Fundamental Of Management - Zenith Systems Ltd Case Study -Fundamental Of Management Assignment Writing Help

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Fundamental Of Management Assignment Writing Help

TASK Zenith Systems Ltd provides hardware and software services customized to clients’requirements. It is a subsidiary of a US company. The UK company is based inSlough and has four major departments: information systems, services, specialized support staff and marketing. The company has grown very rapidly since it was established three years ago, initially with the close guidance and support of the parent firm. There are about 650 employees, most of them recruited during the last two years. Labour turnover so far is fairly low (8 per cent). Extensive use is made of various forms of numerical flexibility. Around 150 employees are on short-term contracts, mainly of between two and three years’duration; another 100 or so work part-time. In addition the firm has sub-contracting arrangement with suppliers to fulfil the client demands that its own project teams are unable to achieve. Overtime and flexible working hours are an accepted feature of thework. The nature of the business means that employees have to be technically adept and highly flexible in response to specifications of what their clients want. They workin project teams that can vary in membership, forming and disbanding as projects require. The strategic goals of the business are to achieve sustained growth by the development and marketing of innovative systems and the provision of ever improving levels of service to clients. The nature of the business clearly indicates that competitive success can only be achieved and sustained by developing and maintaining human capital advantage. A high-performance work system (HPWS)based largely on practice in the parent company is being introduced, priority beinggiven to the introduction of rigorous recruitment and selection procedures, extensive and relevant learning and development activities, incentive pay systems and performance management processes. A comprehensive human resource information system (HRIS) had been installed. TheUS Chief Executive has overruled the HR Director’s recommendation that an employee attitude survey should take place on the grounds that it was too soon –there were more pressing priorities. The HR Director was unhappy about this but intended to raise the matter again, making a more powerful business case than in his first attempt. Three months later the HR Director sat down to think again about how to proceed. He had spent some time researching the concept of human capital management (HCM)in order to consider its relevance to Zenith Systems and, if it were relevant, how itcould usefully be applied, what sort of business case could be made for it and how it might be developed, assuming the business case was made and accepted. He examined the data already available from the HRIS, including: head count and diversity information; a qualification and skills inventory; labour turnover and absence figures (but not costed); pay data in the form of average pay and compa-ratios; training statistics (number of days, costs); The HRIS software also incorporated a data warehousing facility that enabled theuser to assemble their own data and relate them to benchmarking data and financial information, customer information and othercritical business data. This seemed to provide a good basis for developing an HCM approach. The financialperformance data in terms of sales, net profits, return on capital employed and addedvalue were obviously available and the HR Director knew that regular surveys weretaking place to measure client satisfaction. Prepare recommendations on how human capital management couldbe introduced and developed in Zenith Systems and make out the business case for doing so.