King Company

King Company
Student’s Name
Institution
King Company
Introduction
The King Company is a manufacturing business establishment that specializes in the manufacture of high-quality computer components and accessories for the tech industry. The company is located in the upper Midwest region. Founded in 1994 by the current Chief Executive Officer, Don Dean, the company has grown to one of the most reputable tech companies in the region. According to the recent employee data by the company’s human resource department, it has an employee base of 835 full-time employees across all its departments. Despite the latest downturn in the computer and tech industry, the company has not been affected by these changes in the industry as it continues to specialize in high-quality products. Additionally, the company is reported to have a small size customer base scattered across several regions in Asia and the United States. However, the management team of the company is considering to expand its market to Canada and other countries in Europe. This paper will provide a detailed analysis of the King Company case study, particularly focusing on the company’s organizational strategy, human resource activities, and the human resource strategic role in the company.
King’s Company Human Resource Department
In an attempt to analyze the issues pointed out in King’s Company human resource department, it is relatively important to understand the current situation of the entire department. In this case, the previous leadership and management of the company’s human resource activities will provide a clear picture of what needs to be done to provide amicable solutions to the challenges faced by the department.

As stated in the company’s background information, before the resignation of the HR manager, Alan Grant, the company had experienced two distinct leadership styles in the human resource department. Marg Honduras managed the department for eight years before she was fired by the company’s CEO, Don Dean. During her tenure, the HR department had been described to be divisive, discriminative, unfair, full of criticism to the employees and application of a micromanagement leadership style. However, the appointment of Alan Grant as the successor in the King’s Company human resource department brought in a different form of leadership style in the HR department which was commended by most of the employees. Regardless of this, there is a lot of issues that need to be addressed in this department to bring about cooperation and employee motivation in the company. In particular, the E-mails sent by the managers, employees and the company’s CEO to the HR department point out several issues that need to be addressed efficiently in the company through its organizational strategy.
King’s Company Organizational Strategy and HR Activities Relationship
Organizational strategy and business success. The human resource plays a significant role in a company’s overall success. Additionally, training, motivation and proper compensation of employees in an organization help the company to achieve its financial goals through effective productivity and commitment from the employees (Storey, 2014). Moreover, an effective human resource management ought to adopt a cooperative and inclusive leadership style rather than an adversarial approach that has been applied in King Company HR department. In clear terms, a disorganized and uncooperative HR department will cripple the company’s financial goals and its entire organizational strategy due to lack of ultimate commitment from the employees. According to Purce (2014), a human resource strategy is a business or organizational strategy. As such, it means that the ability of the human resource manager to control the HR activities has a huge impact on the company’s success. Based on the e-mail sent to the HR director and the Vice President from the Senior V.P, it is evident that there is a substantial lack of commitment by the employees towards achieving the organizational goals. In e-mail 1, it explains the misrepresentation of sales reports by the employees which illustrates a significant lack of focus by the workers in the King company.
Communication. Indeed, communication is a vital component of a company’s organizational strategy and particularly its human resource strategic management. (Beardwell & Thompson, 2014). In the communication process, the firm’s organizational goals, targets, and objectives ought to be passed to the employees in a manner which makes them feel like partners in the process and not in an oppressive, authoritative or adversarial way as demonstrated in King’s Company HR department. In several instances presented in the King Company case study, lack of proper communication has been a major issue affecting its HR activities. To streamline issues noted in this department, there is a need to improve the communication standards in the company from the employees to the executive managers, the managers to the employees and within the employees themselves. Several e-mails in the King Company case study illustrate a lack of proper communication between the management and the employees. In most cases, the employees are furious about the executive decisions since they are addressed oppressively.
Employees compensation, training and motivation activities. Besides the cancellation of the employee’s wellness program, it is clear that the workers’ compensation packs have been significantly reduced by the company. Additionally, the management team suggests the abolishment of the existing employee training program which they feel it is ineffective in the human resource activities. The King Company HR department has been using threats and intimidation practices to force the workers to improve their productivity. In several occasions form the e-mails, the workers have been threatened to be sacked by the management. However, such HR activities have resulted in more serious problems as employees have shifted their focus from the company’s organizational objectives to the formation of unions to challenge management decisions to lay off workers. In other instances, the employees intend to use legal means to have their issues resolved by the company. Such issues have had a significant negative impact on the Kings Company organizational strategy due to lack of proper human resource strategic management and control.
Human Resource Strategic Role at King Company
As stated earlier, effective human resource management is essential for a company’s prosperity in any particular industry. From the issues mentioned in the relationship between the King’s HR activities and its organizational strategy, there is a need to improve the HR department to achieve the company’s objectives. First and foremost, the company needs to adopt inclusive and collaborative leadership skills in its HR department. Secondly, proper compensation, motivation and employee advancement should be undertaken to improve their productivity and commitment to the company (Ford, 2014). Additionally, the HR department has to develop proper communication methods to address the issues in the company with being oppressive and intimidating to the employees. Through the improvement of these issues, the company will ensure employees are properly motivated, trained and compensated to improve their effectiveness and productivity in the company.
Conclusion
In conclusion, it is relatively important to note that the employees play a significant role in the organizational strategy of any particular company. In this case, the King Company needs to abandon the current adversarial approach of HR management and employ a cooperative method which motivates the employees in the company. The company needs to invest more in the human capital rather than criticizing the employees in the ways mentioned above. The human resource director needs to collect on the issues addressed by the employees in a very sensitive and professional manner that doesn’t alter their performance and productivity negatively.

References
Beardwell, J., & Thompson, A. (2014). Human resource management: a contemporary approach. Pearson Education.
Ford, J. K. (2014). Improving training effectiveness in work organizations. Psychology Press.
Purce, J. (2014). The impact of corporate strategy on human resource management. New Perspectives on Human Resource Management (Routledge Revivals), 67.
Storey, J. (2014). New Perspectives on Human Resource Management (Routledge Revivals). Routledge.