Changes to Meet New Market Demand - Essay Example

? HRM Case Study Review Questions BY YOU YOUR SCHOOL INFO HERE HERE HRM Case Study Review Questions Question The orientation program at the business is designed to create cross-functional knowledge for those attending the program to diversify their skill-sets and competencies in multiple areas of business. The short-term job rotation, though insufficient for raising motivation by those involved in the process, is a hard approach to HRM which, according to Storey (2001) is about ensuring proper alignment of human capital to strategic goals, emphasizing more focus on management of human capital rather than on coaching or similar development models. Because many of the changes to meet new market demand required new software and operational equipment, it makes sense for the business to try to create well-skilled workers with a secondary emphasis on the softer approach to HRM to ensure profit and investment goals are maximized. Dooley (2005) offers that when products reach their decline stage along the product life cycle model, cash management and inventory controls become burdensome and difficult to forecast when demand is reduced. This business wants to expand its brand presence to include new markets in which there is assumed risk as a new business concept. By creating cross-functional employees in the method described in the case study orientation program, it can ensure that well-qualified employees are able to provide quality solutions on expanding the growth stage of the new products. Since marketing, operations, finance and even procurement are inter-dependent, the current orientation program will improve knowledge exchange on how to refresh the product in many different business divisions. The hard HRM approach is a quality solution as, in this case, the business is concerned about ensuring new profit opportunities and therefore the return on investment in multiple business areas is vital to growth and sustainability for the new business. Question 2 Even though the current orientation program is effective for HRM, there should have been training and development packages implemented that take a softer approach to human resources. Armstrong (2007) describes soft HRM as recognizing talent opportunities and attempting to exploit these through development programs to improve both employee motivation and dedication. Wenger (2005) describes a type of training and development package known as communities of practice, where individuals with different skill-sets and knowledge come together to consult and identify solutions to business problems. Rather than having the buddy system as described in the case study, the organizational leadership could, instead, schedule appropriate communities of practice meetings periodically (typically a day seminar each time) so that individuals could become familiar with other areas of the business whilst focusing on their existing job roles with more fervor. This concept would improve the knowledge exchange environment at the organization and also not pose the same kind of risk to the emotional state of employees forced to endure cross-functional, job rotation training. These employees were not given adequate time to adjust to their previous job roles before having to move on, which does have a potential of reducing enthusiasm as was illustrated by the case study. Communities of practice would give this business many opportunities to share tacit knowledge and also improve human capital advantages without such a high cost to relationship management as shown in the case study. It would also improve relationships with many different stakeholders in the organization by allowing them to socialize and establish networking opportunities that would not necessarily be available using other strategies. Question 3 Peer evaluations have many positive benefits as supported by psychological and sociological theory. Edwards & Ewen (1996) offer that when employees receive feedback from colleagues and peers, rather than higher management, they are more likely to find justice in the process and believe their reviews to be fair and unbiased. Henslin (2005) describes social learning theory, the view that when an individual is deemed attractive and credible, others are more likely to mold their own behaviors to this individual and model behaviors; especially if observed role model behaviors are vicariously rewarded by others in the organization. Peer-generated feedback has opportunities to fulfill the social belonging needs of employees and also ensure that there is less bias introduced into the performance management evaluation processes. The disadvantages to using peer evaluations is that it oftentimes becomes quite difficult to reconcile disparities between how the ratee views herself as compared to how the rater sees the situation (DeNisi & Griffin, 2001). As was illustrated by the case study, there were rifts growing socially between colleagues due to this type of disparity about how one viewed performance and how the rater saw the same behaviors and competencies. Despite this, the business chose this approach as they thought peer evaluations would be more realistic and tangible since peers work directly together. Feedback was intended to provide a more practical picture of total employee performance by