Author: Evelyn Parra, MBA, LLM
International Extractive Industries Senior Consultant and
Honorary Associate Staff, CEPMLP, University of Dundee
Oil and Gas Human Resource Management Article
In this section I present a comprehensive case example of what organizations frequently go through. The following case offers two contrasting perspectives of the same issue due to proposed management changes driven by organizations’ need to reorganize work systems to develop competitive advantage and the possibility of opening new markets, in this case in the USA, Russia and the Middle East.
Andrew Laurenson, a senior manager at anAberdeen based drilling service and equipment plant, is in favour of implementing a new highly automated manufacturing structure that would allow employees to work in teams to oversee production sections and to achieve higher productivity through information sharing and innovation, which represents an attractive workflow improvement and higher pay for employees.
Dissimilarly, Tim Roberts, a Union representative,is reluctant to accept Andrew’s approach since he doubts the company is genuinely concerned with ameliorating labour conditions.