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Study case - Essay Example

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The development of a liberalized and strongly competitive market require human resources with core competences that can support the wealth-generation and operation of…
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Download file to see previous pages This paper aims to demonstrate full knowledge of management and impact of human resource policies and it’s anent options within the context of Servo Engineering Company’s HR management. Researcher also aims to present evidences of human resource management to reach rational conclusion and recommendations. In so doing, the researcher will answer questions pertaining to theory of ‘self-managed’ or semi-autonomous teams in manufacturing applied to Servo Engineering. What changes might be made in the organisation of work that might improve labour productivity?
Servo Engineering was established in 1897 and within a half century, the company became a leader in the manufacturing of vehicle components. In the late 1970s, the company was able to develop its subsidiary company dubbed as the American Ensign (Bratton & Gold, 2007, p. 487). The multinational company expanded its manufacturing plants in United Kingdom, United States of America (USA), and Germany. Attune to technological advancement, the company also commenced production machinery driven and controlled by information technology. To undertake the organization’s operations, the production department were organized into six ‘self-managed teams’ (SMT), with 12 and 50 workers that are working in three shifts and are believed to be product-centred and are respectably operating as a miniature within a larger factory (Bratton & Gold, 2007, p. 487). Each of the team is endowed with sufficient machinery to complete the stages of manufacturing products. Those that are not delegated as tasks of SMT are subcontracted from outsourced services (Bratton & Gold, 2007, p. 487).
Tasks were divided into the team with SMT supervisor doing the managerial functions. A product-coordinator is also tasked to ensure the supply of raw materials and the production of demanded number of targeted produce while the charge-hand monitors the progress of their performances (Bratton & Gold, 2007, p. 487). Other employees, which ...Download file to see next pagesRead More
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