using the buddy system, which makes sense considering it would be quite difficult for other assessing managers to be in the job environment routinely to measure multiple areas of employee performance. Question 4 Coaching and mentoring are two quality HR strategies that could provide benefit in career planning objectives. Mathis & Jackson (2005) believe that mentoring provides ample opportunities to help an individual recognize their strengths and weaknesses so that they are better equipped with the emotional intelligence needed to perform necessary competency self-evaluations. A mentor has the ability to provide feedback, guidance on how to better develop skills and aptitudes, and also maintain more privacy as it pertains to performance management over that of the existing buddy system described in the case study. A mentor could be an effective motivator and confidante to improve employee development in multiple areas as it pertains to career planning. Implementation of a feedback coach is another opportunity for career planning, an individual who is able to recognize common themes from different feedback sources so that an individual sees what skills area are lacking and which do not require further development (Luthans & Peterson, 2003). Implementation of a feedback coach, as supported by many empirical studies, generally improves performances and motivation (Luthans & Peterson). Someone in the organization that can provide guidance on where employees require development gives employees a sense of purpose and direction as it pertains to training, assisting in developing appropriate learning tools and strategies that are customizable for career planning purposes and to expand knowledge for the employee. It would also assist in making sense of the variety of feedback being provided from multiple sources so there is no confusion about what areas require strengthening in order to transition to an appropriate position aligned with current or future talent competencies. Question 5 In all reality, yes, Cherrie should have hired an HRD consultant to identify and implement the appropriate training and development systems at the business. Many changes to the existing model occurred that included multiple areas of business. However, no individual in the organization really seemed sure that the existing buddy system would provide the appropriate benefits. Consequently, lack of recognition about the concerns for those currently undergoing the buddy system concept led to demotivation and even, with one employee, an intention to likely leave the company. Recruitment costs can be significant for an organization as well as the costs of employee turnover rates (Nickels, McHugh & McHugh, 2005; Atkinson & Meager, 1994). An HRD consultant is experienced with both the soft and hard approaches to HRM and would therefore come up with appropriate strategies that would be aligned with maximizing profitability whilst also recognizing the intangibles important in development. These intangibles include emotional responses and social needs that are vital to securing long-term commitment to remain with the organization. The HRD consultant would have advised the leadership of the organization about the importance of incorporating psycho-social strategies to boost performance and motivation throughout the entire training process. The HRD consultant would likely be able to identify opportunities to improve rewards management as part of transactional philosophy for high performance achievement for those in the training program. As was illustrated by the case study, there was very little concern shown for the important psychological needs of the employees which led to one employee openly voicing concern and thinking about moving to another business as a means of ensuring effective job role utilization. The HRD consultant would have recognized the importance of maintaining attention to employee needs, thus creating a more effective training, development and general orientation package for these employees. References Armstrong, M. (2007). Armstrong’s Handbook of Strategic Human Resource Management (5th ed.). London: Kogan Page. Atkinson, J. & Meager, N. (1994). Running to Stand Still: The Small Firm in the Labor Market, in Atkinson, J. & Storey, D. (eds.). Employment, the Small Firm and the Labor Market. London: Routledge. Dooley, F. (2005). Logistics, Inventory Control, and Supply Chain Management, Choices, 20(4). DeNisi, A. & Griffin, R.W. (2001). Human Resource Management. Boston: Houghton Mifflin. Edwards, M. & Ewen, A. (1996). 360 Degree Feedback: The Powerful New Model for Assessment and Performance Improvement. AMACOM Books. Henslin, J.M. (2005). Sociology: A Down to Earth Approach (7th ed.). A&B Publishing. Luthans, F. & Peterson, S. (2003). 360 Degree Feedback with Systematic Coaching: Empirical Analysis Suggests a Winning Combination, Human Resource Management, 42(3). Mathis, R. L. & Jackson, J. (2005). Human Resource Management, 10th ed. Thomson South-Western Nickels, W., McHugh, J. & McHugh, S. (2008). Understanding Business (8th ed.). McGraw-Hill Irwin. Storey, J. (2001). Human Resource Management: A Strategic Introduction. London: Blackwell Publishers. Wenger, E.C. (2005). Communities of Practice: A Brief Introduction. Retrieved January 12, 2013 from www.ewenger.com/theory/index.htm Read More