mba hrm group - copy

8/6/2019 Mba Hrm Group - Copy

1/13

Module Name HRM

Module Tutor Emmanuel WANKI

Team Members ID Qn No

Arun Kumar Rasuri 261282AKR 4

Ahsan Riaz 130479MAR 3

Mohammad Warisul 050281MWHK

Shahbaz

Noman Jahangir 120881NJ Left College

MBA - HRM Group Assignment


2/13

Human Resource ManagementGroup Assignment Page 1 of12

Table of ContentsTeam Organisation and Work Summary............................................................................................. 2

Peer Evaluation Sheet........................................................................................................................ 2

Part A Compulsory Question ........................................................................................................... 3

Section A Question 1 ................................................................................................................... 3

Answer to Question in Section A - Question 1. a) written by Ahsan Riaz .................................... 3

Answer to Question in Section A - Question 1. b) written by Mohammad Warisul ...................... 5

Answer to Question in Section A - Question 1. c) written by Shahbaz ......................................... 6

Answer to Question in Section B - Question 2 written by Arun Kumar Rasuri ............................. 7

Answer to Question in Section B - Question 3 written by Arun Kumar Rasuri ........................... 10

Bibliography .................................................................................................................................... 12


3/13


Team Organisation and Work Summary

We first made our group, consisting of five students, as we set about tackling this interesting

HRM group assignment. We made the team consisting of Ahsan Riaz, Mohammad Warisul,Shahbaz, Noman Jahangir and Arun Kumar Rasuri. At that point of time we decided that

Noman Jahangir would be the leader of the team and he would be in charge of collating and

organising the team meetings and presenting the final work.

Three weeks into the work, Noman Jehangir had to leave to his country for some

unforeseen circumstances. By this time, all the others in the team had started their assigned

tasks. We however could not find a dedicated and committed class mate to assign Nomans

task. Hence, his task remains unfinished. Although we accept and understand that this

assignment is as of now not complete with regard to the assignment rules prescribed, but

the rest of the team has finished the tasks assigned and hope that you would understandand evaluate us accordingly. The team sat and organised and collected data for all the set of

questions. They were then asked to present the same individually.

Peer Evaluation Sheet

The team decided that Arun Kumar could be the new leader of the team. After this we

redrafted our plans and this is the final plan:

Team Members Task Description

Arun Kumar Rasuri (TL)Team lead and

Organisation

Organise research, collect and collate

articles and reference. Coordinate timelines

with the rest of the team. Finalise report

and make single collated copy.

Ahsan Riaz

Write assigned

answer to

assigned

question

Write about discussed answer to assigned

question. Help others when required from

notes collected.

Mohammad Warisul

Write assigned

answer to

assigned

question


question. Help others when required fromnotes collected.

Shahzad

Write assigned

answer to

assigned

question


question. Help others when required from

notes collected.

Noman Jahangir

Write assigned

answer to

assigned

question

Absent

Word Count: XX words


4/13


Part A Compulsory Question

Section A Question 1

Answer to Question in Section A - Question 1. a) written by Ahsan Riaz

We can assess the strategy adopted by Sparkes by using Kotters 8 Step Change Model.

Which stresses on implementing powerful and successful change?

Step One: Create UrgencyA successful change is implemented if whole organisation wants it and accepts it.

Top management should identify threats, examine opportunities and develop

scenarios. Start honest discussions and give dynamic and convincing reason to get

people talking and thinking. Scope has done that by promoting its positive image as

an employer and re modelling its reward structure and better appraisal systems.

Step Two: Form a Powerful CoalitionIn order to successfully implement a change an organisation needs to convince its

employees that change is necessary and to form a change coalition. Scope

achieved this by better communications with its employees to help them understand

the vision of Sparkes and what Scope wants to achieve.

Step Three: Create a Vision for ChangeKotter recommends that An organisation should determine the values that are

central to the change, develop a short summary (one or two sentences) that

captures what you "see" as the future of your organization. Create a strategy to

execute that vision. The core values to change in Scope were the small percentage of

employees with disabilities and the goal Scope wanted to achieve in three years was

to raise it to at least 20 per cent.

