MINI-CASE: Medical Precision Systems (MPS) Ltd

MPS Ltd., is a large, publicly owned business in the UK, has been successfully trading on the stock exchange for several years. However, during the last three years it has found difficulty in filling its senior management positions. Soon, some of these key managers are due to retire. The company, which manufactures and sells complex medical precision instruments, is organized into six manufacturing departments. Each department sometimes operates independently and at other times needs to work closely with other manufacturing departments. The Chief Executive Officer (CEO) introduced a small human resources department to the business a few years before going public. This department has remained stable and family-like during the intervening years. The business now has about 200 employees and continues to grow. In this mainly male dominated industry, the board of directors recognise that it is necessary for the leaders in the business to not only make many complex and technical decisions but also to reflect the society within which it operates. So, for their middle management positions the company originally recruited from outside the organization, from competitor businesses or similar technical industries. However, MPS soon found that candidates selected for middle management positions did not always have the necessary competence to perform their new duties to the high levels required and were not able to progress to the senior management positions. A decision was then made to try to recruit from inside the business, propelling talented graduates into middle management positions in preparation for fast-track senior positions. Some graduates were promoted and placed in middle management jobs but within two years had left the company, leaving the business in a difficult position in filling their soon to be vacant senior management roles.

Q1. Describe and analyse in detail responsibilities and tasks of individuals at senior executive and entry level positions of the organisation that are likely to impact the team interactions at MPS. Use theories and concepts studied during the course to suggest what might be missing in the HR planning process of this organisation that is causing their problems.

Q2. Typically, there are three major categories within which specific HR roles fall. Explain in detail how these categories might help to resolve this organisations problem with graduates and impending senior management vacancies. Briefly discuss the additional strains on these HR categories that might occur at MPS if the work environment is compromised by a health issue such as a virus pandemic.

Q3. The work at MPS is both complex and technical in nature. Explain in detail how job analysis and job design might improve employee performance in the manufacturing departments. Use concepts learned on the course, your own research and the case context to develop your arguments.

TOTAL Wordcount 3 questions 750 1000 words (approx. 250-333 words per question)