Medical Precision Systems Human Resources Management Case Study

Medical Precision Systems Human Resources Management - parapraxis Study ExampleA share is a unit of ownership. When you own a share you lead a part-owner (shareholder) of a company and you will rich person the right to receive any dividends paid on each share that you own receive a copy or summary of the companys annual communicateA performance management culture exists at MPS and appraisals, remuneration, and promotions are highly performance based. Artley and Stroh (2001, p. 5) reports, only high-performance organizations, whether public or private, are, and must be, interested in developing and deploying effective performance meter and performance management systems, since it is only through such(prenominal) systems that they can remain high-performance organizations. For fifteen age MPS has been employing a total quality management (TQM) program. Ten employees are on a police squad and they elect their leader. Group, or team, leaders hold feedback sessions and report wha t they gather to the senior performance managers. (Beardwell and Holden, 2001, p.742.)A keen deal of time, effort, and money is involved in providing excellent training in teamwork, people skills, and job education. along with all of this training, company benefits, and a caring staff MPS also offers recreational facilities, sports, and social events for its employees. The company has strong values and a clear vision and it lives up to its mission statement, MPS-working for the health of America. (Beardwell and Holden, 2001, p.742.)In the early 1990s MPS took its business worldwide and expanded into Europe, the United Kingdom, Sweden, and France. The strategy had to be set as the company was now global and the system had to cater to global commitments and developments. Although business on the production and marketing side were going well Last Name 3and the United Kingdom adjuvant in Bath and the Swedish subsidiary in Uppsala experienced steady growth, the overseas HRM experienc ed umpteen difficulties. Reports revealed there was much potential for the French subsidiary. ((Beardwell and Holden, 2001, p. 742.) The company faced some disadvantages of going global and the miss of success with HRM that other firms run into. These include, as listed on 03 October 2003 by easterangel-ga (a blogger on Google Answers)-Flexibility and change in mindset Cultural taboos or sensitivities of the market-Level of commitment-Organizational structure Ensure multinational legal compliance such as labeling, packaging, product safety, and liability laws)-Language barriers MPSs HRM worked for its home-based parent company but did not do quite as well with its subsidiaries. Expatriate managers exerted strong controls over employees in different countries based on goals in fiscal and production terms, which were set by the parent company, did not give the local subsidiaries much input. They did not have much say in business activities. (Beardwell and Holden, 2001, p.742.)Keepin g unions out or making sure that their regulate was kept to a minimum were the