HRM

Munroe Kitchens - HRM Plan

Abstract

The management of workforce or the management of employees in the organization is termed as human resource management. Munroe kitchens is a growing business. For any successful organization, the biggest asset is its human resource in that without this resource the company cannot gain customer lifetime value and create value for its customers. Hence, there is a need to implement human resource management at Munroe Kitchens. The paper presents the case of Munroe Kitchens whereby the upper management is trying to align the goals of the business with other issues being faced in the organization. They should use biodata selection strategy for hiring carpenters and personality assessment for the selection of designer. Both the strategies may be combines with job interview for the selection of given employees. This will lead to higher performance, new zeal and competition.

Table of Contents

Introduction1

Summary of the case1

Appropriate methods of selection2

Staff performance improvement strategy4

Improving employee relations8

Conclusion9

References10

Munroe Kitchens - HRM Plan

Introduction

The management of workforce or the management of employees in the organization is termed as human resource management. There are different aspects to it such as recruitment and selection, training and development, compensation and benefit administration, performance assessment and reward management (Wiesen, 2002, p. 42). Other than these the human resource department for an organization is responsible for oversight of the company leadership and organization culture. In addition, it is the responsibility of the human resource department of the organization to ensure compliance with the labour laws of the country (Williams, 2007, p. 425).

The paper presents the case of Munroe Kitchens whereby the upper management is trying to align the goals of the business with other issues being faced in the organization.

Summary of the case

Munroe Kitchens was established back in the year 1970 by the owner George Munroe. During this time the company which has a small human resource base of seventeen people was working on two business units. The business was divided into two units. These were the bespoke kitchens and the fitted kitchens. Overall, the company during the time of George Munroe remained highly focussed on quality (Pulakos & Borman, 2008, p. 25). This is to say that it had a product focussed approach. Since, the quality of the products was good, the company was following a 'more for more' pricing strategy. The company marketed itself as exclusive brand of kitchens and catererd to the higher end of the market.

The customer base of the company was small at the beginning but it was a loyal one. It was only a matter of time that the company garnered positive word of mouth from its valued clients and expanded its client base (Bullock, 2012, p. 12). These were mostly end consumers. The company was not providing trade products.

After the retirement of George, the business was taken over by Simon Munroe. Simon was young blood, fresh blood and he brought certain changes to the business. The first change was that of the business ...