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By 1999 the company has workforce of more than 2400 people, majority of which are sales person.
The company has been recording profit since it started gaining momentum during 1980s. However from 1997 to 1999 company was earning lower percentage of profit. The revenues climbed significantly during this period, however the increase in the expenses is the reason the low profits. The Financial Report of the company for the year 2000 revealed that major chunk of company's money was being spent on the incomes and training of its employees. The company has policy of recruiting people with experience, and after recruitment the employees are trained, because the company believed that investing on the employees and their skills will bring rewards to the company. The company also introduced a certain performance grading criteria, and employee record software was also installed in all the outlets of the company. The company was offering lucrative pay scales to its employees, and the salary package varied significantly from the other companies.
However even after investing major chunk of money in the employees and the skills development, the results were not outstanding. The external sources revealed that the internal departments of the organization had certain complaints and reservations for each other, and this was another reason for company's poor financial results. The company has throughout stressed more on the employee's expertise, and emphasis on the production and quality standard is partial.
The management of the Egan's Clothiers Inc needs to prioritize their agenda according to the need of time, rather than taking a particular course of action purely on the grounds of expectations and hope. The sincere efforts of the management towards bringing reforms, and upgrading the company's economic and production activities is laudable but those efforts should be concentrated and focusing towards each and every possible aspect related to the organizational structure. The company has considered Human Resource as fundamental for implementation of all the activities and plans, but it is to be realized that organizational affairs are never handled by investing into particular department of it, rather all the other departments need…[continue]
"HR Case Study Realigning HR Practices At Egans Clothiers" (2006, November 26) Retrieved April 17, 2015, from http://www.paperdue.com/essay/hr-case-study-realigning-hr-practices-at-41470
"HR Case Study Realigning HR Practices At Egans Clothiers" 26 November 2006. Web.17 April. 2015. <http://www.paperdue.com/essay/hr-case-study-realigning-hr-practices-at-41470>
"HR Case Study Realigning HR Practices At Egans Clothiers", 26 November 2006, Accessed.17 April. 2015, http://www.paperdue.com/essay/hr-case-study-realigning-hr-practices-at-41470