Introduction
In recent times, the noted company J P Morgan is facing huge concern over the issue of human resources. The issue took shape when J P Morgan, operating on a global basis, integrated and moved into a merger with WAMU. Once this was formulated and executed, the entire workforce of the WAMU became the responsibility of J P Morgan. Under such circumstances, it became necessary for J P Morgan to relocate and reinstall the employees previously working with WAMU. As WAMU worked on a different parameter than J P Morgan it was difficult for the company to execute this relocation and reinstallation process in terms of services and electronic systems. It was necessary to evaluate and analyze the most effective utilitarian moves and implement them.
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However, there are methods to solve this issue of human resource utility maximization. It is obvious the process undertaken would be time-consuming and tedious as it would involve hard workforce implementation. The fundamental measure would be to understand and evaluate the working procedure of WAMU and analyze the methods that would be instrumental in the process of integration of the WAMU process into the overall J P Morgan working conditions. It would need multiple working teams who would be responsible for carrying out the plans and once the plans are formulated, each of the processes should be processed and the best measures should be sorted out after vivid analytical evaluations. As this would take a good amount of time, it is logical the WAMU would not change the brand name and assimilate with JP Morgan before the issues are resolved.
However, once this stage has been completed it is obvious that J P Morgan would implement some new ideas into the parameters of the human resource department. JP Morgan is indeed a huge organization and the methods followed at the concern are near perfect but there are always chances of betterment and there are always scopes of change. J P Morgan has a good amount of teams who are instrumental in reviewing and reorganizing the process implemented within the company. However, they should allow the usage of more electronic systems to enhance the capacity of the business by the means of the system up-gradation within the parameters of the human resource departmental systems. Sure, it is not mandatory to change everything but is needed to change aspects that can be made better and more profitable (Lamb, 2004).
Conclusion
In a general sense, there are issues related to the HR department in the modern corporate sectors that needs to be reconsidered and restructured. It is a fact that the department of HR is based on people and there is a huge amount of diversity among these people in the context of culture. The responsibility of the company in this context is to provide a corporate culture that would be respondent to all these diversities and amalgamate the people involved into one specific unit that would be instrumental in looking after the most utilitarian prospects of the company and work for its optimum benefit by enhancing profitability and production its limits. (King, 2006)
References
- King, H; (2006); Management Principals Today; Auckland: HBT & Brooks Ltd
- Lamb, D; (2004); Cult to Culture: The Development of Civilization; Wellington: National Book Trust