Reference no: EM133095830
Joint Automotive enterprises (JAE inc) is an independently incorporated joint venture of automobile manufacturing established in Barrie Ontario, Canada. The joint venture brought together expertise and funding from GM and Toyota, which then would produce parts and cars for both companies. Joint Automotive enterprises is a huge employer in the local area, employing two shifts and a total of 1400 workers at the plant. The financial crisis had a negative impact on the availability of financing and the demand for cars plummeted. The big auto manufacturers received bailout funds from the US government in order to secure their survival. In 2010, as part of the restructuring and reorganizing to return to profitability, GM sold its stake in the joint venture to Toyota. Toyota now owns 100% ownership in the company. The company now solely produces Toyota cars and parts. As Toyota car sales have continued to recover, it has begun to look to expand operations within North America. JAE Inc is seeking to expand its operations in line with the overall expansion plans of Toyota. They are now seeking extra workers for a third shift for the plant. In the region of 200 more jobs will be created on the factory floor. It is the responsibility of the human resources department in JAE Inc to recruit and select appropriate candidates for factory workers and supervisors needed for this third shift. One issue that Toyota needs to consider is a competitive starting wage for new hires that reflects current remuneration levels in the industry, which can be a challenge because these new remuneration levels are lower than wages earned by longer-term employees.
It is the job of the human resource department to coordinate an appropriate recruitment and selection strategy and develop an orientation program and appropriate training. There is also concern in the organization in regards to the current performance review system. All parties: the employees, the supervisors and managers don't seem to value the system and complain about it regularly. The process does not have any impact on productivity or performance on the factory floor and is not working as it is clearly resented by all parties who openly question its validity. One idea on the table is to change the performance review system and adopt a 360° performance review.
1. List 4 common methods of dealing with a shortage of workers, like JAE inc is facing.
2. The company is looking to hire external candidates for the supervisor posts for the 3rd shift. Discuss the 2 benefits and 2 drawbacks of hiring externally.
3. List four potential sources of external candidates for the 3rd shift. Discuss the appropriateness in attracting the correct types of candidates to develop a pool from which to select from.
4. There are five sources of information about job candidates that a company can use in the recruitment process. List any of the 4 sources (2 marks) and explain why or why not they are appropriate for the company to use in this recruitment process.
5. List the different types of employment tests. Which 2 of the employment tests would be appropriate in the selection process of a new factory work on the 3rd shift, give reasons for your choice?
6. When a new employee has been selected, why is orientation important?
7. Using the steps in the Training process, outline an appropriate orientation training program for new employees on the 3rd shift
a. Describe the needs gap of the new hires.
b. Outline the key objectives of the orientation training.
c. What will be the design/structure of the training? Why?
d. How will it be implemented? On the job or off the job? Evaluate why this is the best choice, be sure to benefits and drawbacks?
e. Identify 2 methods that should be used in implementing the training. Describe how they would be used.
f. There are four ways to evaluate whether training has been successful. List each of those four ways Which evaluation methods would you use in order to ensure that orientation training has been successful at JAE inc? Give reasons for your choice.
8. What is a 360° performance review? Ensure to explain who's involved in the process.
9. Advise management as to three possible reasons why the current performance review system At JAE Inc is failing. (as the case doesn't outline any)
10. List and explain 4 factors that JAE inc must consider when setting an appropriate pay grade for the new employees.
11. The company is considering a team-based bonus structure. In your opinion is this a good idea? Give three reasons for your choice.