MINI-CASE: Medical Precision Systems (MPS) Ltd


MPS Ltd., is a large, publicly owned business in the UK, has been successfully trading on the stock exchange

for several years. However, during the last three years it has found difficulty in filling its senior management

positions. Soon, some of these key managers are due to retire. The company, which manufactures and sells

complex medical precision instruments, is organized into six manufacturing departments. Each department

sometimes operates independently and at other times needs to work closely with other manufacturing



The Chief Executive Officer (CEO) introduced a small human resources department to the business a few

years before going public. This department has remained stable and family-like during the intervening years.

The business now has about 200 employees and continues to grow. In this mainly male dominated industry,

the board of directors recognise that it is necessary for the leaders in the business to not only make many

complex and technical decisions but also to reflect the society within which it operates. So, for their middle

management positions the company originally recruited from outside the organization, from competitor

businesses or similar technical industries.


However, MPS soon found that candidates selected for middle management positions did not always have

the necessary competence to perform their new duties to the high levels required and were not able to

progress to the senior management positions. A decision was then made to try to recruit from inside the

business, propelling talented graduates into middle management positions in preparation for fast-track senior

positions. Some graduates were promoted and placed in middle management jobs but within two years had

left the company, leaving the business in a difficult position in filling their soon to be vacant senior

management roles.


Q1. Describe and analyse in detail responsibilities and tasks of individuals at senior executive and entry

level positions of the organisation that are likely to impact the team interactions at MPS. Use theories and

concepts studied during the course to suggest what might be missing in the HR planning process of this

organisation that is causing their problems.

Q2. Typically, there are three major categories within which specific HR roles fall. Explain in detail how

these categories might help to resolve this organisation’s problem with graduates and impending senior

management vacancies. Briefly discuss the additional strains on these HR categories that might occur at

MPS if the work environment is compromised by a health issue such as a virus pandemic.

Q3. The work at MPS is both complex and technical in nature. Explain in detail how job analysis and job

design might improve employee performance in the manufacturing departments. Use concepts learned on

the course, your own research and the case context to develop your arguments.





• This an INDVIDUAL task

• Respond to ALL three questions in written form; i.e. diagrams, images, tables etc. should NOT be included in the text or word count

• Each response in each part carries EQUAL WEIGHT i.e. 10%

• The case-study is fictional

• Include reference sources using the HARVARD protocol

• Submission to Turnitin



• TOTAL Wordcount 3 questions 750 – 1000 words (approx. 250-333 words per question)

• Cover, Table of Contents, References and Appendix are EXCLUDED from the total wordcount.

• Font: Arial 12 pts.

• Line-spacing 1.5 – 2.0

• Text alignment: Justified.

• The in-text citations, reference list and/or the bibliography must be in HARVARD’S style.


Submission Deadline:

ASSESSMENT 1: Submission Deadline – Sunday 31/10/2021 23:59 CEST; Weight: This task is 30% of your total grade for this subject.

Assessment 1 has the following learning outcomes:

• Outcome 1: Understand the Human Resources function inside the enterprise, describe and analyze responsibilities and tasks.

• Outcome 2: Interpret job analysis and apply job design.

• Outcome 3: Understand different stages of human resources planning.





Exceptional 90-100 Good 80-89 Fair 70-79 Marginal fail 60-69

Knowledge & Understanding


Student demonstrates excellent understanding of key concepts and uses vocabulary in an entirely appropriate manner.

Student demonstrates good understanding of the task and mentions some relevant concepts and demonstrates use of the relevant vocabulary.

Student understands the task and provides minimum theory and/or some use of vocabulary.

Student understands the task and attempts to answer the question but does not mention key concepts or uses minimum amount of relevant vocabulary.

Application (30%) Student applies fully relevant knowledge from the topics delivered in class.

Student applies mostly relevant knowledge from the topics delivered in class.

Student applies some relevant knowledge from the topics delivered in class. Misunderstanding may be evident.

Student applies little relevant knowledge from the topics delivered in class. Misunderstands are evident.

Critical Thinking (30%)

Student critically assesses in excellent ways, drawing outstanding conclusions from relevant authors.

Student critically assesses in good ways, drawing conclusions from relevant authors and references.

Student provides some insights but stays on the surface of the topic. References may not be relevant.

Student makes little or non- critical thinking insights, does not quote appropriate authors, and does not provide valid sources.

Communication (20%)

Student communicates their ideas extremely clearly and concisely, respecting word count, grammar and spellcheck

Student communicates their ideas clearly and concisely, respecting word count, grammar and spellcheck

Student communicates their ideas with some clarity and concision. It may be slightly over or under the wordcount limit. Some misspelling errors may be evident.

Student communicates their ideas in a somewhat unclear and unconcise way. Does not reach or does exceed wordcount excessively and misspelling errors are evident.