Bandag Automotive's Human Resource Management

Bandag Automotive Case Analysis
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Bandag Automotive
Response 1
Bandag Automotive (Bandag) requires reorganizing its HR functions to mitigate employee conflict and other workplace challenges. Jim’s father followed a paternal approach to managing talent. The system remains unstructured, and the manager-employee relationship becomes a central focus of the career management of an employee. The paternal process was an employee-oriented technique to manage talent, while Jim followed a cost-cutting approach to focus more on profit. However, Jim ignored the regulatory requirements of HR laws, creating a bottleneck in the system (Appendix C, n.d.). The functional gaps suggest that Bandag should reorganize the HR functions by creating a separate department. A designated HR department would allow Bandag to manage internal talent-related issues and HR regulations. The functional HR team would assist Bandag in maintaining records and managing resources to motivate employees. Unfortunately, Bandag does not have a formal HR team to address regulatory requirements and boost employee motivation. However, reorganizing functional responsibilities by creating a department would introduce a positive organizational change.
Response 2
The fundamental things that I would change are the integration of the Enterprise Resource Planning (ERP) system. ERP is digital software solution software that allows organizations to manage different functions on a single platform. Organizations could use ERP to align operations such as training and development (T&D) schedules, payroll, employee performance, and recruitment processes that keep management informed and organized throughout a fiscal period. I would use the ERP system in Bandag to overcome the traditional challenges the administration faces. ERP would allow Jim to achieve cost-cutting by adopting a performance-based pay method. The system would track the performances of each talent and educate management about skill development, productivity, and career progression. Jim could increase profit for the company using ERP by reducing overstaffing and unproductive talents (Appendix C, n.d.). The suggested change would allow Bandag to accomplish better talent management and mitigate waste in HR functions by synergizing performances.
Response 3
The claim was illegitimate and irrelevant in Bandag’s case. Jim dismissed Henry as a highlighted talent since the store manager accused him of poisoning the workplace. However, the case denotes that Henry was questioning the work conditions, which were unhealthy and unsafe for Bandag’s employees in the long run. The store manager discouraged Henry from speaking up about health and safety at the workplace, which is an unethical practice. The store manager expressed a personal conflict on a questionable condition highlighted by Henry. Jim must understand that Bandag lacks a separate HR department. The HR department is responsible for providing healthy working conditions to employees, resolving conflicts, and entertaining speak-ups. Unfortunately, Bandag had no formalized HR department to view and analyze such challenges (A...