Business Game simulation: Human Resources Management
DOI:
https://doi.org/10.52428/20758960.v8i23.820Keywords:
Business game, Business simulation, Commercial Strategy, Human ResourcesAbstract
The Business Simulation Game severed to address strategic and operational problems in the sports footwear industry to develop and experience management capacity of the company. To obtain results, the companies took decisions, which included the company's strategy, creation of the executive work team, decision making and management evaluation. 7 companies participated in this simulator, starting competition from year 11 to year 18, ali the companies were identical in characteristics and financia! state at the start of the game, excelling different challenges to overcome. Shareholders demanded certain conditions to be fulfilled, which became the comparative benchmark to know the positions reached by the companies at the end of each year and to complete the planned eight years. This manuscript analyses the company Enjoy and the management team around 4 a reas: Marketing & Sales, Production & Logistics, Finan ce and Human Resources. lts focus on how the improvement of Human Resources management can impact positively on the cornpany's revenue. To achieve this, we analyzed the strategies and policies focused on improving motivation forthe interna[ client and to observe if this effect hada positive impact over productivity, and to reduce costs. Results show that Enjoy did an efficient decisionmaking on human resources, achieving unique synergies, which allowed Enjoy being
tagged as the "BEST INDUSTRY COMPANY" during 7 of the 8 years of competition, which lead Enjoy become one of the 100 top positions worldwide.
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References
Thompson, A. y Stappenbeck, G. (2009). Guía del Jugador. The Business Strategy Game. Ed. Española, Mc.Graw Hill lnteramericana.
Chiavenato, l. (2009) Administración de los recursos humanos (9na. Edición) México: Mc.Graw Hill.
Vara, A. (2015). Siete pasos para elaborar una tesis. (4a Ed.) Lima, Perú: Editorial Macro.
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