Step Four: Communicate the VisionOnce a vision is established it should be communicated to all people who are

involved or are affected. Scope put adverts in different kind of media to attractpeople with disabilities to work for Scope and made its communications with existing

employees better to help them understand why this change is being implemented.

Step Five: Remove ObstaclesAn organisation should Put in place the structure for change, and continually check

for barriers to it. Removing obstacles can empower the people organisation need to

execute its vision, and it can help the change move forward.

For this purpose Scope took a further step by introducing reserved seats for disables

which is completely lawful. Sparkes said that you cant understand the needs and


5/13


problems disables face unless you yourself go through that .So there were some new

vacancies created solely for disables.

Step Six: Create Short-term WinsKotter describes that nothing motivates more than success. Give your company a

taste of victory early in the change process. Within a short time frame, you would

want to have results that your staff can see. Without this, critics and negative

thinkers might hurt your progress. Reward the people who help you meet the

targets.

Scope achieved this by re-structuring its reward system and better appraisal system.

Step Seven: Build on the ChangeKotter argues that many change projects fail because victory is declared too early.

Real change runs deep. Quick wins are only the beginning of what needs to be done

to achieve long-term change. Launching one new product using a new system is

great. But if you can launch 10 products, that means the new system is working. To

reach that 10th success, you need to keep looking for improvements. Each success

provides an opportunity to build on what went right and identify what you can

improve. This is yet to be proven in our case as its too early to tell whether Scope

can bring some more positive changes in future or not.

Although Sparkes is already working on that and wants to go one more step by

including those with more complex needs. He says, We want to broaden the range

of the support needs of people who work for us, such as people with a personal

assistant or those with learning difficulties.

Step Eight: Anchor the Changes in CorporateCulture Finally, to make any change stick, it should become part of the core of your

organization. Corporate culture often determines what gets done, so the values

behind your vision must show in day-to-day work. Again this is still to be proved in

scope only time will tell whether Sparkes become successful in making these

changes part of the corporate culture of Scope and these will remain in place in

future even if he quits.


6/13


Answer to Question in Section A - Question 1. b) written by Mohammad Warisul

Research indicates that employee acceptance of organizational change is increased byorganizational commitment, a harmonious industrial relations climate, job motivation,

satisfaction, job security and positive affectivity. Organizational commitment was found to

act as both a determinant and mediator in the change process (Taylor & Francis). Because of

the recession Scope was, as any other organisation, faced by difficult times.

Problems faced by Scope : lower returns on fundraising activities, losses on service

provision, declining profits from its shops and an alarming pension deficit.

Changes put in place:

A project, Securing the short-term, was started. Another strategic review of Scopes shops was ordered.

Decided to invest in training and pay in the remainder to help boost profitability. In HR department he introduced a basic service centre approach.

Anna Quindlen, author and journalist, has a great quote that applies here: "If your success is

not on your own terms, if it looks good to the world but does not feel good in your heart, it

is not success at all." How effective was the change process managed in the organization?

The following would help understand this question

Under project, Securing the short-term overheads were a cut by 3 million. 50 loss-making premises were shut. Provision of training helped boost better service delivery and also improved

profitability. The organisation is set to break-even soon it is said in the article.

The changes made to the HR department reduced the costs of HR by 30% andimproved services.

After the steps discussed above were implemented with a good success rate, Sparkes

implemented a change project designed to ensure that the future of the organisation is

completely based on being sustainable for the long-term. He wanted to look into the

organisations culture, governance, finances or the diversity programme. In this he wanted

to set up better partnership working. He did not want a situation where they make hay

when the sun shines and then go totally dry when there is a famine. Under this charities are

to involve themselves in developing and devising services. After it launched it Time to Get

Equal campaign in 2004, it reached its target of 20% disable employed, six months ahead of

target.

One understands that Scope has achieved this impressive change through: three strategies.

Improving itself as an employer generally: having better communication with staff, abetter appraisal system, etc.

The organisation has gone out of its way to attract disabled candidates. It introduced a reserved-post policy for certain positions.

