Contents

• This report is based on the following requirement -
• Assuming you are the Senior HR Executive for MiningCo, which operates in a range of isolated locations with many fly-in, fly-out staff on a rotating two-week roster basis. Analyse and reflect on the following three interrelated scenarios:
• Case one: you are tasked with researching the impact of introducing performance management initiative on the motivation of staff in your location. You are to make recommendations to the board, specifically on how the proposed initiative will impact on their decisions moving forward.
• Case two: MiningCo has a problem—each isolated site operates as a single entity and there is very little cross-over or staff rotation between them. The economic crisis in Greece and the increasing impact of the presence of ISIS in the Middle East on foreign nationals is resulting in many of the senior executives onsite wishing to leave. You will need to make recommendations to the board for how to curb any hysteria that ensues.
• Case three: you need to put together a crisis management team to manage the event that any substantial talent gap emerges at any individual site. You will need to decide on the selection criteria, the format, structure and function of the team and how you would reward them.
• Following your analysis, present your findings and recommendations in a report addressed to the MiningCo board. You should make significant references to subject material and substantial wider reading using the Torrens University library. Attach appendices as necessary, noting that they are surplus to the report (and its word count) and, therefore, assume they may or may not be read by the board (and the marker). There is no prescribed format for the report; use your own research to inform its structure.
• Assume the word limit is literally a limit and that the board will reject any paper that breaches it. Students should use the brief to guide what to include in the assessment and the following rubric to inform the standard required.

Description

Effective human resource management considering the motivational aspect of the employees is crucial to drive the growth of every organization attains the sustainable competitive advantage. The existing literature studies rarely focus on the employee reactions towards the HRM practices (Rosenthal, 2004);(Glaser, 2001). In the studies of critical analysis of human resource behavior, it is observed that the employees are considered as an instrumental part(Storey, 2001). Some of the studies have been found for analyzing the reaction of the employees to the management initiatives within the organization(Legge, 2005). However, a few studies on HRM have a tendency to ignore the effect of HR practices on workers(Grant & Shields, 2002). In light of this crevice in the HRM studies, the present paper gives an account of an investigation of employee reactions to the presentation of an performance evaluation procedure in an MiningCo which is involved in mining operation in many isolated location with many fly-in, fly-out staff on a rotating two-week roster basis. The paper also focuses on the talent gap exists in individual sites of the company.