Strategic HRM Assignment Applicable for September 2019

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Strategic HRM
Internal Assignment Applicable for September 2019 Examination

1. You are brought in as the new Director of HR for a company in the distribution industry which is the merger between Company A and Company B. Company A began as a family business which acquired a number of small companies over time. As a result of all of these acquisitions, the company was less standardized and more decentralized internally and was somewhat of a combination of cultures to begin with The culture of Company A is quite varied. Some areas of the company are focused on metrics and quality, others are focused on job satisfaction and employee attitudes, and still others are not focused on either. Generally, the company strives to produce a range of high-quality products and services, but the way that this occurs is unstructured throughout the company. Company B was a large company which was standardized internally with a strong culture surrounding processes and procedures. Company B has a centralized structure with clear employee policies. Company B is focused on quality control. They stress standardized processes and procedures across all business units. They have a clear mission and goal that emphasizes one thing: productivity. Company B has been successful with strategy monetarily, but its employees are often overworked and overwhelmed. Both companies have fears regarding losing desirable aspects of their current culture.
a. Discuss the role of strategic HR functions in Mergers and Acquisitions?
b. What strategy would you use to resolve the culture differences between these two organizations to create a new organization with a cohesive culture?

2. You work for a global professional services firm, which has been seen for decades as an employer of choice. Last month, you were promoted to the position of Vice President, Human Resources. The promotion comes at a time the organization is experiencing a decline in revenues, an increase in competition, high voluntary turnover in the US and abroad, and declining market share. Anecdotal information suggests that the cause of voluntary turnover is due to a poor employee benefits/total rewards strategy, employee engagement and organizational culture. The Chief Executive Officer (CEO) has requested your analysis and recommendations on improving the total rewards strategy in an effort to improve employee engagement; reduce voluntary turnover and enhancing the employer s brand.

a. What are specific actions you can initially take to identify and validate how total rewards are having an impact on the organization? Explain your rationale.
b. Identify and describe the challenges the organization faces in managing the design, delivery and financing of a total rewards program on a local and global perspective. (10 Marks).

3. The slump in the South Korean economy in late 1990s was bound to have an effect on Hyundai also. The automobile segment was among the first to be hit by the downside in the economy. The domestic automobile sector had negative growth of almost 55% in 1998 compared to the previous year. Hyundai was responsible for almost 50% of total automobile production in South Korea and was therefore badly hit. The domestic sales of the company fell by 55% in the year 1998 and its exports crashed by 74% to only 15,056 units. Hyundai recorded a 200-billion-won loss in 1998. According to company officials, Hyundai's six assembly plants with a yearly production capacity of 1.65 million vehicles, were operating at only 40 percent of their capacity. In May, 1998, Hyundai reacted to this grim situation by announcing plans to lay off 27 percent of its 46,000 workforce in South Korea and to cut pay bonuses and benefits in a bid to save 230 billion won. Unfortunately for the management of the company, Hyundai had one of the most powerful and militant unions. The decision of the company to lay off workers sparked off agitations not only in Hyundai but in other companies too. The unions were particularly offended at the government's approval of Hyundai's decision. In a demonstration in Ulsan, where Hyundai has its biggest automobile plant, 32,000 employees participated in rallies. All across South Korea almost 1,20,000 employees from about 125 companies participated in demonstrations against Hyundai and the government's decision. The government had to deploy nearly 20,000 riot police to control the demonstrators...
Labour Problems in the Early 2000s
On September 1, 2000, Hyundai officially cut ties with the Hyundai Group and had relocated its head office to Yangjae-dong, Seoul, Korea - a move that was seen as symbolic of its rebirth as an independent automotive business group. In December 2001, Hyundai forecasted its highest profits ever - $900 million for the year. In the same year it posted 23.4 % in unit sales and a 74.5% improvement in net income. Most importantly, Hyundai vehicles were being accepted as a technologically advanced, stylish and reliable in overseas markets like the US and Europe. In the United States, the world s largest auto market, Hyundai recorded a 42% sales increase in 2001. This was an era of growth, reorganization and new market exploration. But the success story was marred by another strike threat in Hyundai.
Workers at the Ulsan plant went on a two-day strike in December 2001, demanding higher wages and higher bonuses. They also demanded a 30% share in the profits that year as a performance bonus.
The management clarified, that though the company had done well that year, it could not afford performance bonuses to the tune of 30% of profit. The reasons given were: firstly, the increased influx of imported cars into South Korea was bound to hurt Hyundai's market share and margins in South Korea.
Secondly, General Motors' purchase of Daewoo was a threat that could not be ignored or taken lightly, and the company had to gear itself up to be able to compete with General Motors, and lastly, the most important reason stated was that due to the appreciation of the Korean won, Hyundai cars were becoming less competitive in international markets and profitability consequently would be hurt.

a. Industries need to adopt proactive policies with regard to Industrial Relations which help to prevent any rise of conflict rather than waiting for such situations to occur and then planning a strategy. To what extent this approach was visible in the Hyundai s Industrial relations policies. (5 Marks)

b. Since the very beginning, employee participation, and employee involvement (together known as participative management) define the essence of Industrial Relations . Kindly justify this statement in terms of this case study.
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