HR7003
Assessment:
| Individual Coursework HR |
ASSESSMENT
Your Task:
Using good quality academic and journalistic sources, prepare a 1,500 word report for the CEO on HRM issues at B.N. Foray. Your knowledge and understanding of management of individual, team, and organisational change, including change and leadership theories will be critically examined.
The title of your report should be:
A Business Report to optimise the delivery of HR Processes at B.N. Foray.
Your report should include:
The word count of 1,500 words will not include the title page, executive summary, contents page or bibliography.
You will not need to draw on all change and leadership theories that you read but should select instead those which are most applicable to the case study – B.N. Foray – and apply them appropriately.
It is important that you show knowledge of key debates within the literature on Human Resource Management within an organisation. Also, it is strongly advised that you are critical in your writing and ensure a good level of integration and coherence in applying theories. Please work on, and ensure an excellent level of criticality, coherence, and flow of your report. This will require effective discussion and clarity.
Please note that a significant amount of the marks are awarded on the basis of wider reading, critical and logical presentation, quality of argument, referencing, academic integrity and academic writing conventions. Please see Assessment Criteria on the Moodle.
Reassessment
The reassessment will be a resubmission of this report, with track changes made in response to the feedback given. the date for Reassessment is 24th January 2020.
The Learning Outcomes assessed by this assessment are:
Knowledge
Thinking
Subject-based practical skills
Skills for life and work (general skills)
We strongly suggest that you try to submit all coursework by the deadline set as meeting deadlines will be expected in employment. However, in our regulations, UEL has permitted students to be able to submit their coursework up to 24 hours after the deadline. The deadline is published in this module guide. Coursework which is submitted late, but within 24 hours of the deadline, will be assessed but subjected to a fixed penalty of 5% of the total marks available (as opposed to marks obtained). If you submit twice, once before the deadline and once during the 24 hour late period, then the second submission will be marked and 5% deducted. This rule only applies to coursework. It does not apply to examinations, presentations, performances, practical assessments or viva voce examinations. If you miss these for a genuine reason, then you will need to apply for extenuating circumstances, or accept that you will receive a zero mark.
Proposal for optimizing the delivery of HR Processes: B.N. Foray
Executive Summary
The reports intends to elucidate the challenges faced by B.N. Foray due to the human resource policies and actions that affected their sales. Predominantly, strict centralization of power, miscommunication, and ineffective management of workplace diversity and resistance of the workers towards change are the main cause of concern. The company will incorporate Kotter’s and Lewin’s theory to introduce the modifications in their management and work practice. Plan implementation will attempt to reduce the issues at hand and risk register will reveal the lurking threats of the strategy.\
Introduction
The assignment will emphasize on optimizing the delivery of the Human Resource procedures for B.N. Foray. Currently, the organization is not in a favorable position for integrating human resource policies within the working environment leading to work place challenges, resistance towards alterations and mismanagement. B.N. Foray is a well-known brand in the FMCG sector recruiting 9000 employees across the globe. The company aims to healthy nutrition at a considerable low price. However, due to lack of HR integration policies, the productivity of the organization is being challenged in the competitive market.
HRM challenges in the organization
While the company has a strong emphasis towards the centralized process of administration, the regional section is often overlooked by the human resource department. This automatically affected the sales process, operations of marketing and production unit in a negative manner. In this context, the ineffectiveness of the centralized approach is highlighted preliminarily. Furthermore, the cost of production was relatively higher than that of rival brands, resulting in high pricing of products. The employees are also not managed properly within a loose working culture. Therefore, there is an essentiality for change management in the organization, which may not be fully acceptable by the employees and other members of management, resulting in showing a resistance towards change. Therefore, the company is planning to cope up with the resistance with the application of Just in Time approach and contracts of Zero hour. Poor mismanagement of the HRM policies were mainly viable due to contractual alterations and various practices of working. The regional centres in areas of Lagos, Chicago, Toyo, Nairobi etc are getting affected due to reduced level of engagement amongst the employees. Lack of cultural diversity in the company is also viable, as the organization tends to select employees of different cultural background throughout the globe. Suitable interventions need to be planned for enhancing the effectiveness of HRM integration within the organization.
Proposing for optimizing the delivery of HR procedures at the company
While analyzing the overall issues internally, it can be estimated that the major issues affecting the company are the poor work culture, resisting towards change and less understanding within the employees which is affective the overall management of the HRM in the organization. The following approaches could be initiated for resolving the issues associated with HR in the organizational context.
Lewin’s Change model could be implemented by the organization while initiating changes in the organization. The first step comprises implementation of new ideas for unfreezing the existing practices in the organization. It is understandable that the primary stages are effective in addressing the present dynamics which is present within the employees. The scholar stated further that the application of the first stage will be alleviating the prevailing issues and pave the pathway for accepting new changes in the organization. The second stage refers to the implementation of change within the organization (Elam and Brands, 2013). For applying the modifications effectively, the leaders shall be providing full assistance, passing down the information and take active participation in communicating with the peers across all forms of management. Transparency within the organization is very much needed for bringing the needful changes in the organizational context (Bartunek and Woodman, 2015). Basically, the need for specific changes will be understood by the employees of B. N. Foray. In the last stage the company could reinforce, stabilize and solidify the new changes initiated by the organization. The changes will involve implementing a diverse working culture with full engagement of employees in forming a team approach and get indulged in employee decision making.
