This case demonstrates the requirement for complete alignment of values and philosophy with respect to the work system, rewards, human resource flow, and employee influence in order for strategic human resources management to work and be effective. Furthermore, SHRM is a system that evolves, rather than being implemented, from underlying fundamental values that appeals to and fulfills the self-concepts of all employees and requires transformational leaders to tie individuals' self concepts to organizational mission. Pacific Mines Limited and in particular Brian Boydell failed to properly align organizational mission with implementation strategies, and this was exacerbated by the lack of leadership and performance measures. To best understand what went wrong at Pacific Mines, we must examine the organization, its system, its leaders, and situational factors more closely.
Situational Factors
The business strategy of the organization is not very well disclosed, but the competitive......
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