Yuanwu Yu
(School of business, Zhejiang University)
Abstract: This case describes the human resources management problems of Kangda Group and corresponding improvements from the perspective of Li Qisen, the director of Human Resources Management Department of the Group. Despite of development during the past thirty years, Kangda Group was still facing lots of human resource management problems. For example, 18 branches of Kangda Group were independent to each other and rather difficult to supervise for the Group. There was also out of reasonable personnel planning. Besides, unreasonable position setting triggered problems one by another. What’s more, existing personnel system reform also attracted a target of criticism among managers and employees. Since pointed as the director, Li has successfully reduced the redundant employees and standardized the Performance appraisal management system by appropriately arrange employees who have worked in the Group for a long time and by introducing Regular performance appraisal feedback mechanism. However, Kangda Group still needs to do a lot of efforts to get rid of the current situation.
Keywords: Human Resource Management; Human Resource Planning; Performance Assessment
康达集团人力资源管理困境：春天在哪里？英文.pdf (216.38 KB)