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Becton Dickson Company’s SHRM Case Study

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Updated: Jun 18th, 2019

Introduction

The success of a firm’s productivity depends on the organization of the human resource management. Reflectively, labour as a factor of production, determines the gross output, performance, and goal achievement at optimal resource use.

The Becton Dickson Company has been struggling with human resource management problems that range from competition, labour structure, and financial constraints. The current SHRM of the company shows limitation of available factors of production, especially on optimal labour use and employee motivation.

Thus, analytical paper attempts to explicitly review the current issues facing the SHRM of Becton Dickson Company and its relevance. In addition, the treatise explores the restructuring model of SHRM that would address these challenges.

Current Issues Facing Becton Dickson Company

Current budget of the Becton Dickson firm may not allow it to utilize all factors of production in the economy. Becton Dickson Company faces several limitations in its operations after the sudden restructuring. First, the uncertain working conditions greatly impacted on employees’ confidence and performance patterns.

As employees’ incomes remain unstable, and relatively low, it was natural to witness an underperformance and low morale at work. The trading conditions continued to remain a challenge especially for this company.

These adversely influenced the ability of Becton Dickson to achieve the forecasted sales and consequently, the overall budget was affected. Increase in prices of factors of production directly affects budgeted cost of production, and thus low income earned by employees.

In addition, inability of the company to leverage its systems and processes hindered the growth of its business as it reduced ability of the company to attract the right labour skills and attitude. Finally, the company faces operational risks in areas such as supply chain management, communication systems, and human resource management.

Given that the company has to operate within a predetermined budget, changes in the individual component of the budget affect the operations of the entire business.

Becton Dickson is exposed to numerous threats. For instance, following the acquisition logistics and restructuring, the company has to remain afloat despite competition. Secondly, the human resource department is fairly responsive to sudden swings and also very sensitive to changes in income.

Since the restructuring, the company has suffered heavily, as communication system for implementing these changes seemed to have broken down. Due to redundancy, lack of performance evaluation processes, employee testing, and healthy work culture, the company is currently facing uncertainty.

These systems are critical in improving leadership skills, evaluation skills, promoting creativity, and rewarding outstanding achievement. The company is surrounded by several opportunities for growth of business. However, the human resource department is seriously underdeveloped despite the fact that labour determines total output, thus profitability.

Significance of SHRM Profiling as a Policy and Practice at Becton Dickson

SHRM profiling in Becton Dickson consist of training and development programs that are both on-the-job and off-the job. These should be built around the core business values and is firmly aligned with the business strategy – developing skills that will support future growth of the business.

The results of the programme are meant for statistical t-testing of relevance of evaluation strategies adopted in reviewing employment terms and performance. Despite the fact that this company has a fresh initiative for correcting the previous mistakes, it has not fully adopted an inclusive career development plan.

Management ought to realize that there is no better way to achieve this rather than through the use of training and development. Further, Becton Dickson Company should evaluate effectiveness of training and development in realizing the goals and objectives of their set targets.

The management of the company should use outcomes of trainings and development in decision making relating promotions and transfers within the organization. Besides, the company should undertake several career development programmes, such would be necessary for attracting and retaining human resource base.

The company should consider providing a job compensation structure that supports the organizations as well as individuals’ growth and development perspectives that evaluate employees and produce succession pipe-lines for vital job positions in the organization.

Since these aspects are incorporated in the SHRM profiling, it remains very relevant and should be fully adopted as a policy and practice by the company.

SHRM profiling as a policy facilitates appraisals on performance of the human resource function of a company. Reflectively, such appraisals are important as they help employees to establish their performance in relation to the expectations from the business and expected outcomes as agreed during performance planning.

Further, the appraisals reveal gaps that may be inherent when executing duties. At the end of appraisal procedure the line manager and the staff member formulate a plan for further development for the next period.

In the personal development plan, the employees set objectives based on the feedback from their performance appraisal and it is mandatory for all staff members to have such a plan. The whole interactive appraisal process is beneficial as it aids employees in developing a focused vocation trail.

Further, the process is realistic. The gaps noted during the review process are bridged by training and development. These trainings that are part of the SHRM for Becton Dickson will help in preparing the staff members for future managerial duties.

The performance review process will help management of the company to have a well-organized, effectual and motivated human resource base.

Reconstructing the SHRM Profiling for Becton Dickson Company

SHRM for Becton Dickson should be remodelled to be more inclusive in system evaluation and reporting of progress for each HR policy recommendation. The implementation should be done in three phases with the first phase actively involving an outsourced expert in the field of decision making.

After a fortnight, the management should then design in-house programs as a continuation of the first stage within the second stage.

In the last stage, the entire workforce is encouraged to internalize the concept initially introduced and deactivate fear and inferiority complex when addressing issues of interest to the organization and at personal level.

Though this process should be continuous, the active part should not run for more than four months from commencement at a budget less than four percent of the company’s net revenue.

Since magnitude of change is quantum as large changes involving culture, structure and strategy of the company is required. This form of change is necessary and very relevant in the case of Becton Dickson Company as the company attempts to restructure its human resource component.

Besides, when adopted, leadership responsibility, performance efficiency, and continuous motivational policies will facilitate responsive management. This modification of the SHRM would directly impact on the feedback channel as employees will have motivational power to proactively participate in decision making process.

As a result, the learning oriented process will facilitate optimal performance which is specific to the goals and desires of the company as the workforce would have the feeling of being appreciated and recognized for outstanding performance.

Training and development forms part of organizational strategy mostly because human resource department is characterized by constant dynamics in management since labour market is constantly affected by market swings.

Consequently, there is a need to merge organizational skills, knowledge and culture with the new challenges and demands. Therefore, there is constant need to use training and development largely because the department operates in a highly stratified environment.

The outcomes of performance appraisal are not only influenced by job performance of the employee, there are other several other factors that may influence performance appraisal rating of the employees.

For instance, performance initiative programmes, motivation programmes, and team building should be transformed into policies and integrated in the SHRM profiling practice for the company.

Another challenge to HRM department is properly undertaking several career development programs concurrently. If it were properly integrated, such would be necessary for attracting and retaining human resource base.

Therefore, the company’s SHRM should undergo modification to factor in the aspects of motivation, performance, and results review. Reflectively, through employee evaluation, the process will reorganise the company towards efficiency.

Fortunately, a comprehensive SHRM has room for modification to factor in this aspect and improve on reporting system as a policy profile for the Becton Dickson Company.

Conclusively, irrespective of the consequences of change element in the SHRM profiling for Becton Dickson Company, the dynamic essence of change proponent would not facilitate any state of quagmire or conflict as the unnecessary pressure associated with change would be integrated in a more consultative, proactive, and structure system for managing the human resource department of the expansive Becton Dickson Company.

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