The Best Decisions for the Management Team at Arup Limited
The purpose of this paper is to carefully analyze the case study given to come up with the best decisions for the management team at Arup Limited. The essay answers various questions for the case study after carefully examining the situations at hand, then in consultation with human resource management theories, coming up with the best response.
The Job Analysis Procedure
Gabrielle is supposed to conduct a job analysis in a certain procedure that will ensure that the company picks the best candidate for the job. The first step towards a successful job analysis is to identify the position. The company has already done this and even listed some of the responsibilities of the new employees (Gabriel 2). The next step is to determine the processes that will be used in collecting the job data. This would be easy for Gabrielle because based on the discussion they had, the company is required to update the documents of all the employees, because they are old and have not been updated in a long time. The company requires someone that has some experience in the packaging industry, especially plastic and paper. Gabrielle should come up with a list of qualifications which they will use to shortlist qualified candidates before taking them for further interviews. Afterwards job analysis methods should be implemented. This should be a strict process that does not allow loopholes (Haber 257). For instance, Gabrielle should state the expectation that one should have knowledge on paper packaging. It is then important to review the data that is collected through the job analysis. Gabrielle should include Brenda and all the relevant personnel at this stage. This is where all the glitches are cleared and the final summary is documented.
Specific Knowledge, Skills, and Abilities of the General Manager
The Knowledge, skills and abilities of the general manager to be employed should also be very specific. For instance, he will be responsible for sales of products made in Australia and sold in Europe. He or she needs to have knowledge about the European market, as it would be easier for him to perform his responsibilities (Brewster 368). Learnability skills should be an added advantage because regardless of how knowledgeable the manager is, there are still a few facts he or she will require to learn about Arup before they start working (Brewster 380). The ability to close sales and expand the market would prove to be profitable for Arup because they are yearning to keep innovating and expand their company in other markets (Hogler 78).
Recruitment Strategies to Find the Best Candidate
Gabrielle and his team should also identify a number of recruitment strategies to find the best candidate for the job. One of the strategies they should use is to understand the cost/benefit of the person they choose to hire. The reason why they are even hiring is because the company has shown signs of being stagnant. They need to do away with the dependency they already have on a few specific companies. The person they hire for this job should be able to fulfill their expectations by showing that they are aggressive and can take their responsibilities seriously. The process is meant to improve the market for Arup and make it develop. The bar set for the candidates should be so high to allow identification of the best candidate. Another recruitment strategy that Gabrielle and his team should take up is to hire the candidate for the long term (Toran 87). Employees hired for a short period have a tendency to only perform their duties. They may not have the strife to improve. However, employees that are hired for a longer period have the motivation to make developments in the company to strengthen the market base and source for new clients. If the general manager for Arup is hired for the long term, he may source for more clients in Europe, and the company will overcome the plateau with continuous innovation.
Job Characteristics of Australian and European Workers
The job characteristics of those working in the Australian market and those working in the European market will obviously be different because of the different demands of the two markets. Using Hackman and Oldham's characteristic theory which states that motivation is related to certain psychological states, one can differentiate the psychological states of the employees (Hackman, and Oldham 265). Those that are hired for the European market will be motivated by the meaningfulness of their work. they would be working on a new market that requires constant creativity because of the demand to change the packages frequently. The Australian workers may be motivated by their knowledge of outcomes (Hackman, and Oldham 270). Constant close interaction would give them knowledge of the importance of their work and keep encouraging them to do more.
Works Cited
Brewster, Chris. "European Perspectives On Human Resource Management". Human Resource Management Review, vol 14, no. 4, 2004, pp. 365-382. Elsevier BV, doi:10.1016/j.hrmr.2004.10.001.
Gabriel, Kung'u Kamau. "Organizational Development, Organizational Culture and Organizational Change". SSRN Electronic Journal, 2015. Elsevier BV, doi:10.2139/ssrn.2686104.
Haber, Sheldon E. "The Mobility of Professional Workers and Fair Hiring". Industrial and Labor Relations Review, vol 34, no. 2, 1981, p. 257. JSTOR, doi:10.2307/2522540.
Hackman, J.Richard, and Greg R. Oldham. "Motivation Through the Design of Work: Test of A Theory". Organizational Behavior and Human Performance, vol 16, no. 2, 1976, pp. 250-279. Elsevier BV, doi:10.1016/0030-5073(76)90016-7.
Hogler, Raymond L. "Transforming Employment Relationships: Implications for Human Resource Management". Human Resource Management Review, vol 6, no. 1, 1996, pp. 75-88. Elsevier BV, doi:10.1016/s1053-4822(96)90005-4.
Toran, Mindy R. "Hiring- And Firing-Case Managers". The Case Manager, vol 10, no. 4, 1999, pp. 86-91. Elsevier BV, doi:10.1016/s1061-9259(99)80137-4.
