Managing Human Resources Issues - Essay Example

MANAGING HUMAN RESOURCES INSERT NAME COURSE INSTITUTION INSTRUCTOR DATE OF SUBMISSION Introduction Business environments within which organizations operate in are highly volatile and this calls for a constant evaluation of the organizational objectives from time to time. Changes within the internal and external operating environments have a direct impact on the organization’s internal processes and should be adequately addressed to ensure efficient operations. Michael notes that, due to the dynamic nature of the business environments, organizational change is inevitable whereby it seeks to ensure efficient utilisation of the organization’s resources relative to the internal and external business environments (2000, p11). However, these changes have varying impacts on the internal process and at times result into resistance among the various organizational components. This paper seeks to analyse issues surrounding employee resistance from a change management perspective by incorporating relevant theories, concepts and models. Towards this end, the writer will assume the position of a HR consultant whereby they will be able to analyse these issues comprehensively as well as make recommendations. Change Management Most often, an organization’s management has to evaluate their strategic approaches towards attaining their business objectives and their relevance to the business operational environments. Depending on the business environment, the management should decide on the best operational, tactical and strategic approaches that result into the efficient utilisation of the organization’s resources (Pergamon Flexible Learning 2005, p19). A change in these approaches has an impact on the internal process where they have to be adjusted to suit the new approach. Quite often, the internal entities are quite adamant to adapt to these changes and the executive management is likely to face resistance issues. To ensure the achievement of the organizational goals, the management has to tactfully deal with the resistance issues without negatively impacting on the organization’s performance. The Gallery has faced increased competition within its industry and this has resulted into the formulation of new policies aimed at handling the competition and sustaining the business operations. Initially, the restaurant occupied three floors of the office block but it currently occupies one floor as business slows down. Poor business operations have further been impacted by the on-going poor economic developments that have impacted on business operations across industries. Due to these events, the management has embarked on cost cutting measures that have been focused on wage-cuts. However, the employees have not welcomed the proposal and are currently expressing their discontent by reducing their productivity. Leadership According to the Lewin Change Management Model, leadership is vital to the successful implementation of a change program. From the model, the executive and those responsible for overseeing the implementation of the change program ought to set good examples through the three major stages namely; unfreeze, change and refreeze (Mike, G 2007, p5). In the unfreeze stage, the top management ought to create a need for change and prepare the organization for the looming change. Similar to Kotter’s 8-Step Change Model, the Lewin Model begins with creating a need for change within the organization and directing other organizational members in effecting the change. However, to get the organization members in accepting the change, the managerial figures ought to exhibit strong leadership qualities that will convince the members on the need for change (Zaccaro & Richard 2001, p56). This process might involve changing the basic organizational functions, beliefs, values and principles for a good course. The change stage follows the uncertainty created after the unfreeze stage. Organizational employees begin to develop their own ways in handling the uncertainty and the management has to provide direction in order to ensure the achievement of the organizational objectives. As the employees develop unique methods of handling the uncertainty, the change agents have to ensure that the change objectives are understood and eventually achieved. Lastly, the refreeze stage seeks to reinforce the newly adopted mode of operations within the organization (Mike 2007, p9). After clearing the uncertainty, the organization’s employees feel confident and secure in their working environments and this reduces the chances of facing a revolt within the organization. This last stage psychologically prepares the workers for the next inevitable change that they are likely to accept. Using Lewin’s Change Management Model, Ms Jennie should have informed the employees on the dire need for change within the operations of the restaurant. Afterwards, she should have undertaken the changes by engaging the employees and reinforcing their fears about the operational changes. Lastly, she should have motivated the employees and encourage them to continue adopting the new changes such as themed meals in their duties. After the successful implementation of these changes, the workers and their supervisor will work closely together and this will prepare them adequately for the wage cuts that are to be implemented by the organization. Communication Cook, Macaulay and Coldicott state that, communication is an important element of the change management process as it ensures harmony within the change agents (2004, p47). Poor communication results into unnecessary resistance among the stakeholders partly due to lack of adequate information on the change process. Change within organizations emanates from an already adopted response mechanism that enables the organization respond to changes within the internal and external environments. Therefore, change involves restructuring the organization’s long and short-term objectives to suit the business environment. From Kotter’s 8-Step Change Model, communication oversees a fruitful change process whereby the organization efficiently responds to various elements within the business environment (Mind Tools 2009). Re-formulated goals and objectives within the organization should be communicated within the organization to facilitate the commencement of the change process. Communicating the new objectives should not only be done in special meetings called for by the executives but should also form a basis in the daily decision-making process (Katherine 2008, p31). Additionally, not only the subordinates are required to adhere to the new regulations but also the executives. The restaurant’s manageress should inform her employees on the need to have change and address their concerns and anxieties. She should for example highlight the changed business environment that has resulted into the effect of some changes in the operations of the restaurant. The poor economic conditions have impacted on the business negatively and therefore the need to reduce the wage expenditures. However, direct wage cuts often result into resistance and