HT Corporation, a manufacturer of heavy trucks had a long, sad and bitter history of employee relations. The company openly practiced "management through terrorism". Engineers and technicians dominated the culture. One of the company's assembly plants devoted major resources to statistical process control. An entire department staffed with engineers and Quality specialists justified its existence by keeping control charts. The engineers collected and stored data on a computer and posted the charts in every production department once each week. They also posted lists of problems and defects attributable to each department. Another department kept itself busy with "work redesign" and "assembly line balancing". The plant was highly product focused. Material moved smoothly from one operation to next. Subassemblies flowed into assemblies like the tributaries of a river, all moving toward the final assembly line.

Despite this effort, quality was mediocre at best. HT Corporation devoted more factory space to rework and repair operations than to the original assembly. The individual and social aspects of the system were largely ignored. People lacked interpersonal skills, common goals and trust and they could not hope to attain these qualities under the existing power structure and reward system.

Answer the following Questions with 150-200 words

What are your comments on the human resource management of HT Corporation?