In all the above, internal communication played a vital role. As the right communication and

the right meaning had to be propagated.


7/13


Answer to Question in Section A - Question 1. c) written by Shahbaz

Human Resources Departments play a vital role towards bringing about change inorganisations. Looking at the article provided we understand that HR department helps in

two aspects internal and external.

Internal factorso Motivate de-motivated employeeso Increase productivityo Stop revenue losses or minimise business losso Reduce employee turnovero Stop damage to company image

External factorso Help increase customer satisfactiono Better fight recessiono Fight away pressure from government and local bodieso Other challenges

The constant evaluation of the effectiveness of the organization results in the need for the

HR professional to frequently champion change. The HR business objectives are established

to support the attainment of the overall strategic business plan and objectives. After

reading the article it is clear that people have been put at the heart of the changes. The

previous chief executive, Tony Manwaring, recruited Sparkes specifically to bring in some

organisational change. He believed that the idea being that it is about people so you start

with the top HR appointment and take it from there. Sparkes appointment as chief

executive will ensure that this philosophy continues, although he maintains that the chief

executive is the head HR person, whatever their background. Interestingly, according to a

study by Personnel Today's sister publication, Employment Review (November 2007), it was

found that change management models are rarely used by HR.

The HR professional contributes to the organization by constantly assessing the

effectiveness of the HR function. He also sponsors change in other departments and in work

practices. To promote the overall success of his organization, he champions the

identification of the organizational mission, vision, values, goals and action plans. (Journal of

Management Studies, David E. Guest, Volume 24, Issue 5, pages 503521, September 1987).


8/13


Answer to Question in Section B - Question 2 written by Arun Kumar Rasuri

How can Personnel organise to add value

As competition, both locally and globally, intensifies companies must also transform and

become more adaptable, resilient, and customer-focused in order to be successful. And

within this changing environment, the personnel practitioner has also to evolve. He should

now try and become a strategic partner, and a change mentor within the organization. His

new roles need him to put emphasis on attracting and retaining talents and fending of

competitors and outplaying them. The strategic employment of their human resources of

his organisation should be his top priority.

Amid recessionary and slow growth conditions, this kind of period has never been a more

important time to make sure that personnel assume newer roles and give value for money

for the organisation. Employer organisations have come under huge pressure to reduce

costs. However, in order to stay competitive in a rapidly changing market place, one should

not compromise on quality.

The adjacent illustration (Frode Heiman, 2008) shows in

a very simple way how personnel role can be made to

understand how to provide value at work. Basically it

says that in order to add some value one needs to add

and share. Organisations personnel need to increase

their knowledge levels, and add new skills and abilities.

They also should be inspired and be able to inspire

others to set new goals. He should also be able to insert

some goals into the employees mind. One should

remember the simple fact of life that when one has

learned something, he is in the best position to be able

to share his knowledge and also teach others.

The following points will help personnel to organise better to add value

Personnel should be the voice of the employee and interpret and enforce companypolicy

Employee development and organization development Competitive employee compensation and competitive organization bottom line Training for the job and doing the job Employee satisfaction and customer satisfaction

In these hard times where everywhere one tends to hear only about downsizing and

outsourcing with resources stretched thin and performance expectations high, the HR

function must exercise their leadership skills to prove its value and worth as a business

partner and show that it can give immense value to the organisation.


9/13


Challenges may arise due to

Workplace DiversityWorkplace diversity may revolve around gender, age, marital status, ethnicity,physical abilities/qualities, sexual orientation, educational background, geographic

location, religious beliefs, and work experience (Thomas, 1992).

In this new age of multinational companies with global presence and operations on a

global scale, with employees from numerous countries, ethical and cultural

backgrounds, it becomes imperative that they all feel like they are all governed by

one rule and law.

Planning a Training ProgramSuch a program will encourage employees to learn more and also to improve their

skills. Such a successful program will ensure that employees are always up to date

technology wise and skills wise.

These times of cut throat competition, it becomes the question of survival. A less

talented and out-dated company can provide no value to its customers. It will not be

able to survive.

