Highlights
Task:
Question 1: (15 marks) (600 words)
Discuss the features of the resource-based, behavioural and political-influence perspectives of human resource management, explaining how they might operate in practice.
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Question 2: (15 marks) (600 words)
Using relevant theory such as the external market oriented approach to strategic HRM (including vertical and horizontal fit), explain how organisations can use HR strategy to manage the impacts of business directional strategies (such as concentration, internal growth and decline) relating to the management of their people.
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Case Study for Questions 3 and 4:
Martin & Co. is a Toyota car dealer based in Perth WA. The company was set up by James Martin in the 1970s after taking over an existing car dealership, and has since expanded to three sites, one near central Perth (Kewdale), one in the northern suburbs (Duncraig), and another in the southern suburbs (Leeming). James Martin has now retired from day-to-day management and has handed the company over to his three children, Andrew Martin, Jessica Martin and Peter Martin. The company has grown significantly over the years, and now employs 200 staff in the three sites, and is managed in a matrix structure. Administration, including HR, Finance, Property & Assets, and Marketing, is centralized, whereas Sales and Service is decentralized into the three sites, with local Site Managers and Team Leaders. The three Martin siblings all have an active role in the company. Andrew Martin is currently CEO and overall Manager Sales, Jessica manages Administration, and Peter manages Service. Peter and Andrew’s roles primarily involve policy, planning and strategic direction, with day-to-day management in the hands of the Site Managers. The Site Managers are experienced management professionals, recruited for their management ability.
There are a total of 20 car sales staff, 140 car service staff, and 40 support staff. The company employs three HR staff: a manager, a full-time recruiter, and a payroll administrator.
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