Beach House Case Study

963 Words 4 Pages
Beach House Software is experiencing several issues to do with Human Resource Management (HRM). There is lack of harmony between the two main teams ‘Tweakers’ and ‘Team A’, lack of time management, lack of motivation and lack of training that could lead to creation of advanced products and career advancement. These issues have led to a decline in performance and reputation for a once booming firm. The existing management style, laissez-faire style, is partly to contribute to the sluggishness experienced by Team A in not developing any product in the last three years. For Beach House to regain its productive ways, the firm’s HR organisation needs to be restructured to include a performance management system that ensures each personnel meets …show more content…
Beach House needs to transform its culture to become high-performance culture, and PMS can help the firm accomplish this. This is because it works through setting of targets, that helps build individual capacity of personnel to meet and exceed their expectations and attain their full potential and in the process help the organisation meet its objective. Similarly, a PMS will provide the basis for self-assessment and self-development and most especially, that the guidance required to improve is available.
HR Challenges at Beach House
An adequate PMS can only be designed through analysis of the challenges causing a decline in performance. As stated earlier, Beach House is experiencing several challenges that are could be leading to performance decline witnessed in the last three years. An analysis of the case study divulges that the challenges are management and HR based. The following is description of the problems leading to performance decline.
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Solomon and Jacobs (2003) note that laissez-faire leadership style is one characterized by minimal involvement by management towards achieving organizational objectives. Management structures that apply this management system make few or no decisions for personnel and departments, and it permits them to decide necessary workplace solutions. Aicher, et al. (2015) note that the demand for laissez-faire leadership style is to maintain average standards in relation to output and staff morale. This is the reason why Team A, which is tasked with developing new, improved and occasionally ground-breaking products has not been performing. The development manger who oversees both ‘Team A’ and Tweakers thinks that Tweakers fears bout Team A are valid, but he also thinks that Team A have the potential to make a huge impact on company performance. The problem, however, is that the management is not doing anything to reverse the situation. Organisations that strictly adhere to high-performance culture will assess the situation and make necessary changes. For instance, the fact that Team A lacks a definite work time frame (no way of knowing an individual’s working hours), and they spend a lot time in the chill out rooms playing video games should raise

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