Improving retention and engagementContinuing with the above argument, retaining and engaging a high quality

workforce is strategically important for an organisations ability to deliver results and

to grow. As companies go on a series of downsizing exercises and bank on the idea

of doing more with less, it will only challenge both line managers and human

resources (HR) to continually seek new and focused ways to engage and retain key

workers.

Organizing Talents StrategicallyThere is now a growing necessity to employ diverse talents to deliver the best

service according to different markets. For instance, while the latter half of the

1980s when China began opening up its markets and started exporting products

internationally, the domestic firms like electronics company Haier, took the help of

the Singaporeans for marketing expertise. With almost 75% of Singaporeans being of

Chinese origin, it was easy for them to bring in their marketing talents so as to better

understand local Chinese markets. Also this helped them to provide better service to

the Western markets on the back of Singapores English language abilities and its

open economic policies (Toh, R, 1993).

Another question facing HR professionals over the next decade can be that is it trying to find

solutions to the perceived problems or is it trying to manage the resultant paradoxes? For

many cases problems identified cannot be solved. For example, one has to understand the

fact that demographic trends forecast there is a decline in leader age population in future

which in itself provides a numbers of Challenges in talent management and succession


10/13


planning. Demand is therefore likely to outstrip supply. The question therefore is more

about managing the paradox effectively rather that solving the problem.

There is however one final salutary reminder as quoted by Charles Handy in his book The

Empty Raincoat as follows:

To live with simultaneous opposites (paradigms) is, at first a recipe for indecision at best

and schizophrenia at worst.

The HR managers role must be in line with the firms ever-changing needs. Only an

organisation that can adopt and be resilient, and be amble on its foot is becoming

successful. The HR manager, within this environment, must understand how to manage this

effectively through leading, planning, organizing, coordinating and controlling the human

resources and be abreast of the present industrial trends in employee development and

training (Dr.Alvin Chan, 2011).


11/13


Answer to Question in Section B - Question 3 written by Arun Kumar Rasuri

Integrating reward program into SHRM

An accepted view of strategic human resource management is that there is a large positive

relationship between organization effectiveness (OE) and HRM practices (Becker and

Gerhart, 1996; Becker and Huselid, in press; McMahan, Virick and Wright in the companion

volume). Several recent empirical studies support this view (see Becker and Gerhart, 1996

for a review; Arthur 1994; Huselid 1995; Huselid and Becker 1996).

With firms and organizations starting to recognise that human capital can be utilized as a

competitive advantage, more so in the present tight economic scenario, human resources is

now being taken very seriously and its importance and significance has grown manifold as it

affects strategic direction. Most researchers and management heads have come to anagreement that an organizations success can be attributed to the productivity of its

employees, therefore defining the ultimate goal of human resource management as

maximizing workforce productivity (Dr. John Sullivan, 2005). And one way of doing this is

through integrating reward into the strategic human resource management.

Bringing into line all tenets of both the organization and HRM, have now become a necessity

so that one can better achieve organizational mission and vision. The whole gamut of the

rewards system that includes compensation and benefits, performance, work-life balance,

recognition; and career development opportunities are top aspects of retaining, attracting,

and maintaining highly satisfied employees. Not only this, it also ensures that themanagement gets the most out of employees (The Worldatwork Handbook of

Compensation, Benefits & Total Rewards, 2007).

Management sees that it makes business sense to provide recognition and rewards to its

staff and employees, because it helps to increase sales thereby more revenues and profits.

This is as a direct result of boosting performance and diminishing turnover costs. Return on

equity, return on assets, and operating margins are directly affected by augmented

employee performance (Deeprose, D., (2007). A well-designed total rewards system needs

to be implemented so that the oft overlooked indirect costs of lost customers and sales,

apart from lessened or decreased efficiency due to new employees taking time to getacclimated within the organization (Gostick, A., & Elton, C., (2007).

In recent times the term compensation and benefits have been rechristened as, and a more

commonly accepted term is, rewards. Rewards were before limited to monetary pay, basic

health care, and employee retirement plans. However, wit time and research this has

changed. The shifting work environment and contemporary workforce has caused

compensation and benefits to give way to a total rewards system.

