key HR Issues of the ProService Co
HR Condition of ProService Co.:
    The HR management of the ProService Co is well organized that has increased from a small team of 25 to 420 in the present year to manage professional services of the firm. The employees are distributed in several offices in Australia provide the consulting engineers and project management services to the clients or people. Shona Smith is managing director of the company in which several cu
ent board members play the important role in the management of the organization (Lester, 2013). The HR workforce is controlled through recruitment of the employees in strategic geographical regions in order to acquire specific skill sets according to the need of market position.
HR Key Issues in ProService Co.:
    In the management of Human Resource in the company, the HR managers face challenges as issues of sourcing and keeping professional staff that have high quality skills in the competitive labor markets. The other key issue that can be recognized in the department of HR management is the lack of capability in dealing with cross-cultural interpersonal differences. In case of managing high risk and time critical projects associated with designing and building high tech factories, it is difficult for the management to manage inter-office teams in these high functioning environments (Cheng, Tsai & Xiao, 2006). The management of cultural integration of different organizations during acquisitions is also very difficult for...
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