Human Resource Management: Case Study
Added on 2023-01-18
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Running head: HUMAN RESOURCE MANAGEMENT: CASE STUDY
HUMAN RESOURCE MANAGEMENT: CASE STUDY
Name of the student
Name of the University
Author Note
HUMAN RESOURCE MANAGEMENT: CASE STUDY
Name of the student
Name of the University
Author Note
1HUMAN RESOURCE MANAGEMENT: CASE STUDY
The respective paper is an answer to the questions of a case study given thereafter. TK
Ceramics is an Australia based ceramic company that imports tiles from Europe and sells them
into the multicultural and multiethnic markets of Melbourne and Victoria. The company has its
headquarters in Melbourne. The company is owned by university graduates Tim, Kate and Renee
and has 70 employees working under it. However, Kate’s holiday in Jakarta proved beneficial for
the company because she came across a manufacturer and an owner of a tile factory (Alatas) in
Jakarta Raya. According to Kate, it was a great opportunity for her to have a business alliance
with Alatas because she introspected that making him as supplier would be beneficial for their
company because the tiles of Jakarta seemed to be plain and cost effective. According to her, the
tiles and ceramics would further help them to build buildings and hospitals in future as they paid
minimum importance to design than that of the pricing and financial aspects. Kate had been
infused with an idea that if she could purchase the ceramics from Alatas at relatively cheaper rate
and sell them in the markets of Melbourne, she might acquire profit better than her present
business because the European tiles which she imported seemed to be costlier and appealed to a
very limited demography in the Melbourne market. Therefore, Kate and Tim decided to start an
enterprise of selling of ceramics from Indonesia whereas they kept Renee as a Human Resource
Management Expert and Officer. However, as the case study proceeds, it is noticed that Renee
who has given the responsibility of the Human Resource Management team of the enterprise
faced certain challenges and limitations which needs to be discussed and planned. The respective
paper is an introspection, analysis, interpretation and recommendation of the case study
mentioned hereafter about the Human Rights Management practices that can be taken up by the
human resource manager of the enterprise, Renee, to take smooth decisions on behalf of the
enterprise for smooth functioning of the enterprise.
The respective paper is an answer to the questions of a case study given thereafter. TK
Ceramics is an Australia based ceramic company that imports tiles from Europe and sells them
into the multicultural and multiethnic markets of Melbourne and Victoria. The company has its
headquarters in Melbourne. The company is owned by university graduates Tim, Kate and Renee
and has 70 employees working under it. However, Kate’s holiday in Jakarta proved beneficial for
the company because she came across a manufacturer and an owner of a tile factory (Alatas) in
Jakarta Raya. According to Kate, it was a great opportunity for her to have a business alliance
with Alatas because she introspected that making him as supplier would be beneficial for their
company because the tiles of Jakarta seemed to be plain and cost effective. According to her, the
tiles and ceramics would further help them to build buildings and hospitals in future as they paid
minimum importance to design than that of the pricing and financial aspects. Kate had been
infused with an idea that if she could purchase the ceramics from Alatas at relatively cheaper rate
and sell them in the markets of Melbourne, she might acquire profit better than her present
business because the European tiles which she imported seemed to be costlier and appealed to a
very limited demography in the Melbourne market. Therefore, Kate and Tim decided to start an
enterprise of selling of ceramics from Indonesia whereas they kept Renee as a Human Resource
Management Expert and Officer. However, as the case study proceeds, it is noticed that Renee
who has given the responsibility of the Human Resource Management team of the enterprise
faced certain challenges and limitations which needs to be discussed and planned. The respective
paper is an introspection, analysis, interpretation and recommendation of the case study
mentioned hereafter about the Human Rights Management practices that can be taken up by the
human resource manager of the enterprise, Renee, to take smooth decisions on behalf of the
enterprise for smooth functioning of the enterprise.
2HUMAN RESOURCE MANAGEMENT: CASE STUDY
1) What is the best process to redesign the internally facing and customer-facing jobs?
Internally facing jobs can be broadly defined as the job tasks, duties and responsibilities that
are concerned about the internal functioning and internal business operations of the respective
enterprise (Tims et al. 2013). For instance, planning and framing of budget, framing of logistical
whereabouts of the enterprise can be termed as internally facing jobs. Whereas, customer-facing
jobs are the particular job tasks, duties and responsibilities that are concerned with direct as well
as indirect link and communication with the customers (both prospective and functional), such as
marketing strategies, policies and executions and sales. Apparently, the requisites that are needed
for an internally facing job and a customer facing job is different from each other as they are
significantly and functionally different from each other. The Human Resource Management team
of the mentioned enterprise (TK Ceramics) is required to make a list of all important job
designations, their tasks, duties and responsibilities hereafter (Bamberger, Biron and Meshoulam
2014). After creating the list of job designation and positions, the Human Resource officer is
required to allocate various job positions to various employees and candidates thereafter with the
help of the process of recruitment and interviews. He/she is obviously required to segregate the
job positions into customer facing and internally facing jobs accordingly. As soon as the jobs are
classified and designated, it is the duty of the human resource personnel and managers to provide
the employees with job details and specifications. The candidates who are being opted for the
internally facing jobs is required to know the whereabouts of the core functions of the enterprise
such as accounting, management strategies, financial disposition; whereas the candidates who
are responsible for customer facing jobs should possess all the qualities which are required for
effective communication with the customers (O'Meara and Petzall 2013). However, the
managers of human resource can readily redesign internally facing as well as customer facing
1) What is the best process to redesign the internally facing and customer-facing jobs?