reduced productivity. Having communicated to the employees on the need for increased productivity and the efficient utilisation of the organization’s resources, the manageress should embark on developing new remuneration methods. This should motivate the employees to reduce their discontent levels as their salaries are pegged onto their productivity levels. She should however understand that the aim of the change process is not to reduce the wage bill but to increase the efficient utilisation of the organization’s resources. Through pegged wages, the restaurant will increase its productivity in tandem with the wages paid to the employees. Employee Relations Strategy Employee relations strategy seeks to establish a middle ground between the employees and the executive to ensure harmony in the organization’s operations. This strategy looks at the organization’s management from an employer and employee’s perspective especially in leadership and control activities (Gennard & Graham 2005, p39). Employee relations take a further look into the source of employee discomfort and conflicts and provides a framework for the resolution of the conflicts. By understanding the employee relations, managers are capable of formulating strategies that enhance the employee’s commitment towards the achievement of the evolving organizational objectives irrespective of the prevailing business environment. This way the organization experiences minimum resistance towards its change policies that are formulated to complement the business operational environment. Employee relations are varied and include employee re-sourcing, reward and training and development. Managers ought to familiarise themselves with the diverse employee issues in order to develop sound employee relations strategies. The Gallery restaurant has been facing reduced productivity due to discontent among employees. The source of this discontent emanates from the new manageress who has adopted an autocratic leadership style. Ms Jennie is currently working under instructions from her seniors on reducing the wage bill by 5 per cent. In turn, she has decided to alienate the employees from her decision making process that has resulted into a revolt among the employees. Hostility among the employees towards their supervisor has increased in the recent past as she continues to impose regulations upon them. Productivity among employees is related to the working conditions within the organization. Rapport between the managers and their subordinates is called for to enhance cohesiveness within the organization towards the achievement of the preset objectives. On the other hand, discontent among the employees often results into poor customer service that will in turn reduce productivity (Michael 2000, p71). Additionally, organizations require a sufficient workforce in order to achieve their objectives. The manageress therefore ought to include the employees in her decision making process aimed at the day-to-day management of the restaurant. The nature of the restaurant’s conflict takes the form of reluctance to the new manageress’ style of operation as it conflicts the employees’ preferred mode of operation. Ms Jennie has overlooked on the present mode of operation and decided on imposing her style on the employees irrespective of the age factor. Towards the development of an ER strategy, the organization’s objectives, goals and values should be considered as the foundation upon which the strategy is formulated (CIPD 2005, p1). The strategy should adopt an integrated management approach whereby the employees and the executives are involved. This enables the executives and supervisors to lead whereas the employees engage positively and productively in their work practices. The restaurant’s ER strategy should revolve around three basic principles namely; positive leadership, productive relationships and meaningful dialogue (Taylor 2006, p4). These principles basically ensure that the organization’s employees work in harmony towards the achievement of the organization’s objectives and have an input in the organization’s management. Dialogue enables the parties to a process reach an agreement before its implementation and thus avoid unimportant resistance among the employees. Ms Jennie should therefore involve her subordinates quite often in her decision making process to counter the discontent among the employees. The ER strategy for The Gallery comprises of four basic elements namely; alignment with the restaurant’s strategic direction, rules and regulations, directed on business outcomes and productive workplace relations (Lewis, Thornhill & Saunders 2003, p97). Firstly, the alignment with the strategic direction aims at harmonising the outcomes of employee relations with the restaurant’s business objectives. This involves ensuring that the employee relations produce results that are in line with the restaurant’s business direction, continuous monitoring and review of the employee relations and ensure the alignment of the employee relations strategies with the corporate strategies. The second element involves regulations and compliance whereby the strategies include leading by example and ensuring that the employee relation strategies do not violate the organization’s policies and regulations. This element also interprets the overall ER strategy document. Thirdly, the focus on business outcomes includes strategies such as the results of employee relations are in line with the restaurants core values, employee relations that improve the organization’s internal processes and the provision of timely advice on employee relations. The last element involves the productive workplace relations that include strategies such as involving the employees in the decision making process, enhancing the ownership of change initiatives within the organization, sound conflict resolution processes and ensure fruitful relations with the employee unions. References CIPD 2005, Employee Relations, Retrieved from < http://www.cipd.co.uk/NR/rdonlyres/20794605-56A9-4942-80D5- 3E1FCE9BE483/0/employee_relations.pdf > on Dec. 20, 2009 Cook, S, Macaulay, S & Coldicott, H 2004, Chnge Mngmt Excellence: Using the 4 Intelligences for Successful Organizational Change, Boston: Kogan Page Pub. Gennard, J & Graham J 2005, Employee Relations 4th Ed, Michigan: CIPD Pub. Katherine, M 2008, Org. Communication: Approaches & Processes 5th Ed, New Jersey: Cengage Learning. Lewis, P, Thornhill, A & Saunders, M 2003, Employee Relations: Understanding the Emplymnt Relation, New York: FT Prentice Hall. Michael, A 2000, Strategic HRM: A Guide to Action 2nd Ed, Denver: Kogan Pub. Mike, G 2007, Change Mgmt Masterclass: A Stp-by-stp Guide to Successful Change Mgmt, Denver: Kogan Page Pub. Mind Tools 2009, Kotter’s 8-Step Chnge Model, Accessed on Dec.20, 2009. Pergamon Flexible Learning 2005, Change Mgmt, Detroit: Elsevier. Taylor, R 2006, The Future of Emplymnt Relations, Accessed from < http://www.esrc.ac.uk/ESRCInfoCentre/Images/fow_publication_1_tcm6-6059.pdf > on Dec 20, 2009 Zaccaro, SJ & Richard, JK 2001, The Nature of Org. Leadership, California: John Wiley & Sons. Read More