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From Consultation to Partnership: The Case of Haeco's Works Consultative Committee (A)  
 
Product Ref: 99/34C Company: HAECO

Product Type: Case Industry: Capital Goods

Related Product(s): Teaching Note
Authors: Gilbert Wong   Pauline Ng
The chairman's statement on the 1998 interim report of Hong Kong Aircraft Engineering Co. Ltd. (HAECO) was grim. The squeeze on the airline industry's profits had a rippling effect on the aircraft engineering industry throughout the 1990s. Stephen Lau, director of support and development, was faced with the predicament of how the company should ensure its continued profitability with the cooperation of its 4,800 employees. Since HAECO established a Works Consultative Committee (WCC) in 1968, the company had created a vehicle for consultation with its employees that had guided the company through many difficult events. Could the WCC guide the company through this difficult time? Teaching Purpose: 1) To identify the qualities that make for an effective Joint Consultative Committee (JCC), 2) to examine the impact of the business environment on the industrial relations of a company, 3) to understand the critical success factors of a workable communication infrastructure for effective consultation between employees and employer, and 4) to align business strategy with HRM/IR initiatives.
Functional Area : Economics & Business Policy
Human Resource Management
Strategy & General Management

Issues: Communication, Labour Relations, Human Resources Management
Length: 21 pages Country: Hong Kong SAR

Pub. Year: 1999 Level of Difficulty: 1
         
This product type is available in the following language(s):      English
         
Related Information: From Consultation to Partnership: The Case of Haeco's Works Consultative Committee (B) (ref no.:00/70C)
 
This case is UGC funded.
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