This is an analyst of a case study called ‘Crisis control’. Based on the case study, some issues have been identified as Non-HR issues and the others as HR issues. The global financial crisis, the increase demand for servicing and the serious problem of cash flow are the non- HR issues. On the other hand, HR issues are work imbalance, protect human capital, downsizing, restructure the organization. After identified the issues from the case study, the most important HR issue has been chosen which is protect human capital. Then two strategies will need to propose to solve the issue. Performance culture model and alignment strategy are the two …show more content…
Both strategies are feasible for the organization. 4.6.2. Fit
The structure of HR must be changed to be a consulting organization; Compensation, recruiting and employee relations are traditional ‘doer’ functions and before providing advice and metrics they must reorganized completely (Sullivan, 2010). Once the firm reorganized and HR structure has been change to consulting organization, the performance culture model will fit for the organization and help them to improve the performance and results.
Significant attention to managing change required changing in anyone of the following factors to affect better strategic alignment. Those factors are legacy organizational structure, culture, processes and performance measurement systems (Barr & Cook, 2008). CGMS has an informal organizational culture where the informal elements of the organization are frequent points of diagnostic and intervention activities in organization development, through the formal elements must always be considered as well because they provide the context for the informal (Quick & Nelson, 2011). So it aligning strategy fits better than performance culture model for CGMS. 4.6.3. Cost
The largest budget for performance culture model will be base on HR consulting, strategic planning,