Internally facing jobs can be broadly defined as the job tasks, duties and responsibilities that
are concerned about the internal functioning and internal business operations of the respective
enterprise (Tims et al. 2013). For instance, planning and framing of budget, framing of logistical
whereabouts of the enterprise can be termed as internally facing jobs. Whereas, customer-facing
jobs are the particular job tasks, duties and responsibilities that are concerned with direct as well
as indirect link and communication with the customers (both prospective and functional), such as
marketing strategies, policies and executions and sales. Apparently, the requisites that are needed
for an internally facing job and a customer facing job is different from each other as they are
significantly and functionally different from each other. The Human Resource Management team
of the mentioned enterprise (TK Ceramics) is required to make a list of all important job
designations, their tasks, duties and responsibilities hereafter (Bamberger, Biron and Meshoulam
2014). After creating the list of job designation and positions, the Human Resource officer is
required to allocate various job positions to various employees and candidates thereafter with the
help of the process of recruitment and interviews. He/she is obviously required to segregate the
job positions into customer facing and internally facing jobs accordingly. As soon as the jobs are
classified and designated, it is the duty of the human resource personnel and managers to provide
the employees with job details and specifications. The candidates who are being opted for the
internally facing jobs is required to know the whereabouts of the core functions of the enterprise
such as accounting, management strategies, financial disposition; whereas the candidates who
are responsible for customer facing jobs should possess all the qualities which are required for
effective communication with the customers (O'Meara and Petzall 2013). However, the
managers of human resource can readily redesign internally facing as well as customer facing
3HUMAN RESOURCE MANAGEMENT: CASE STUDY
jobs in the enterprise. First of all, the managers should make an attempt to create a list of the job
designations of their enterprise. Secondly, he/she can frame a well-built job description,
specification and details about the respective job positions. He/she is then required to build
remuneration, incentives and superannuation plans according to the needs, preferences of the
candidates as well as the market tendency along with socio-political dynamics. The next most
important task of the manager is to create, frame and propagate job objectives for the employees
according to the mission and vision of the enterprise (Berg, Dutton and Wrzesniewski 2013). A
leading and eminent job design for the mentioned position (internally facing and customer
facing) can be brought about by providing the employee with clearly defined skills, with
intriguing job tasks, effective and lucrative incentives (both monetary and non-monetary) as well
as effective performance management and enhancing programs (Ekwoaba, Ikeije and Ufoma
2015).
2) What are the advantages and disadvantages for drawing at least some of the shop workers
from existing staff?
The human resource management team of any organization performs one of the most
important functions of the organization, namely, recruitment. According to the given case study
of TK Ceramics, which is in the process of expanding itself into another new enterprise with a
new name by trading with Indonesia, there would be a demand for new employees. Therefore,
the human resource managers would start their recruitment process in order to bring new
candidates and employees, although, there are existing employees who are efficient enough. If
the human resource personnel take decision to re-recruit the existing employees for the
designation of new shop workers, there would be certain advantages as well as disadvantages.
jobs in the enterprise. First of all, the managers should make an attempt to create a list of the job
designations of their enterprise. Secondly, he/she can frame a well-built job description,
specification and details about the respective job positions. He/she is then required to build
remuneration, incentives and superannuation plans according to the needs, preferences of the
candidates as well as the market tendency along with socio-political dynamics. The next most
important task of the manager is to create, frame and propagate job objectives for the employees
according to the mission and vision of the enterprise (Berg, Dutton and Wrzesniewski 2013). A
leading and eminent job design for the mentioned position (internally facing and customer
facing) can be brought about by providing the employee with clearly defined skills, with
intriguing job tasks, effective and lucrative incentives (both monetary and non-monetary) as well
as effective performance management and enhancing programs (Ekwoaba, Ikeije and Ufoma
2015).
2) What are the advantages and disadvantages for drawing at least some of the shop workers
from existing staff?
The human resource management team of any organization performs one of the most
important functions of the organization, namely, recruitment. According to the given case study
of TK Ceramics, which is in the process of expanding itself into another new enterprise with a
new name by trading with Indonesia, there would be a demand for new employees. Therefore,
the human resource managers would start their recruitment process in order to bring new
candidates and employees, although, there are existing employees who are efficient enough. If
the human resource personnel take decision to re-recruit the existing employees for the
designation of new shop workers, there would be certain advantages as well as disadvantages.
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