Case Study: Protec, Ltd.

Paper Summary:

This paper investigates both the specific issues facing the Protec, Ltd., and the methods proposed that could be used to improve outcomes by improving human resource management at Protec, Ltd. The paper examines the organizational culture, structure and leadership, which are the underlying causes of the company's current distress. This paper proposes a two-pronged approach utilizing both strategic human resource management and change management as central methods to address all of the current human capital issues impacting performance and outcomes.

Table of Contents:
Introduction
Review of the Issues
Organizational Culture
Organizational Structure
Leadership
Proposed Plan for Improvement
Strategic Human Resource Management
Change Management
Conclusion

From the Paper:

"Additionally, Gravells (2006) argues that change management can improve leadership by providing clearly defined goals and objectives for managers and human resource personnel. The development of leadership in the Protec organization is one that clearly has implications for the success of the current change. Based on data provided in the case, resistance to change is rampant and few initiatives have been undertaken to improve leadership and focus. As a result different management teams are communicating in a manner that is both chaotic and disorganized."

Sample of Sources Used:

• Boswell, W., 2006. "Aligning employees with the organization's strategic objectives: Out of line of sight, out of mind", International Journal of Human Resource Management, vol. 19, no. 9, pp. 1489-1511.
• "Change management: The HR strategic imperative as a business partner", 2007. HR Magazine, vol. 52, no. 12, pp. 1-9.
• Craine, K., 2007. "Managing the cycle of change", Information Management Journal, vol. 41, no. 5, pp. 44-50.
• Gravells, J., 2006. "The myth of change management: A reflection on personal change and its lessons for leadership development", Human Resource Development International, vol. 9, no. 2, pp. 283-289.
• Green, K.W., Wu, C. & Whitten, D., 2006. "The impact of strategic human resource management on firm performance and HR professional work attitude and work performance", International Journal of Human Resource Management, vol. 17, no. 4, pp. 559-579.

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