英文论文翻译:BFG公司的运营

英文论文翻译:BFG公司的运营

本报告是关于BFG公司的,该公司从事保险业务。BFG的业务分布在5个不同的地区,拥有150名员工。最近,管理层决定将其办公室合并为悉尼的公司总部。管理部门担心管理费用和人员费用无法管理,这已影响到人力资源管理。BFG已被另一家保险公司SIG收购。在经过深思熟虑的总部运营过程中,BFG在员工投诉、客户投诉、员工投诉、销售收入下降等方面一直面临着诸多问题。本报告包括与人力资源测量框架相关的各个方面,以便从人力资源问题上加以克服。员工敬业度、文化和工作环境,以及与离职面谈和员工不满有关的问题。在本报告中,X理论和Y理论被用于BFG的领导力管理。本报告的最后一部分包括对BFG的建议,以便他们能够应用it管理其人力资源。

BFG案例研究

描述公司及其经营目标

BFG是一家10年前在澳大利亚注册成立的保险公司。其主要经营市场在澳大利亚,并与5个办事处在澳大利亚。BFG的主要业务目标是实现20%的基准利润率。但由于BFG的人力资源多元化,人力资源成本巨大,无法实现20%的利润率。BFG无法管理或控制其人力资源或人员成本的开销,这是失败的原因。

英文论文翻译:BFG公司的运营

问题出现

最近,BFG的管理遇到了两个或两个需要注意的问题。在被SIG公司收购之前,BFG已经在5个不同的地点开展了业务,每个地点都有自己的一套人力资源政策。因此,即使合并了不同的地点,BFG也无法解决人力资源管理中的员工或问题(Bach & Edwards, 2013)。BFG管理层面临的另一个问题是没有组织好人力资源管理体系。SIG有自己的一套管理人力资源的政策和实践。BFG的管理很难与SIG的HRM标准相匹配。

问题证据:在BFG的企业运营和人力资源管理中存在的问题或问题很少。大公司所面临的投诉、不满政策等都有所增加。以下是一些显示BFG问题的证据:

由于5个地点的合并,许多员工离开了他们的工作,因此这增加了剩余员工的总体工作量。由于工作量增加15%,导致员工投诉(Bach & Edwards, 2013)。

员工对呼叫中心员工的招聘和选拔过程的不满增加了5%。

由于BIG合并了5个不同的办公室,这导致了员工流动率很高。很多员工离职是因为办公室的重新定位,很多人没有在BFG找到未来的增长(开封等,2012)。

由于办公室的合并,员工无法理解他们的新角色和职责。这导致了销售收入的下降。

英文论文翻译:BFG公司的运营

This report is about BFG Company which is engaged in the business of insurance. BFG has its business operation among 5 different locations and has 150 employees. Recently management had decided to consolidate its office into corporate headquarter in Sydney. Management is concern about its unmanageable overheads and staffing cost and this has affected human resource management. BFG has been bought out by SIG which is another insurance company. BFG has been facing many issues while operating from considered headquarter in terms of staff complaints, customer complaints, staff grievance and fall in sales revenue. This report includes various aspects related to HR measurement framework so as to overcome from human resource issues. Employee engagement, culture & working environment and issues related to exit interview and staff grievance. In this report, Theory X and Theory Y have been used for managing leadership in BFG. Last section of this report includes recommendation have been stated for BFG so that they can apply it managing its human resource.

Case Study of BFG

Description of Company and its Business Objectives

BFG is an insurance company which is incorporated 10 years ago in Australia. It has its main operation market in Australia and was working with 5 offices in Australia. Main business objective of BFG is to achieve benchmark 20% profit margin. But somehow BFG is not able to achieve profit margin of 20 % because of its diversified human resource and incurring huge cost on human resource. BFG is not able to manage or control its overhead on human resource or staffing cost and this is the reason of failure.

英文论文翻译:BFG公司的运营

Problem Experiencing

In recent time, management of BFG has encountered with two problems or issues that needs attention. Since prior to bought out by SIG company, BFG has its business operation at 5 different locations and each location has its own set of HR policy. Therefore even after consolidation of different locations, BFG is not able to figure it out how to deal with staff or issues in HRM (Bach & Edwards, 2013). Another issue that management of BFG faces is of not having organised human resources management system. SIG has its own set of policies and practices that manages human resource. It is very difficult for management of BFG to match HRM standards as of SIG.

Evidence of problems: There are few issues or problems that exist in business operation and management of human resource of BFG. There has been increase in complaints, grievance policy, etc that BIG has been facing. Following are some evidence that shows issues BFG:

Because of consolidation of 5 locations, many employees left their job therefore this has increases overall workload for remaining employees. This has resulted in staff complaints because of workload by 15% (Bach & Edwards, 2013).

Staff grievance has been increased against recruitment and selection process of call centre employees by 5 %.

Since BIG has consolidated its 5 different offices this has resulted in high employee turnover rate. Many employees leave job because of redirection of offices and many does not find future growth in BFG (Kaifeng et al., 2012).

Because of consolidation of offices, employees are not able to understand their new roles and responsibilities. This had resulted in downfall in sales revenue.