Hr Reconstruction

2.0 Problem Identification

Through the case study, in each Division, there are Human Resource Problems which are showed as following:

2.1.0 Operation Division

Operation Division is a very important division for the MAPS Ltd. But some problems have been found.

2.1.1 No guiding for "on the job" training

There is no formal induction and new staff appear to learn "on the job" in the Operation Division. According to the objective of "customer focus", it is a problem that the company doesn't provide the formal "on the job" training, the new staffs might don't know what to do, so they won't have a professional job performance and they can't serve efficient working to customers. Marthins and Jackson defined that "on the job" training (OJT), people do learn from their job experience, particularly if these experiences change over time. A manager or supervisor who trains an employee must be able to teach, as well as to show, the employee what to do" (Marthins 2000, p335)

2.1.2 Gender and Race Discrimination

According to the chart of "statistics on employees working in MAPS (2002)", we can find that, in Operation Division there is only 11.9% of female working in this division, it lead to unbalance of gender. in this Division, for Ethnicity, to compare with white (Male: 826, Female:120). There are only 4 Male and 0 Female of Minority ethnic that works in the Operations Division. So depending on the "Valuing Diversity", Gender and Race Discrimination is a problem in the Operation Division. "Both Acts (Gender and race discrimination) prohibit direct and indirect discrimination. Direct discrimination occurs when an individual is treated less favorable than another because of their gender, marital status or race. Indirect discrimination occurs when requirements are imposed that are not necessary for the job, and that may disadvantage a significantly larger proportion of one gender or racial group than another."(Beardwell 2003, p195)

2.1.3 The prejudice of the managers

As we know that, in Operation Division managers are responsible for the distribution of the bonus amongst team members. With the aim of "Valuing Diversity" it has became a problem of the prejudice of the managers. So amongst employee, maybe there is the unfair pay for performance. Gary Dessler said "a worker's pay may not be proportionate to his or her own efforts, which may demotivate hard workers", and "if researchers paid the group based on the best member's performance, group incentives were as effective as individual ones in improving performance, but workers who share in the team's pay but don't put their hearts into the effort can be a problem." (Dessler 2003, p336)

2.2.0 Support Services Division

In the Support Services Division, according to the aims of "customer focus" and "Valuing Diversity", we can find 2 problems. They are:

2.2.1 Training Budgets

In the Support Services Division, all staffs are encouraged to continue their education and will be supported by the company. Through the "Valuing Diversity" aim, it's good to encourage staffs to continue their education. But because of all staffs will be supported by the company, the training budget will increase. So it might be able to reduce company gross profit, and maybe not all of the staff are interested in the study, or after complete the course they'll join in other companies for higher salary or position. Therefore staff turnover rate will increase. "Without a well-designed, systematic approach to training, what is learned may not be what is best for the organization" (Marthins 2000, p330) (Appendix 1)

2.2.2 Low productivity

Through the case study, in Support Services Division, most things have to have the permission of a manager. According to the aim of "customer focus", it has become a problem. Nowadays, customers are not only seeking product needed, especially they are looking for high efficiency service. Because Support Services Division covers 4 departments, it's highly centralization. Manager needs to take a long time to get things done. It is the time-consuming service that leads to low productivity (Kramar 2003, p308-309) and delayed for the customer and affects the performance.

2.3.0 Information Technology Services Division

The Information Technology Services is a profitable Division. It provides information and "Help Desk" services to a wide range of customers. In this Division, the problem is that staff turnover is quite high, so it spends the highest training budget in the Organization (Appendix 2). Because this Division deals with the Information Technology, so the Company has to keep up-to-date on new IT applications. All of the expenses increase the company's costs.

2.4.0 Marketing & Sales Division

There is no a standard policy for recruiting staff in this division. The problem is showed in 2 areas.

2.4.1 The procedure of recruiting staff

The Marketing Manager uses intuition to recruit and select staffs. To compare with formal Recruitment and Selection Process (Appendix 3), it's very indefinite recruitment process. Manager might be able to get the right staff into the right positions, and customer needs cannot be ensured. Therefore the aim of "customer focus" cannot be achieved.

2.4.2 The different contract amongst staffs

Because manager thinks that sales staffs are not experienced enough to understand all the loopholes that could occur in a contract, before contract is implemented manager agrees the details of any new contract or amendment to a contract. So there's no standard of contract amongst employees. "The contractual nature of employment will emerge as a key component of the HR professional's work as much of the firm's profitability will arise through the efficient management, monitoring and assessment of employment contracts." (Kramar 2003, p239)

Marketing & Sales Manager misunderstood the aim of "Valuing Diversity". Providing the different contract to each employee, it leads to a big problem in the company. The staffs will reduce worker