Adeyemi found that the approach to the management of people at Brunel was largely unsophisticated. Departmental managers looked after these issues in their own way for their own staff. There was no one on the board of directors with overall responsibility for HR. although there was a personnel officer at junior management level dealing mainly with recruitment and pay administration. Turning to specific areas of HR policy, she found, for example, that there was no form of incentive pay. Individual production bonuses had fallen out of favour in the 1970s and nothing had replaced them. Performance was managed only in the sense that people were disciplined when they fell short of the required standards. Brunel were, to be fair, eager to train their workforce and substantial budgets were allocated to departmental managers, and staff were regularly dispatched on training courses when something relevant came up. Adeyemi found that recruitment was often achieved by word of mouth, and where selection procedures were employed they tended to be based around an informal interview and references. Finally, she found that 25 per cent of employees were members of the Unite, which the company recognised. Relations with the union were fair, but the union did little more than collectively negotiate the annual pay rise and deal with discipline and grievance issues as they arose.
Carry out a survey of Brunel in terms of its current strategy in relation to its external and competitive environment, commenting on what may restrain and assist any proposed changes to the organization.
Identify three major HRM practices that could have an effect on the future success of Brunel and how these might be developed or changed.
What specific recommendations would you make for these three practices and how they support one another to achieve success for Brunel?
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