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Essay / Research Paper Abstract
This 4-page paper discusses the best way for Reardan, a plastics company, to set up a human resources program to both compensate for potential retirement of its baby boomers, and for an international workforce (as one of its plants is in China. Bibliography lists 2 sources.
Page Count:
4 pages (~225 words per page)
File: D0_MThrisgl.rtf
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Unformatted sample text from the term paper:
Reardan, which is a leader in the field of plastic injection molding, has facilities in San Jose, California; Albany, Georgia; Pontiac, Michigan and Hangzhou, China. However, as they continue
to maintain and satisfy stakeholders, Reardan is very much aware that a large group of employees (baby boomers) will retire soon. The goal here is to recruit and maintain a
loyal and quality workforce, while continuing to satisfy the demand of both customers and shareholders. Additionally, Reardan has a multicultural workforce,
especially as it pertains to its plant in China. The Asian workforce is vastly different from that of Western culture, so this needs to be taken into consideration as well.
Noe et al (2002) also notes that companies wishing for competitive advantage throughout the world (and locally) should "be able to manage
the behavior and results of all employees" (p. 325). One way in which to do this, according to the authors, is through a performance appraisal system. Not necessary those yearly
form-filling nightmares, but rather, ones that provide constructive feedback for both manager and employee (Noe et al, 2002). The authors, rather, suggest a full-fledged performance management system, which includes three
parts: defining performance, measuring performance and providing feedback in terms of performance information (Noe et al, 2002). In this case, the three-pronged approach can go a long way toward helping
Reardan to develop and maintain its workforce. Technical infrastructure - Apply elements of an effective technical infrastructure. Include application of information (such as requirements and considerations) provided by an HRIS.
Groe et al, 1996 also points out (to no ones surprise) that information technology can be matched up with human resources
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