Phillips Furniture
Q1
The first activity as the human resource manager to perform will be to analyze the current skill level of workers in different satellite stores. It is the responsibility of the HR manager to make sure that the skills of the employees are as per the demands of the market and the business. The second possible activity will be to arrange regular workshops for the employees to enhance their skills. Previously, all the hiring was done by the managers of satellite stores according to their needs. However, in the presence of HR manager, it will be the duty of HR manager to review the hiring made by store managers and inquire any wrong hiring. Similarly, another important activity of the HR manager is to allocate proper remunerations. The best possible way in these circumstances is to compare the salaries of Philips Furniture with the salary package of the competitors. In the case of any significant difference, the HR manager must revise the salary package. (Mayhew)
Q2
The first possible action of the HR manager, according to the given scenario will be to compile a database of the employees in every store location of the Phillips Furniture. The main reason of compiling the database of the employee is that it will reduce and eliminate the chances of ghost employees in the company. Moreover, the compilation of the database will assist the HR manager in the making of future HRM budgets for the business. The centralized HR management will assist the business in filling the proper tax payment of the employees, and it will increase the credibility of the business. The most important benefit of compiling the database is that the HR manager will be in a position to allocate proper salaries to the employees on the basis of experience. (Poole & Jenkins, 1997)
References
Mayhew, R. (n.d.). Primary Responsibilities of a Human Resource Manager. Retrieved January
13, 2017, from http://smallbusiness.chron.com/primary-responsibilities-human-resource-manager-10957.html
Poole, M., & Jenkins, G. (1997). Responsibilities for human resource management practices in
the modern enterprise. Personnel Review, 26(5), 333-356. doi:10.1108/00483489710176039
