The Enterprise Transformation and Strategic Human Resource Management-A Case Study of M Company

• Main Authors: Shih-Ying Hsu, 徐世瑛
• Other Authors: Shyh-Jer Chen
• Format: Others
• Language: en_US
• Published: 2018
• Online Access: http://ndltd.ncl.edu.tw/handle/n3945p

碩士 === 國立中山大學 === 人力資源管理研究所 === 107 === This case study focuses on a well-known home appliance brand in North America. Founded in 1977, M Company has established its own brand and transformed itself from a giftware importing agent and gift shop retailer into a home appliances company. It has also established subsidiaries (business units) in Guangzhou in 2003, Suzhou in 2006, and Taipei in 2011 (Suzhou and Taipei are joint-partnership entities). In 2017, M Company marked its 40th year in business. The purpose of this study was to explore the types of strategic human resource management that can be used in the transformation of M Company and to propose a human resources strategy and form of planning that can be adopted by the company. 1. Research Findings Through in-depth interviews, it was found that M Company’s owner used to run the business in a traditional manner. They did not attach great importance to the function and role of human resource management in modern enterprises. However, they noted gaps in middle and high-level leadership, product development, and marketing. To address these gaps, during M Company’s planned fifth round of transformation, it must integrate recruitment demands for product and marketing talents with new sales channels to transform from a B2B to a B2B2C business model. 2. Research Suggestion 3. First, the US headquarters should evaluate the feasibility of establishing an independent human resources department to benefit the overall corporate development strategy and objectives. Second, high-level talent training programs should be planned. Third, talent training and planning must be introduced, especially for new types of e-commerce sales, talent recruitment, and training. Last, the impact of customer service and logistics management on performance and products should be examined.