The various patterns of returns, financial and non-financial, may influence peoples

willingness to share the insights and tacit knowledge required to achieve and sustaincompetitive advantage (Milkovich and Bloom, 1998; Osterman, 1992). Financial returns


12/13


alone may not extract the unique, value adding ideas and behaviours possessed by

employees.

The team in its discussions has understood that that the usefulness of SHRM will require

a) the need to go very deep into every issue or with specific HR systems to better studythe logic of decisions within each issue or system,

b) the need to identify contextual factors, especially in a multinational environment,and

c) the need to improve the specification of the relationships between specific HRMsystems (in our case compensation and rewards) and the ability of the organization

to stay competitive.

Case Example 1

In USA there was a small, privately owned food company called Rothschild Gourmet Foods.

Having been in operation for nearly 15 years, it produces gourmet food products like jams,

olive oil and sauces. On the back of a company-wide change initiative, Rothschild managed

to boost sales, slash controllable costs, increase product quality, and raise employees

performance-appraisal ratings. All this was possible as the company changed the

components in its rewards system (Heneman, DeSimone, Dooley & Jones, 2002). What it did

is that, in addition to offering other nonmonetary rewards and flexible work timings,

Rothschild implemented an company-wide incentive plan based on corporate performance.

Case Example 2

Telecommunications company British Telecom (BT), also radical transformed its business by

taking up on 360 degree shake-up of its reward strategy. It refocused its reward processes

and aligned more closely with the specific needs of the business says Kevin Brady, HR

Director Reward and Employee Relations. Rewards are now managed in relation to

individual performance and against the external market. In the 2005 financial year, BT

introduced a new pay structure, comprising 250-plus market-based roles in 18 different job

families, covering some 40,000 employees worldwide. Pay, bonuses and benefits are now

comparable with the market rate. The introduction of market packages around the world

will be phased in during the 2006 financial year. BT recognised that reward practices can act

as a powerful vehicle for underpinning the process of cultural change that it was seeking

to embrace.

As strategic partners, HR professionals gain integration, as they work with executive teams

creating people strategies so that it brings in concrete results. When one optimises total

rewards, it paves the way for HR to work with senior management so that they sit together

and find the right mix of pay, benefits, environment and learning opportunities for

employees. Compensation and reward systems are central elements of employment

relationships. This makes it a very important determinant of employee behaviours (Gerhart

& Milkovich, 1992). Compensation and reward systems help in shaping the type of

employment relationships an organization obtains and may determine. This helps in

understanding whether those relationships support or are in line with the organizationsgoals.


13/13


Bibliography

Stephen Bach, Keith Sisson (2000). Personnel management: a comprehensive guideto theory and practice

K Aswathappa. Human Resource And Personnel Management Stephen Bach (2005). Managing human resources: personnel management in

transition

Michael Armstrong, Angela Baron (2002). Strategic HRM: the key to improvedbusiness performance

Sullivan, D. (2005). Rethinking Strategic Hr. Chicago: CCH. Worldatwork, W. (2007). The Worldatwork Handbook of Compensation, Benefits &

Total Rewards

Deeprose, D. (2007). How to Recognize and Reward Employees: 150 Ways to InspirePeak Performance, American Management Association.

Gostick, A., & Elton, C. (2007). The Carrot Principle: How the Best Managers UseRecognition to Engage Their People, Retain Talent, and Accelerate Performance

Baron, D. P. (2008). Business and the organisation. Chester: Pearson. British Telecom Human resource management: theory and practice, John Bratton, Jeffrey Gold, 2001 http://www.focusplus.net.au/pages/focus_newsletter.html http://pul.se/search/Personnel%20Management http://www.comms4business.com/news.cfm?Newsmonth=June&YearViewed=2009 http://www.hrmarketer.com/~blog/2007_06_01_archive.html

http://www.westbrookstevens.com/leadership.htm

http://www.slideshare.net/grecomik/employee-defection-amp-trade-secrets-digest http://www.hrneurope.com/blog/?tag=human-resources&paged=2 http://pul.se/search/Personnel%20Management

mba hrm group - copy

Documents