Report on Re-engineering and its Impact on HRM Functions

This report delves into the topic of re-engineering and its impact on HRM functions. It begins with an executive summary outlining the report's structure, which includes an overview of re-engineering concepts, a review of key HRM functions within the re-engineering context, and an analysis of case studies from Duke Power, IBM, and Deere, illustrating how HRM functions are involved in each company's re-engineering process. The report also provides an example of a successful re-engineering implementation from the local firm Minh Long I. Furthermore, the report covers essential knowledge and theories of re-engineering, including the fundamental principles of re-engineering, its application in different business scenarios, the business diamond system, and a detailed examination of HRM functions such as job analysis, HR planning, recruitment, selection, training and development, performance management, compensation and benefits, and employee relations. The report concludes by presenting lessons learned from the case studies, highlighting the practical implications of integrating HRM with re-engineering initiatives.