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Global Mining

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Submitted By bluerain76
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Introduction
This paper entails the critical analysis on the Global Mining (GM) case study whereby the human resource (HR) related issues are identified through GM’s problems and a provision of 3 HR strategies targeting at 3 key HR issues. This paper also address the possible implementation challenges that GM may face so as to mitigate them. However, detailed implementation approaches of these strategies are beyond the scope of this paper.
HR Strategies
There are growing evidence of positive impact HR strategies have on organisational effectiveness and performance (Boselie, Dietz and Boon 2005; Combs et al. 2006; Guest et al. 2003; Huang 2000). Lee, Lee and Wu (2010) quoted Mondy et al. (2002) on the boundary of HR strategies to include five key functions: staffing, human resource development, compensation and benefits, safety and health, and employee and labour relations. Based on Lee, Lee and Wu (2010)’s own study, which extended Mondy et al. (2002)’s HR strategies to include teamwork, HR planning, performance appraisal and employment security, they concluded that HR strategies do attribute to a company’s performances. The espousals of HR strategies are critical in motivating employees’ commitment towards corporate’s strategic objectives (Buller and McEvoy 2012).
GM’s HR Director, Susan Maffat, commented on unclear HR strategy offers an indication of GM’s poor or ineffective/inefficient HR strategies. The following problems currently faced by GM are the manifestation of key HR issues due to deficient HR strategies:
GM’s Problems and HR Issues 1. Greater workers’ loyalty towards unions
A circumstantial evidence to this situation can be ascertain through Susan’s comment on how GM’s managers rescind from HR responsibilities which may have provided the union a chance to infiltrate the operations and take on the HR management of GM. This is an implication of

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