Paragon pulp company - case study


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Paragon pulp company - case study

  1. 1. BSMH 5013Human Resource ManagementCase Study 03PARAGON PULP & PAPER COMPANY, Ltd.By814284 - PRIDHIVRAJ NAIDU31stMarch 2013
  2. 2. Table of ContentTopic Page NumberIntroduction 01Background Case 01Problem Statement 02Options to solve the case 02Recommendation 04Conclusion 04
  3. 3. 1. IntroductionCompany‟s most important asset is its people. Having the right people with the right skills in the right positionsmakes the difference between business success and failure(Croy, 2005). For a paper and pulp producer such asParagon, having and able and active manpower is very much important to ensure continues production of itsproducts.Many countries are becoming increasingly reliant upon an aging workforce. Yet, much literature positions olderworkers as „last resort‟ employees, held in low esteem by employers whose preference for youth extends intodecision-making about workplace engagement and support(Billett, Dymock, Johnson, & Martin, 2011a)Anyhow, workers tend to age and with the aging of the workforce, career issues faced by older workers areemerging as a major organizational challenge (Savery, L.K. and Luks, J.A. 1998). One career issue that isbecoming a source of great concern is career plateauing. Older workers are significantly more likely toexperience career plateauing than younger workers (Allen, T.D., Poteet, M.L. and Russell, J.E.A. 1998)Career plateauing can be categorized in to structural and content plateauing. Hierarchical plateauing resultswhen there is little chance of further vertical movement within an organization whereas job content plateauingoccurs when individuals are no longer challenged by their job or job responsibilities (Bardwick, 1986).2. Background of the caseParagon Paper and Pulp Company is very much proud of its personnel selection method. This method wasplanned and designed by its management compromising well trained and skilled people from related disciplines.The method enforced consists of application form, test of reasoning and patterned interview form. The casejustifies the methods comparing to various problems faced by the organization in times the process beingskipped and also of problems faced outside the selection process implemented at the organization.3. Problem Statement
  4. 4. As mentioned apart from the selection process, the company faces problems such as Managing an ageingworkforce in the organization. Senior staffs with vast experience and reasoning skills. These staffs need aspecial position or “prestige job‟ as mentioned by Bill Gilroy to maintain high effectiveness and productivity.4. Three options to solve the problemThe senior staffs also need perceived respect from supervisor and work group, how supervisors and work groupmembers behave toward older workers conveys how valued and respected older workers are by their supervisorand the members of their work group (Cropanzano, R., Prehar, C.A. and Chen, P.Y., 2002) Tyler and Blader(2003) also proposed that respect will be linked especially strongly to discretionary-voluntary behavior. That isthe willingness to voluntarily participate in self-development and training programes to contribute to theorganizations future development.For this approach, there is a need to emphasize in the change of the culture of the organization, the mindset ofthe people to accept the strengths of the senior staff more then to look and compare their abilities to the youngerstaffs. And the team supervisors should give importance to the ideas and contributions the staffs can give to theteam.Training and continues development of skills should be infused in to ageing workforce, as mentioned byRobinson (2000) knowing what skills are in demand and ensuring these are acquired and maintained hasbecome a key concern as many individuals strive to improve their employability by remaining attractive to thelabour market, not only for employability but this also helps the organization to maintain these people as activeworkforce. This will in turn transform ageing staffs from a liability to an important asset to the organizationWhen the management plans to consider training and development for senior staffs, the organization needs totake in to consideration the number of years the organization is planning to have the staff and the contributionthey can give the organization. The organization also needs to stay clarify the duties and role the senior staffwill take over after the training.
  5. 5. Flexible working which allows employees to achieve a better work-life balance can be a useful strategy forhelping older workers to stay in work longer and for making the transition to full retirement less abrupt. Thissection reviews attitudes towards its use and assesses availability (Macleod, Obe, Wilton, Woodman, &Hutchings, 2010). Providing a flexible working opportunity to senior staffs would also be a form ofappreciation, motivating them to perform better for the development of the organization.To implement this the organization would have to have contingency or back up plan to manage the seniorsstaffs flexible schedule to make sure there is no shortage of staffs in that department. Also the organizationwould have to plan earlier the implementation of the flexible scheduling to avoid shortage of staffs.5. RecommendationBased on the suggestion listed above, the best solution to handle senior staffs in the Paragon Pulp and PaperCompany, Ltd. To implement the change in working culture by training the staffs to be more respectful of theirsenior counterpart – This would be effective in both terms of working environment of the organization and alsocost efficient. The number of ageing staffs are not relevantly high to be awarded flexible working time andtraining which will need special care as well separate budget from the managementAs far as to implement to be respectful and recognize the contribution of the senior staffs, the cost is veryminimal. And the implementation time frame could be reduced based on the willingness of the supervisors andimmediate head of departments. The senior staff‟s contribution could be recognized by conferring specialadvisory tasks and certificate of appreciation at the working stations.6. ConclusionConcerning the ageing workforce, it also requires a change in societal views about the value of older workers,and that sentiment change needs to be particularly exercised in workplaces and by those who make decisionsabout employment, developmental opportunities and advancement (Billett, Dymock, Johnson, & Martin,2011b).
  6. 6. Upon implementation the organization would have a helping hand from the experience of the senior staffs.These contributions could be very well enhanced by providing a platform or channel for the staffs to discusstheir views with the management or supervisors themselves.ReferencesAllen, T.D., Poteet, M.L. and Russell, J.E.A. (1998), “Attitudes of managers who are more orless career plateaued”, The Career Development Quarterly, Vol. 47 No. 2, pp. 159-72.Bardwick, J. (1986), the Plateauing Trap, Amacon, New York, NY.Billett, S., Dymock, D., Johnson, G., & Martin, G. (2011a). Last resort employees: older workers‟ perceptionsof workplace discrimination. Human Resource Development International, 14(4), 375–389.doi:10.1080/13678868.2011.601571Billett, S., Dymock, D., Johnson, G., & Martin, G. (2011b). Overcoming the paradox of employers‟ views aboutolder workers. The International Journal of Human Resource Management, 22(6), 1248–1261.doi:10.1080/09585192.2011.559097Croy, F. G. (2005). The recruitment debate: To outsource or not to outsource? Which is the bigger risk? HumanResource Management International Digest, 13(3), 27–29. doi:10.1108/09670730510595012Cropanzano, R., Prehar, C.A. and Chen, P.Y. (2002), “Using social exchange theory todistinguishprocedural from interactional justice”, Group & Organization Management, Vol. 27 No. 3,pp.324-51.Macleod, A., Obe, D. W., Wilton, P., Woodman, P., & Hutchings, P. (2010). Managing an ageing workforce(pp. 1–31).Robinson, P. (2000) “Out of the Market? Sell Yourself,” The Age, Melbourne17th April, p.8.Steinberg, M., Walley, L., Tyman, R., and Donald, K. (1998) “Too Old to Work?” in Patrickson,M., andHartmann, L. (1998) Managing an Ageing Workforce, Woodslane, Melbourne, Australia, pp.53-68.Savery, L.K. and Luks, J.A. (1998), “Plateauing: a potential risk for the older worker”, inPatrickson, M.and Hartmann, L. (Eds), Managing an Ageing Workforce, Woodslane Pty, Warriewood, pp.193-204.Tyler, T.R. and Blader, S.L. (2001), “Identity and cooperative behavior in groups”, GroupProcesses and Intergroup Relations, Vol. 4 No. 3, pp. 207-26.