As per the Kottler’s theory of change management, the change is been brought inside the organization gradually with application of an 8-step procedure. The model serves as the framework for alteration of the structure inside the organization. The primary stages take active participation in creating a urgency amongst the managerial unit for bring the needful changes inside the organization (Calegari, Sibley and Turner, 2015). Issues related of workforce management, economical constraints and poor application of the production procedures should be taken into consideration. In the latter stage, the employees should also be included to bring in the change by the team who is guiding. The next stage will be highlighting the identification of the challenges, alleviate them and take the initiative of motivating employees for attaining success in a short term. Gradually, the alteration shall be incorporated totally within the workplace culture.
Democratic leadership theories take active participation in ensuring involvement of employee’s decision within the organization so that they stay loyal to the company for longer duration of time. The theory would also assist in enhancing the level of engagement within the employees and give a team effort which is very much essential for companies who operate on a global scale (Bosiok, 2013). The application of the specific theory also takes active participation in reducing the difference of culture amongst the employees and assist in increasing the workplace harmony through adoption of diverse workplace culture.
The management of the company is interested in implementing modifications within the production department and it is been halted presently due to the resistance employees are showing towards the change. Furthermore, there is loose engagement amongst the employees across its various departments across the globe and implementing changes could be a major constraint as well. The application of Lewin and Kotler’s theory will assist in understanding the need for this change and how it will contribute towards enhancement of organizational productivity as a whole. The theory of democratic leadership will take active participating in developing a coordinative approach amongst the team members and incorporating the decisions of employees in organization practice, thus ensuring employee engagement and resolving local segment issues within the firm (Amanchukwu, Stanley and Ololube, 2015).
Implementing the Plan
| Motives | Needful responsibilities | Expectation of costings | Time duration |
| Minimizing the changes associated with resistance | The framework of Lewin and Kottler will be taken into consideration which will resulting in understanding the need for change and establish a transparent network of communication across all forms of management (Worley and Mohrman, 2014). | $25000 | 8 months |
| Decentralizing the structure of administration | Prioritizing the needfulness of ensuring authorities across the regional level to the managers (Gorran Farkas, 2013) | $15000 | 5 months |
| Enhancing the engagement amongst the employees | Mitigating the strictness of the administrative hierarchical aspects and ensuring priority of employee decision making within an organizational perspective which should be well supported by coordinative team effort | $34000 | 7 months |
| Promotion of diverse workplace culture | Arrangement of cultural events across the workplace culture which will be promoting open communication in the workplace. This would not only eliminate the cultural barriers but would also assist in eliminating bias and any form of confliction amongst the employees | $46000 | 12 months |
Table 1: Plan Implementation
(Source: Author’s creation)
Risk Register
The risk register refers to application of techniques which is used in project management for predicting the challenges which could affect the functioning of the organization across several spheres. It assists in determination of potential hazards and understand the level of danger across several level of management (Pritchard and PMP, 2014). The following Risk Register will illustrate the potential hazards which could be developed in B.N. Foray.
| Serial No. | Category | Risk | Probability | Impact | Mitigation | Risk Assessment |
| 1 | People | Employees are resisting any modification in the workplace. | 5 (High) | High |
| High |
| 2 | People | Mismanagement in the organization | 2 (low) | low |
| Medium |
| 3 | People | Ineffective management of diverse culture | 1 (Low) | Medium |
| Medium |
| 4 | Technical | Increasing operation cost | 4 (Medium) | High |
| High |
Table 2: B.N. Foray’s Risk register
(Source: Author’s creation)
Conclusion
The report is drafted to understand and highlight the major HR issues faced by B.N. Foray. The organization is operating at global level and in the last couple of years witnessed fall in sales due to certain technical and human resource problems. The firm has strict centralized framework and tends to overlook the management and functioning of the regional areas, consequently affecting the sales, marketing, production and logistics of the local network. Additionally, it is evident that the employees of the company are not managed properly and the individuals are displaying signs of resistance when the management implements any kind of alterations. The products of the brand are overpriced when compared to the rival firms due to the overhead charges and rising production costs. Besides, the firm has recruited large number of foreign individuals; however there is no integrity while maintaining cultural diversity.
To overcome the challenges, the management will take the Lewin and Kotter’s model into consideration while implementing the changes and develop effective and transparent network of communication. The regional managers will be given priority and vest powers to handle the operations. To reduce cultural friction, different events and activities will be arranged. Risk register was evaluated the potential problems that may arise in the stratagem. It can be stated that with efficient change management programs and effective leadership the issues at B.N. Foray can be resolved.
Login
Pages: 4
Words: 890