Human Resource Strategies
Case Analysis Report
Word Count: 3,267
Table of Contents
Table of Contents 2
Key Human Resource issues at Global Mining 4
Trade Union intervention on human resource operations 4
Poor Performance Management 6
Strategies for Improvement 8
Introduce performance appraisal system 8
Problems forecasted for short & long term: 9
Pay for Performance 9
Problems forecasted for short & long term: 10
Develop a Human Resource Strategy 11
Problems forecasted for short & long term: 12
Global Mining (GM) is at a crossroads. They are aware ...view middle of the document...
The union’s push to have preference shown to union members over non-union members, to increase wages and promote based on length of service rather than performance, and to actively discourage rewards based on individual performance means GM cannot directly incentivise individual workers to improve productivity and staff are unmotivated.
This paper will look at two of the key issues contributing to the poor productivity from the Australian mine sites as identified by the case study. Three recommendations will be made to improve efficiency with the foreseeable hurdles to implement these strategies identified and ways to mitigate these suggested.
Key Human Resource issues at Global Mining
Trade Union intervention on human resource operations
Trade unions have historically been seen as the channel for worker’s to voice their grievances and ensure fair process in the workplace by allowing them to communicate with management on a group level rather than as individuals, which they are less likely to do. Their primary aim is to maintain or improve the working conditions of their members (Benson, J. and M. Brown).
Freeman and Medoff (1984) assert that unions provide benefits to organisations as a result of this unified voice, resulting in workers perceiving better resolutions and therefore, improving satisfaction and reducing staff turnover. When there is lower staff turnover, an organisation is more likely to invest in the workforce, offering development and training opportunities, knowing that the longer a worker stays with the organisation, the longer the organisation will benefit from the improved skills and provide a more significant return on the company’s investment. They go on to contend that a more stable workforce that feels the organisation is committing resources to them, will increase their motivation and satisfaction and further improve productivity and profitability.
And yet union membership is declining in industrialised countries including Australia, with the United States seeing a decrease in unionisation by over 50% since the 1960’s (Hebdon and Brown, 2008).
Organisations are implementing more direct channels of communication between management and staff and increased opportunities to seek feedback regarding workplace matters. In addition the use of “employee satisfaction surveys” or similar have given workers a non-union voice and Benson & Brown (2010) believe this has contributed towards the decline in union membership.
Research by Callus, Morehead, Cully and Buchanan (1991) showed that 85.5% of workplaces considered themselves as being unionised, but only 41% of workers considered their union to be actively representing them and this reduced further when collective bargaining by the union was required to be considered “active”.
So does union intervention improve or decrease organisational productivity? One school of thought suggests that given the increased protection of workers by unions, they have...