Human Resource Management Case Study

This assignment involves conducting a job analysis for a General Manager Packaging position at Arup Packaging Company. It requires identifying the required activities and attributes of the job, as well as understanding the market trends in Europe. The assignment also focuses on recruitment strategies, including personal ability based on working experience and understanding of the market. It provides insights into the differences between working cultures in Australia and Europe, and how they affect production systems.

Running head: FOUNDATIONS OF HUMAN RESOURCE MANAGEMENT
Foundations of human resource management
Name of the university
Name of the student
Author Note

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Table of Contents
Introduction:...............................................................................................................................2
Answer 1:...................................................................................................................................2
Answer 2:...................................................................................................................................3
Answer 3:...................................................................................................................................4
References:.................................................................................................................................6

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Introduction:
The chief issues of the human resource are to maximize the company’s profit by
hiring skilled human capital and conducting job analysis for a particular position to
developing appropriate position description and specification. Job analysis helps a human
resource manager (HRM) to identify proper recruitment strategies and key strategic areas
(KSA) to develop the role of the position accordingly (Nieves & Quintana, 2018). Hence, in
this specified case study, the General Manager HR of the Arup Packaging Company is going
to conduct a job analysis for hiring a new General Manager Packaging for the European
market and for this, the concerned person needs to follow some analytical steps. Based on
those analytical outcomes, the General Manager HR can follow some recruitment strategies,
which are discussed later.
Answer 1:
a)
Through job analysis, the General Manager of Human Resource of the Arup
Packaging can understand the required activities and attributes relating to a particular job,
that is, the General Manager Packaging, which in turn, can help him to develop description
and specification for this position (Harrell-Cook, Levitt and Grimm 2017). As the analysis
requires some practical data to analyze, he can take help from some instances of other general
managers, who perform the same job in other European companies.
He needs to divide the entire analysis into two segments that deal with different
criteria related to the task and the employee (Fila, Purl and Griffeth 2017). Those criteria are
task-oriented analysis and work-oriented analysis, where the first one focuses on the job

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activities, which are, work duties, job functions and responsibilities, the second one focuses
on the human attributes, for instance, skills, knowledge and abilities and so on.
b) The key strategic area (STA) refers some specific factors related to a particular job
activity that are essential for performing the task accordingly (Albers, Wohlgezogen and
Zajac 2016). Hence, for the GM Packaging, those STAs are market research, customer
service, product analysis and quality control.
Those strategies are essential because the Arup Packaging, an Australian company,
needs to understand about the market the European market trend of packaging, as both
countries do not follow the same market pattern for this business. Due to variation of product
size, packaging design and price, it is crucial for the GM to observe the market accurately,
which in turn, can help the company to earn higher profit margins.
Answer 2:
To recruit the GM packaging, Gabrielle needs to focus on the personal ability of the
candidate based on working experience and ability to understand the market completely
(Borghouts-van de Pas and Freese 2017). Hence, for hiring an efficient employee, the GM
needs to follow the two essential recruitment strategies that focus on the talent of the
candidate and data based decisions to choose the efficient one. These two strategies can be
described as follows.
Firstly, personal ability of that concerned person can be represented with the working
talent, that is, experience to work with another company, which also deals with production of
plastic and paper. This experience can help the person to understand about the production
procedures of packages that the specified company is trying to sell in Europe. Moreover, this
skill can help that person to measure the product quality, which in turn can help the company

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to increase its customer base (Barnes and Adam 2018). In addition to this, experience of other
kinds of packaging, for instance, glass and aluminum, can help the candidate to earn extra
benefit as it helps the company to produce new form of packaging through experiment.
Secondly, understanding of market can help this candidate to understand about the types of
requirement and changing trend of packaging in the market. As the packaging market has
different characteristics in the Europe, this analysis is essential for the company for
enhancing the market over there (Ladkin and Buhalis 2016). However, this selection
procedure is required to base on some practical data, which can be gathered from previous
performance level of the candidate along with practical understanding of the European
market.
Answer 3:
Australian workers and managers are habituated to work under a long production
process with huge amount of orders, which in turn, has helped the company to earn praise and
rewards in Australian market. However, in Europe, those workers and manager can produce
only limited amount of products according to the order from clients. Moreover, to capture the
market, the specified packaging company needs to identify more production technique, which
the company has not followed for 50 in Australian market. Moreover, European factory
workers require different skills of production, compare to that in Australia as Australian
workers perform their task, based on specialization approach (Parker, Van den Broeck and
Holman 2017). However, for European factory, job rotation option and cross training are
essential, as they need to operate any task irrespective of specialization. Hence, from this
discussion, it can be seen that working culture in European market is completely different
compare to the Australian market.

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Hence, the above comparison can be described based on the Job Characteristics
Model, where each job can be divided into different characteristics, for instance, task identity,
skill variety, autonomy, task significance and feedback (Judge et al. 2017). Those criteria
influence the entire production system of any particular company. As a worker is performing
another role of packaging production in other country, it becomes difficult to identify proper
task while at the same time skills of workers also vary for performing another kind of task
under the same production system. However, in Australia, being specialized in work, workers
become autonomous, while in Europe, it is impossible to experience because of different
production technique.

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References:
Albers, S., Wohlgezogen, F. and Zajac, E.J., 2016. Strategic alliance structures: An
organization design perspective. Journal of Management, 42(3), pp.582-614.
Barnes, E. and Adam, C., 2018. The Importance of Human Resources in a Globalised
Economy: A Conceptual Framework. Canadian Journal of Applied Science and
Technology, 5(2).
Borghouts-van de Pas, I. and Freese, C., 2017. Inclusive HRM and employment security for
disabled people: An interdisciplinary approach. E-Journal of International and Comparative
Labour Studies, 6(1).
Fila, M.J., Purl, J. and Griffeth, R.W., 2017. Job demands, control and support: Meta-
analyzing moderator effects of gender, nationality, and occupation. Human Resource
Management Review, 27(1), pp.39-60.
Harrell-Cook, G., Levitt, K. and Grimm, J., 2017. From Engagement to Commitment: A New
Perspective on the Employee Attitude-Firm Performance Relationship. International
Leadership Journal, 9(1).
Judge, T.A., Weiss, H.M., Kammeyer-Mueller, J.D. and Hulin, C.L., 2017. Job attitudes, job
satisfaction, and job affect: A century of continuity and of change. Journal of Applied
Psychology, 102(3), p.356.
Ladkin, A. and Buhalis, D., 2016. Online and social media recruitment: Hospitality employer
and prospective employee considerations. International Journal of Contemporary Hospitality
Management, 28(2), pp.327-345.

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Nieves, J., & Quintana, A. (2018). Human resource practices and innovation in the hotel
industry: The mediating role of human capital. Tourism and Hospitality Research, 18(1), 72-
83.
Parker, S.K., Van den Broeck, A. and Holman, D., 2017. Work design influences: A
synthesis of multilevel factors that affect the design of jobs. Academy of Management
Annals, 11(1), pp.267-308.