People management. Management Coursework Assignment

Jemima Ltd 1
JEMIMA LTD: CASE ANALYSIS & RECOMMENDATION
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Jemima Ltd 2
Jemima Ltd: Case Analysis & Recommendation
I. INTRODUCTION
Jemima Ltd is a small, Plymouth-based retail enterprise employing 60 people. The company, as described in current case, has not formalized work system and is managed mainly under guidance from managers in each department. Th seasonality of work, a characteristic of retail industry, shows in different organizational, employment and management activities at Jemima Ltd. Organizationally, Jemima Ltd is structured and operated such as to meet intermittent market demands: particularly stressful during high seasons and remarkably sparse during low seasons. For employment, hiring and retention practices Jemima Ltd are typical of retail industry with a generally high turnover, particularly by more experienced and non-permanent staff. For management, formalized workflow functions, processes and operations are, given current case, are lacking including, for current purposes, an HR Manager position. The combination of industry patterns, company-specific situation and employee-related matters contributes to a state of organizational instability most evidently noted in high turnover rates among non-permanent sales assistant staff and unacceptable conduct of Estates and IT Managers. The compensation of shop staff, at a fixed hourly rate, is, for one, a symptom, not a root cause, of current organizational situation at Jemima Ltd. The absence of a clearly defined, policy-wise, performance-and-compensation system is yet a second significant symptom of underlying, simmering challenges at Jemima Ltd. To put matters into more perspective, a deeper and more systematic analysis of Jemima Ltd’s HR challenges is required. commissioned by Chief Executive Office at Jemima Ltd, current report aims to identify primary challenges at Jemima
Jemima Ltd 3
Ltd in order to improve human resources practices at Jemima Ltd and, ultimately, performance
by proposing a number of recommendations.
II. ANALYSIS
The current state of HR affairs at Jemima Ltd are problematic from a general human resource management (HRM), resourcing, talent management, performance and reward, and employees relations and engagement perspectives. From a general HRM perspective, Jemima Ltd has no HR Manager. Instead, line managers appear to manage, each to her own discretion, day-to-day and strategic people management issues. The question of whether Jemima Ltd should have on board an HR Manager is one essentially about a different approach to people management – for completely different sets of outcomes. From a talent management perspective, Jemima Ltd appears to have no formalized training and talent management policies or programs. Given current situation, more experienced staff, particularly in sales, leave for competitors only to cost Jemima Ltd large amounts of time recruiting and training replacements. From a performance and reward perspective, Jemima Ltd has no formalized performance-and-reward system to promote well-performing staff and reward high-skilled performers. The outcome is evident in high turnover, lost talent, unacceptable sen...