HUMAN RESOURCE MANAGEMENT (HRM)

Case Study: The Outsider Peter Movers Corporation was expanding its operation in its construction business and trading activities. Most of the employees come from technically trained manpower due to the nature of work. The management feel that they need to hire new and fresh executive to bief up the growing work force. A nontechnical executive in the person of Roger Santiago was added to the working teams of the managers. He was assigned as assistant to the president and chief- executive officer. The work of Mr. Santiago covers analysis of manpower programs and cost related activities and to give advice to the President of some management aspects that are not generally handled by line managers. The appointment of Mr. Santiago was not received well by older managers. They felt that insider should have been placed instead as assistant to the president. Mr. Santiago had difficulty getting some important information from line managers, without the expressed orders from the president. Nevertheless, Mr. Santiago continued to prove his worth by instituting new work programs and managerial activities, that brought substantial improvement in the company operation and profitability. He worked for management compensation systems that gave more benefits and produced more dedicated manpower. He made a lot of improvements in system design and work improvement programs. Five years later, Mr. Santiago was promoted to the position of vice president. During the period of proving his managerial competence, managerial employees slowly began to like him as a person worthy to the position. His promotion to the position was well received by all.

Note: Prepare the case analysis using the case format below: Each section should have minimum of 500 words, it should provide in depth analysis.

I. Statement of the Problem A. The central problem or question to be addressed in this case study. II. Case Facts A. Background information about Peter Movers Corporation's expansion. B. The appointment of Roger Santiago as a non-technical executive. C. Initial resistance and difficulties faced by Mr. Santiago. D. Mr. Santiago's contributions and improvements within the company. E. His eventual promotion to the position of vice president. III. Analysis/Hypotheses A. Analyze the reasons behind the management's decision to hire a non-technical executive. B. Assess the initial negative reactions and challenges faced by Mr. Santiago. C. Examine the impact of Mr. Santiago's initiatives on the company's operation and profitability. D. Hypothesize about the factors that led to the change in perception and the eventual acceptance of Mr. Santiago by managerial employees. IV. Alternative Courses of Action A. Present alternative scenarios or decisions that could have been made by the company. B. Discuss the potential consequences and advantages/disadvantages of each alternative. V. Recommendation and Conclusion A. Provide a recommendation based on the analysis. B. Summarize the key points and conclude whether the appointment and promotion of Mr. Santiago were justified and beneficial for the company.