Executive Summary
After c arefully analyzing Fraser Downs Racetrack and casino, we draw gained extensive knowledge on how the federation operates. A company called Great Canadian Casino recently bought unwrap Fraser Downs in March of 2005. To work for this company all staff must first be authorise and licensed by G.P.E.B. and follow all guidelines set out by the B.C.L.C.
We have learned that the main issue presently facing the HR department is the integration of the policies and procedures of the new arouse company with the staff at Fraser Downs. Aside from that, HR monitors compliance, evaluates productivity, and builds employee allegiance to the organization. They accomplish this through extrinsic rewards such as stain bonuses, and of the byplay activities such as ski/snowboard trips to the local mountains. Although presently in the process of creating some of these programs, HR does not have any wage structures, succession planning, development programs, training programs, and preference in stake. HR creates, analyzes, and reviews benefits and severance packages making sure they are effective and reasonably useful.
We have concluded that Fraser Downs and Casino is soberly lacking in training, orientation, and development. Currently there is no job design or job analysis in place making it difficult to analyze productivity and place employees in a position that is best suited for them.
There is no orientation program in place, which could create the possibility of polish shock as well(p) as not state crucial information to a new employee on such things as policy and procedures to the organizational strategies and goals. With the lack of discrimination and sensitiveness training in the organization, they are left with the possibility of a potentially hostile work environment as well as various lawsuits such as discrimination or sexual harassment. Fraser Downs does not offer career development or job...
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