The assessment for Strategic management of human resources and innovation has two case
studies and an on-line test.
Marks out of
On-line test (see study desk)
Friday, 18 December 2015
Case study 1 (2000 words)
Friday, 15 January 2016
Case study 2 (2000 words)
Friday, 05 February 2016
On-line test (due to be completed by Friday 18 December,
Please note, the on-line test relates to 20 multiple choice questions prepared from the main
text Millmore et al, 2007, Strategic human resource management: contemporary issues.
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Each case study should be
referenced and show evidence of recommended readings as set out in the Guidelines to
Case Study 1. You should use a minimum of 10 references for your case study.
Questions for the case can be found at the conclusion of the case.
Individual case study 1
You need to clearly demonstrate how you will solve the following problem.
John Tomey (fictional name) is a business manager that is responsible for several
divisions of Wesfarmers, a large Australian conglomerate of mixed businesses. Some
facts include over 30 managers and 500 factory and distribution staff. Approximately half
the managers work in Head Office on normal functions such as marketing, accounting,
technical, and HRM functions. The other half of managers work in the factories. In a new
restructure, John will lead up Wesfarmers Chemicals, Energy and Fertilisers. John’s CEO
has asked him to grow the business by more than 20 per cent over the next three years.
His other tasks include taking the existing business which just ‘plodded along’ to new
heights by increasing skills and capabilities across both managers and other staff. John is
acutely aware that approximately half the staff he has inherited do not ‘make the
numbers’ in performance and some don’t ‘live the values’. John has had little experience
in building people skills in such a way that divisional performance will increase as much
of his past experience has been in accounting.
Furthermore, he has heard about ‘the balanced scorecard’ approach but he is not sure how
it works, and that innovation and learning is important in this approach which he would
like to explore. More recently, he listened intently to other managers who told him how
they were building a strategic HRM approach to reach the level of capabilities required to
grow the business. John knows that 3 years is not a long time so he has much work to do.
He considers his first group of tasks. He realises that he does not have all the skill-set
required to build and grow people as well as the business so he decides to consult you as
the HR Director for advice about his next steps.
Required: Assuming less than perfect information where you may need to fill in the ‘facts’
by adding more assumptions that you think may assist you in solving case facts, you are
© University of Southern Queensland
1. Advise John about the practical aspects of theories that you think are relevant (e.g. best
practice, best fit, RBV) in relation to building and growing people and improving
2. Explain how John could use the Balanced Scorecard Approach to assess his business and
how he could practically implement the ideas;
3. Include in your answer to John a one page summary of the facts in relation to ideas about
how he can move forward, what strategies will be important, and how he can get people
to ‘live the values’ in such a way that...