Topic

STRATEGIC HUMAN RESOURCE MANAGEMENT (THE CASE OF AXLE ENGINEERING)

Instructions

Background

You are an HR consultant. Your client is Axle Engineering, who manufacture and supply specialist components for classic cars. The company employs 200 people based in their manufacturing, sales, and distribution site near Brighton (UK).

Up until recently, the Chief Executive’s assistant, along with some of the Board members, has handled HRM for the firm. However, the company has now grown to the point where there is too much HR work to be done, and the new post of HR Director has been created. Axle has just appointed their first HR Director, Barry Smith, who originally started with the company as an apprentice engineer 20 years ago. Barry is keen to learn about the latest thinking in the HRM field and has brought you in to advise him.

The assignment

You should write a report for Barry that addresses TWO of the above four problems, setting them within the context of a strategic approach to HRM. Make sure you read the lectures.

Answer preview

Employee engagement involves the aspect of harnessing the selves of the organization’s members in working their roles, which involves people’s commitment in employing and expressing themselves emotionally, cognitively, and physically during role performance (Aktar, 2016, p. 28). According to Truss, Shantz, Soane, Alfes, and Delbridge (2013), prior studies have developed an affirmative implication that employee engagement is largely associated with high-performance levels. Axle has an opportunity to transform its high interactive ‘family feel’ into an organizational culture of employee engagement that would no longer require constant directorship at a personal level, as they are aligned with proper self-depended values that would increase their independence, cooperation, and general commitment to increase their performance level.

Word Count: 2400