Subject category:
Human Resource Management / Organisational Behaviour
Published by:
Wits Business School - University of the Witwatersrand
Length: 23 pages
Data source: Field research
Share a link:
https://casecent.re/p/22036
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Abstract
This case is based upon the study of an actual pharmaceutical company in South Africa, a subsidiary of an American multinational company. However, the names of the company have been disguised for the purposes of the case. Barbara Care, Human Resources Director at Stride Pharmaceuticals had invested considerable effort over the past years in developing sound human resources practices and ensuring that the company complied with the labour legislation of South Africa.The promulgation of the Employment Equity Act in the country presented Care, her department and the company as a whole with new challenges. Care had engaged a consultant to facilitate the strategies to address employment equity throughout the company and 'best practices' in employment equity had been followed. Care had reviewed all the work that had gone into the process but she still had major concerns about its ultimate success beyond pure legislative requirements. How could it be ensured that employment equity was an integral part of the strategy of the company? How could employee commitment to the process be ensured? Where did the 'ownership' for the driving of the process lie?
About
Abstract
This case is based upon the study of an actual pharmaceutical company in South Africa, a subsidiary of an American multinational company. However, the names of the company have been disguised for the purposes of the case. Barbara Care, Human Resources Director at Stride Pharmaceuticals had invested considerable effort over the past years in developing sound human resources practices and ensuring that the company complied with the labour legislation of South Africa.The promulgation of the Employment Equity Act in the country presented Care, her department and the company as a whole with new challenges. Care had engaged a consultant to facilitate the strategies to address employment equity throughout the company and 'best practices' in employment equity had been followed. Care had reviewed all the work that had gone into the process but she still had major concerns about its ultimate success beyond pure legislative requirements. How could it be ensured that employment equity was an integral part of the strategy of the company? How could employee commitment to the process be ensured? Where did the 'ownership' for the driving of the process lie?