HR Management



Organisationsexist since they form a means in which the human economic activitycan be strategically controlled and coordinated. Human resources (HR)practices demand the execution of the best approaches by aligninghuman capital with a company’s strategic goals. Appropriatepractices facilitates in the realization of positive businessoutcomes. Ignoring the linkage objective of good HR practices is acatalyst for inefficiency in a company structure and inability tohandle diverse challenges. It also results in weak decision-makingprocesses and consensus when there is a crisis that may lead tostrained relationships among stakeholders. Weak relationships hinderthe achievement of long-term goals and stagnates business growth.

Thepaper seeks to examine the appropriate human resource (HR) strategiesthat would help in solving the business challenges faced by MapleLeaf Shoes. The firm is shoes manufacturer based in Ontario. Despiteits huge success, the firm is facing several business challenges suchas high labor costs, stagnant employee productivity, and slow growthrate. Further, competition in the shoes industry has become intensewith cheaper and high-quality shoes coming from countries such asSingapore and China. The executive have also found the need formanagerial training aimed at enhancing the competencies of theiremployees. To meet its business objectives, Maple Leaf Shoes need tocreate appropriate HR approaches that will at the same time addressthe emerging business challenges.


Onemajor challenge affecting Maple Leaf Shoes is poor managementstrategies. The firm has small number people in the management. Poormanagement strategies have led to poor relations among the employees.Further, incidences of bias, discrimination, and sexual exploitationhave been reported in the company. Another challenge on identifyingthe impact of employment participation in the company is lack oforganizational commitment. Joensson(2008) notes that some firms fail to realise positive outcomes due topoor employee engagement. He observes that some firms areonly mindful about the profitability while disregarding the interestsof the employees. Failure to meet the needs and interests of theemployees leads to disappointment among the employees. Such is thecase with Maple Leaf Shoes where some employees feel uncomfortableworking in the organization. This has also led to poor workingrelationships and communication among the employees forcing some toquit (Ulmer, 2014).

Fragmentedand individual messages reduces the cohesiceness among the employeesmaking it difficult to handle to the responsibilities effectively.The same scenario is replicated when sharing information withstakeholders such as clients. Clients are likely to receive twodifferent messages that are likely to cause a discontect between anorganisation and the clients. As a result, it becomes difficult toassess the importance of employee participation on the performance ofthe company (Kim and Lee, 2010). Poor employee motivation has alsoemerged. Employees are not properly motivated to enhance theirproductivity. There is no properdecision-making mechanisms and appropriate means of handling employeechallenges. In one instance, an employee left the company with thesupervisor having little information about her departure.

Withpeople from diverse backgrounds, it is necessary for the firm to haveproper strategies to ensure their specific needs are realized. Themanagement has been blamed for not establishing proper mechanism forhandling employees’ grievances. Further, lack of propercoordination at Maple Leaf Shoes has resulted in loss of money andstunted business growth. Poor communication between the supervisorsand employees is largely blamed for inadequate identification of theimpact of the employee’s productivity on the company’sperformance. Overall, the performance of an organization isnegatively affected where the employees or supervisors are unable toaccount for their actions. It has also denied the firm and employeesan opportunity to exchange ideas and experiences. Maple Leaf Shoeshas poor workforce planning that affects on the business outcomes. Aweak plan affects the stability of the business, particularly theemployees who are the drivers of the business objectives.It has also led tostiff workingrelationships that are indefinite about the ethical issues andproblems affecting the employees.


Motivatingemployees, helps form an organizational behavior that is based onachieving excellence. Motivation looks at employees as entities whoshape and influence the business outcomes. According to Maslow’sNeeds Hierarchy theory, satisfying the needs of an employee boostshis/her work esteem and attentiveness at work.As such, MapleLeaf Shoes need to consider an appropriate motivation plan throughrewarding and training. From the details emerging from the Maple LeafShoes, appropriate measures are required to ensure that the employeesfeel comfortable. Thelink between the employee and the company performance demandthat companies be mindful of the motivational strategies.

Maple Leaf Shoes needs to create an appropriate motivation scheme forits employees. Motivation can be realized through reward scheme andtraining. When their needs and interests are met,employees experience job contentment and fulfill careergrowth. Such an employee is highly motivated andskilled to handle diverse challenges with ease. Strategiclinkages allow the employees to learn from other peers since theybecome conversant with the external environment. Employees valuecertain aspirations and can change from time to time. Companies arerequired to have a responsive and efficient approach regardingemployee participation. Employee participation and involvementschemes help in meeting the business objectives while considering theinterests of the employees.

Cultivatingand maintaining trust among the various stakeholders in anorganization, particularly in turbulent times is an indispensableprecondition to fact-based management.Investigating the organizational performance in a diverse setting canlead to conflicting data since it is difficult to assess thesignificance of every employee or departmental units(Rowley &amp Jackson, 2011).It is prudent for employee participation and involvement schemes tolay more emphasis on the function of supervision and overallperformance of a company’s team. All stakeholders in theorganization should be an opportunity to relay opinions while theleaders provide an enabling environment for all functional units(Thompson&amp Richardson, 2000).

Understanding the management functions is important to enable onehave the skills to operate or manage an enterprise. Management doesnot necessarily mean leading people but involves guiding theresources, policies and objectives of firm to success. Every businessunit should be managed properly since it has an input in theperformance of a given enterprise. Effective management approachesinfluence the followers by enhancing their performance and adherenceto established standards. Performance managementsystem (PMS) has generated significant interest by researchers in thehuman resources field. The concept gives attention to the HRM systemsand a firm’s performance. It is necessary that the firm executes proper PMS systems for improved effectiveness (Krishnan &amp Singh,2011).


Good HR practices ensure that employees drive the requisiteobligations towards the realization of business objectives.Innovative and strategic measures are required to align any businesswith the changing business environment. As apartner in the realization of business outcomes, HR ensures that acompany matches the unpredictable business environment throughcollaborative measures. However, HR practices cannot influencethe direction of a company’s strategic plan rather it onlyfacilitates the achievement of positive business outcomes.


Joensson,T. (2008). A multidimensional approach to employee participation andthe association with social identification in organizations. EmployeeRelations,30(6), 594-607.

Kim,S., &amp Lee, H. (2010). Factors affecting employee knowledgeacquisition and application capabilities. Asia- Pacific Journal of Business Administration,2(2), 133-152.

Krishnan,S. K., &amp Singh, M. (2011). Strategic Human Resource Management: AThree-Stage Process Model and its Influencing Factors. SouthAsian Journal of Management, 60-82.

Rowley,C., &amp Jackson, K. (2011). Humanresource management : the key concepts.London: Routledge.

Thompson,M., &amp Richardson, R. (2000). Theimpact of HR practices on business performance.QualityFocus,58-63.

Ulmer,M. (2014). Weare your Leafs: The Toronto Maple Leafs book of greats.Toronto, Ontario: Fenn-M&ampS.