Transformation of Human Resource at the Universal Manufacturers Group - Coursework Example

Transformation of human resource Introduction According (Parrish, 2009, p.45) business organization is measured on its levelof success based on the business growth and efficiency in product and service delivery. Human resource is a key pillar in any business organization. However, business expansion impounds pressure to the existing human resource. Therefore, a thorough analysis should be done on the growth of the business. Universal Manufacturers Group (UMG) based in UK has three separate companies that deal with consumer product. The management of Universal Management Manufacturers Group wants to merge the three autonomous companies. The merger is expected to place the group at the same caliber with other competitive companies. The management hopes to reap the benefit accrued with economies of scale. Max Weber expounded on the classical theory and emphasized that there was no need of organization diversifying (Powell, 2003, p.42). In his line of thought, an organization can be successful so long as there are clear lines of authority and control. Weber gave credit on the importance of division of labor. Division of labor will enhance an organization productivity and cut-off some expenses. This however will result to the transformation of the entire human resource. The director of human resource director Mrs. Smithers is faced with challenges on how to transform the current human resource functions while still remain in focus with the organization’s vision, mission, goals, and objectives. Human resource transformation UMG is facing two key problems in its human resource transformation. Since it wants to merge the three companies into one based in the newly located headquarter in Reading, England, human resource that was available will have to be downsized. The retrenchment of some employees will be the only way out in ensuring that UMG gets value for its resources. However, retrenchment of the employees should be done on a fair ground. Perhaps the best way to go about would be Mrs. Smithers sending circular to each department on the issue of downsizing, so that who are willing voluntarily to resign can be given the chance. Torrington, and Hall (1998, p.76), argued that proper procedures should always be in place on how to layoff, employees who voluntarily resigned and those who will be “forced” to resign. This is because if employees are not taken care during the retrenchment period this might have a negative reputation of an organization. Frederick Herzberg’s motivation-hygiene theory identifies job security as one of hygiene factor that will motivated the employees. Frederick observed and compared the productivity of employees who had a secure job to those whose job was insecure (Herzberg, 1966, p.23). He came up with the conclusion that a job secured employee is more productive and therefore, an organization should try to make secure the job of its employee. For instance, if UMG decides just to retrench its employee without send-off perks, the remaining will doubt their future in the company. Downsizing was vital because some of the roles performed will be duplicated if the entire human force got their job secured. Especially the senior management duties that; were similar across the three companies. The second problem was reorganizing the human resource functions to the merged UMG. The merging led to the reorganizing of the company’s management structure. This resulted in the creation of new functions and increasing responsibilities to the available staff staffs whose duties cut across the three companies. For instance, the accounting department in one company would be enough in performing accounting process for the merged company. However, increasing the responsibilities one has to deliver will reduce their level of expected output. This is a great challenge for Mrs Smithers since she has to count on the existing human resource to perform the duties that were similar across the three companies. Classical organization theory developed by Frederick Taylor observed that for an organization to be successful in the efficient use of its human resource then it has to identify tasks and match it with the available competent human resource. Mrs. Smithers might have identified different tasks as from the merging of the company but matching the right employee for each job will pose a challenge to her. This will be due to the new responsibilities created might overwhelm the existing human resource. However, the shortcoming of this theory is that it emphases on authoritarian form of management. I do not think the human resource director is ready to keep on supervising the employees on how they perform their duties. Furthermore, it does not encourage motivation of the human resource which is what the new UMG merge that was created requires. It is in the best interest of UMG to cut cost incurred especially administrative cost so as to maximize its return. This therefore, means employing other staffs will increase the cost and pose a challenge in achieving the set goals and objectives. Creation of new functions or responsibilities that needed to be delivered was a challenge. Mrs. Smithers is responsible in ensuring the human resource functions of the UMG is supportive and work towards the company’s goals and objectives. Creation of new functions especially in the senior management that needs to oversee operations across the three merged companies will affect productivity of an employee. Being a quality control manager is different from a chief quality control manager. UMG senior staffs will find themselves doing functions that, they had not performed prior. This is a challenge since the productivity of the senior management will depend on the performance of the senior staffs who, got experience in that company before being merged. Others who were not fortunate and UMG found it worth to retain them but reallocate them to other responsibilities that were in existence. It might be a good idea for Mrs. Smithers to retain other employees but their effectiveness in delivering their mantle, will be something to be debated as time goes by. The above problems ought to be solved by Mrs. Smither either by the aid of HR outsourcing service or by her initiating the transformation. According (Richardson, 1997, p.64) challenges in a business do affect its performance but, they should not be considered as obstacles since it inculcates the spirit and desire of creativity. It is evidenced that the UMG wants to use its size for its advantage to compete with likes of Morrisons, Sainsbury, and Tesco. For UMG to have an effective and efficient human resource the management has to ensure that it adopts the best model for human resource engagement. The best approach will be the HR director to adopt collegial model. This model emphases teamwork among the employees, bearing in mind most of them have not interacted with one another especially at the workstation (Torrington, and Hall 1998, p.66). The employees will be self-driven and work towards the UMG objectives by implementing the strategies. According to This model has its foundation McGregor’s X and Y theory, it is from Y theory that the model emphasizes on good interaction between the employee and the management but the model goes further to expound on how this can be achieved. Abraham Maslow’s motivation theory on hierarchy of needs provides idea on how the employees can be motivated so as per their expectation (Maslow and Frager, I987, p.58). Mrs. Smithers should ensure that the tasks he assigns so an employee should be motivated in the sense that employees are able to actualize their abilities. It is very motivating if an employ realize that despite being employed, he is learning something at his workstation. Maslow identifies self-actualization as the beginning of an organization growth and development. Motivation of the employees will result to a hardworking team, going Vroom’s expectancy theory. If employees expects reward for their tireless work they will be motivated to work round the clock to met the organization’s goal. Mrs. Smither should implement a rewarding system that will motivate the employees. It is advisable the rewarding system to be for teamwork specifically rather than individual rewarding system. According to (Powell, 2003, p.123) rewarding an individual will lower the morale of other staffs and still cause conflict among the staffs in service delivery. Frederick Herzberg’s theory on motivation proposes that the working condition is an essential factor on the output from employees. UMG relocated to their new headquarter in Reading, England, which has been described as spacious that will be favorable to all employees. In fact, the surrounding from description creates a visual image of an environment that is conducive for working. Conclusion For UMG to transform its human resource it will surely need to take into consideration to the portfolio associated to each HR function in the reorganized structure. Motivation of employees is essential for achieving the goal and objectives set. Mrs. Smither definitely has a great tussle in ensuring the merging of the company does not collapse. Implementation of the organization behavior theories and models is a nice, idea but the human resource director has to bear with is the fact that no single theory will solve all the problems. Some of the theories will conflict against each other therefore the best approach is to identify the best idea from each theory. The ideas should align with UMG’s goals and objectives. References Cofer, C., & Appley, M. 1964. Motivation: Theory and research. New York: Wiley. Herzberg, F. 1966. Work and the nature of man. Cleveland: World Pub. Maslow, A., & Frager, R. I987. Motivation and personality (3rd ed.). New York: Harper and Row. Parrish, M. 2009. Social Work Perspectives on Human Behaviour. Maidenhead: McGraw-Hill International (UK). Powell, M. 2003. Economic restructuring and human resource development. Aldershot, Hants, England: Ashgate. Richardson, P. 1997. Teacher motivation: Theory and practice. Torrington, D., & Hall, L. 1998. Human resource management (4th ed.). London: Prentice Hall Europe. Read More