Assessment and role play Essay Example

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Case Study- JKL

All businesses ought to adopt HR policies in their practices. The principal HR function involved in the corporate sector of businesses is practice coordination and policy design. Within this sector, HR services largely revolve around the company’s strategic plan.

In this milieu, the chief responsibility of JKL’s top executive is to design a strategic plan to lead the company in supplying small trucks, forklifts, and large and medium trucks while expanding the existing branches and withdrawing from the rental division. The practice demands that the managerial sector follows an effectual HR procedure. One of the effective procedures that the company can employ is use of consultative mechanisms. As Baker and McKenzie (2010) establish, consultative mechanisms are critical in individual groups in addressing the particular concerns and needs of each. The mechanism also proves vital in creating a profound relationship between the employees and the employers. Therefore, JKL can make use of group forums, seminars, and workshops for consultation purposes where the teams can explore HR issues through dialogue. The approach does not solely aid in development of innovative ideas, but also in building relationship accord among the company’s staff.

The challenges preeminent in JKL might be resulting from external factors. Hence, to enhance the organization’s performance, there is a need to involve the external stakeholders. This is attainable through communication, consultation, and involvement of the stakeholders in business processes. Accordingly, JKL will manage to enhance its business opportunities while reducing on external business constraints. Besides, the engagement of stakeholders in HR practices will aid in the recruitment processes. The stakeholders can assist in determining the sectors that need recruitment assistance as well as in creating annual recruitment plans.

To enhance employee productivity, JKL should develop effective performance management procedures. According to Hernandez (2009), good performance management systems help organizations to attract and retain high performing employees. The managerial sector must determine the disparities amid satisfactory, average, and below average performance. The process demands a structure for assessing employee performance based on the set targets. All staff must undergo an annual performance evaluation to determine the performance gaps. Consequently, high performing employees should be remunerated while low performing employees should undergo training and education to enhance their performance.

A key variable in realizing the aims of human resource management is delivery of efficient services. Every HRM department applies diverse unique approaches toward delivery of HR services. Senior HR leaders ought to structure the delivery of HR services to meet the altering global business conditions. Caldwell (2001) stresses that effective HR policies are change agents that champion competitiveness in firms. From this stance, JKL can either hire internal HR personnel or outsource HR services based on the firm’s need. While hiring internal personnel is costly, it is quite effectual as the person will learn the company’s objectives and policies and align them with the preeminent HR strategies. On the other hand, outsourcing is both time and cost effective, as it will give the company room to focus on its core dealings. Conversely, the technique might pose risks since the provider is not fully aware of the industry.

It is evident that JKL’s current HR officers are more of administration assistants than strategic HRs, as they lack knowledge pertaining to strategic management. Therefore, the company needs to hire a HR manager who is knowledgeable in strategic HR practices. The new HR must establish employee retention, maintenance, and motivation strategies. This is attainable through granting employees a work-life balance, trainings, and talent development.

The principal purpose of efficient HR services is to boost employees’ satisfaction. Thus, the HR personnel must devise means of improving employees’ work and pay conditions whilst removing unfair dismissal and discrimination. At JKL, the following action plan can aid in eliminating such issues:

  • Devising proper and formal communication throughout the organization

  • Modernizing and redressing performance appraisal strategies to ensure that the high performing employees receive remuneration and the low performing employees receive proper training

  • Providing induction training to new employees to ensure that they are well-versed with the company’s policies and practices


Baker, S. & McKenzie, L. (2010) Australian Master Human Resources Guide 2010. Melbourne, CCH Australia Limited.

Caldwell, R. (2001) Champions, adapters, consultants, and synergists: The new change agents in HRM. Human Resource Management Journal, 11 (3), 39-52.

Hernandez, R.S. (2009) Strategic human resources management in health services organizations. 3rd ed. Clifton Park, NY, Cengage Learning.