Introduction
Norge Portugal is a multinational Norwegian organization located in Lisbon and was founded in 2001. The firm specializes in selling, upkeep, and refurbishing sophisticated machinery for the clothing industry. The business is well known for providing world-class assistance to its clients, emphasizing client satisfaction to cultivate clients’ trust (McGuire, 2018). Despite being in business for almost ten years, the organization has a very limited client base relative to other corporate locations abroad. Nevertheless, the firm’s continued profitability is largely due to its positive consumer image.
Human Resource Issue
The business is prosperous due to the better yield gap on its products, but it cannot grow due to human resource issues. The situation analysis suggests that the firm’s human resource department did not adjust to meet the organization’s requirements. Initially, the organization had a serious issue with human resource activities. Most of the firm’s information came from the vice president of human resources, neither a certified human resource manager nor based in the nation. Consequently, the personnel cannot directly comprehend business and employee problems.
Furthermore, there are personnel concerns because Mr. Jose Silva, the assistant office administrator, had too much on the platter (McGuire, 2018). Mr. Silva had responsibilities in various administration, litigation, accounting, regulatory, and financial areas in addition to his role as the executive assistant. Due to the boss’s excessive workload, it was possible that certain obligations were unfulfilled or that made business goals unachievable.
Analysis of the Problem
Part of the step includes an assessment of the human resources practices. The analytical component will offer essential information about the organization’s issues and effective solutions to the problems. The organization recruited 57 staff members responsible for providing services across the rest of the nation (McGuire, 2018). Nevertheless, the organization hired some employees from adjacent subsidiaries such as Spain. The outsourcing of the employees suggested the existence of personnel concerns. Mr. Silva deployed context and corporation-specific considerations to recruit more workers to counteract the issue. In addition to hiring assistants to help every manager with their daily duties, Mr. Silva also engaged an economist with expertise in accountancy.
The organization had employees from four divisions: sales, management, operation and repair, and client management. However, before administering assignments, the office administrator, Mr. Silva, had to meet with the leaders of each unit. Additionally, Mr. Jorgensen, the chief executive, needed to use the heads to stay current on corporate events. The issue was that Mr. Silva and Mr. Jorgensen enjoyed ignoring leaders and acting independently (McGuire, 2018). For example, Mr. Silva left the department heads out of implementing the staff performance appraisal system.
Assumption Made
There was an assumption that Mr. Silva had a lot of duties to perform and that the organization had four divisions. Yet, Henrique Fonseca headed about three groups within the client assistance and repairs groups. The groups were responsible for clients from various parts of the nation. Clients came primarily from the north region of Portugal, with one recurring client from Lisbon in the south region (McGuire, 2018). Employees in the northern part often suffered due to driving farther to service the sole consumer. The leadership division of Silva’s company handled treasury, law, budgetary control, overall accounting, and cash flow management. Consequently, the divisions were likely to perform below expectations and fall short of the firm’s goals.
Norge Conceptual model
The firm’s human resource department developed a structure that rewarded high-performing workers. Nevertheless, the administrative assistant implemented the procedures without consulting the general manager. The human resource president, who worked for the global Norge Company and beyond Portugal, was the one who came up with the concept (Leick, Eklund & Kivedal, 2020). Additionally, the process was done without consulting the firm’s four main parts. It was clear from the statement that the corporation lacked a defined institutional framework.
Resolution Stage
In addition to hiring and implementing the firm’s established rating scale, there are numerous more options to address the prudent and tactical issues raised in the case. Furthermore, Mr. Silva and Mr. Jorgensen were supposed to consider the following alternate methods to address the issues raised in the case: the appointment of a Human resource professional to handle employee matters in Norway and Portugal (McGuire, 2018). It will also support identifying employee requirements, emphasizing human resource activities, and improving those features.
The company can rate workers on tasks accomplished, teamwork abilities, and enthusiasm in monthly assessment methods, which can help to ease the tiresome rating evaluation process. The process can make finding the workers who should receive bonuses or prizes (Leick, Eklund & Kivedal, 2020). In addition to adding more employees to assist with excessive workload, the business should start offering staff practice sessions to inform staff about the importance of adhering to allocated duties.
Conclusion
The company should create a human resource division to handle personnel-related issues. The company should also simplify the system of rewards and incentives to be recognized globally. The firm should hold regular corporate planning discussions to analyze the firm’s achievements and make improvements if necessary. Every unit in the company has a leader, and after Norge executives have reached an agreement, leaders will give out the assignments. The units anticipate the operation’s start date in the next two months. The company should implement compensation and incentives programs, and each month, workers should receive rewards based on their performance. Furthermore, Mr. Silva serving as a clerk, should organize corporate meetings monthly. The organization must implement Conference suggestions no later than one month after the conference.
Reference
Leick, B., Eklund, M. A., & Kivedal, B. K. (2020). Digital entrepreneurs in the sharing economy: A case study on Airbnb and regional economic development in Norway. In The Impact of the Sharing Economy on Business and Society (pp. 69-88). Routledge.
McGuire, S. J. (2018). Norge Electronics (Portugal), SA. Thunderbird International Business Review, 49(1), 123-139