Case Study On Role Of Hr Manager In Changing Business Environment

Case Study On Role Of Hr Manager In Changing Business Environment-38
The theory and practice of human resource management (HRM) has been dominated by its potentially ‘strategic’ role and value and, more specifically, the question of how to contribute to creating and sustaining ‘high-performance work systems’ (HPWS) based on teamwork and employee involvement.In the 1990s an increasingly authoritative body of literature argued that sustained business success now more than ever required high levels of employee engagement (Ulrich, 1997; Pfeffer, 1998).

The theory and practice of human resource management (HRM) has been dominated by its potentially ‘strategic’ role and value and, more specifically, the question of how to contribute to creating and sustaining ‘high-performance work systems’ (HPWS) based on teamwork and employee involvement.In the 1990s an increasingly authoritative body of literature argued that sustained business success now more than ever required high levels of employee engagement (Ulrich, 1997; Pfeffer, 1998).

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The case is based on company documentation and discussion with managers involved.

It charts the implementation of an initiative designed to improve the leadership qualities of frontline management in the postal delivery business, with remarkable results.

Functions typically outsourced include payroll administration, employee benefits, recruitment, background checks, exit interviews, risk management, dispute resolution, safety inspection, and office policies.

Abstract: The theory and practice of HRM has been dominated by its potentially strategic role and contribution to business success.

This was recognised by the Human Resources Institute of New Zealand (HRINZ) award of HR Initiative of the Year in 2009.

New Zealand Post is one of the country’s most distinguished companies.This was, however, more often easily said than done.Common problems include rationalisation and restructuring which, together with financial pressures, often undermine the process of trust-building necessary for HPWS to succeed over the longer term (Burchell, 2002).Here, the key to success was to forge a partnership between HR and the line, driven by senior management commitment (Hutchinson and Purcell, 2003).This case study describes how HR and line managers worked together to develop and apply a culture-change initiative based on high-performance working in New Zealand Post.However, the processing and delivery of domestic mail is a core function of the business.Around 2,300 postal workers (‘posties’) are employed at 120 sites around the country to distribute mail to some 1.4 million urban addresses, with a further 535 Rural Post owner-drivers servicing 208,000 delivery points.It focuses on maximizing employee productivity and protecting the company from any issues that may arise from the workforce.HR responsibilities include compensation and benefits, recruitment, firing, and keeping up to date with any laws that may affect the company and its employees.It is now one of New Zealand’s largest firms, directly responsible for around 10,000 employees and with a further 7,000 employed in affiliated operations throughout the country.The Group successfully operates a diverse and complex portfolio of businesses including banking, payment services, goods distribution and logistics, marketing and information management in addition to the traditional delivery of mail.

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