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MIHM201 Workforce Design and Strategy Assessment Answer

Supplementary Assessment Brief

MIHM201 Workforce Design and Strategy

Referencing

The Learner Guide & Lecturer PowerPoint slides must not be cited as a reference in any type of assessment. However, the references provided in these resources may be used.

In this subject, assignments may contain a maximum of 5% direct quotation and 20% paraphrasing from references. Assignments that are excessively reproductive and unoriginal will not be assessed and will receive a grade of 0%.

All students are required to follow the version of the Harvard Referencing System as outlined by your lecturer.

Word count

  • - The word count for each assessment item is set by the ICHM Academic Board. See each Subject Statement and the details provided in this Assessment Brief for details;
  • - A variance of plus or minus (+/-) 10% of the word count for each assessment item is permitted to accommodate for in-text referencing and headings;
  • A penalty of 5% per 100 words will apply to assessments falling short of, or exceeding the word count (A+B);
  • Direct quotes of over 40 words are not to be included in the word count for an assignment;
  • All other assessment word count must follow the requirements as outlined for each assessment item in the Assessment Brief provided below;
  • Students must declare the word count on the title page of their assignment.

Submission of Assessment

  • Full Name
  • 4-digit ID number
  • Title of assessment
  • Word count

Answer

WORK-LIFE BALANCE

Introduction 

The first article is aimed at analysing work-life balance (WLB), retention approaches and talent –management within the hospitality industry. Therefore, the study is conducted by examining themes including organisational attributes, work-life conflict, corporate strategies and individual employee dimensions. All these are analysed linking to organisational commitment, employee retention and job satisfaction (Deery & Jago 2015). 

The second article examines the aspects of modern research and theory on WLB. It focuses on explaining the factors behind giving importance to WLB in several countries for policy development and research. Further, it also provides an account of the old ideas that review the balance concept and its suggestions for the study of WLB. It also includes a model describing the reasons, nature and impact of a less and more satisfactory WLB (Guest 2002).

The third journal puts stress on finding out whether WLB practices and initiatives can be regarded as a strategic HRM decision, which can convert into enhanced employee and organisational performance. The paper analyses several research results for identifying the benefits of applying WLB practices for employees and the company (Lazar, Osoian & Ratiu 2010). 

The fourth article infers that WLB is one of the significant forces for workers to attain success. Corporations have developed different policies, initiatives and programs for facilitating employees, maintaining a balance between their work life and personal life. Some are specific statutory and polices, and some are implemented voluntarily (R, Kumar & Murthy 2016). 

Body

Deery, M., & Jago, L. (2015). Revisiting talent management, work-life balance and retention strategies. International Journal of Contemporary Hospitality Management, 27(3), 453-472.

The authors in the study have shown that WLB can be considered as one of the significant factors for addressing problems related to employee retention and management. According to the authors, there is a direct link between WLB and employee commitment as well as it helps to improve their dimensions, such as reduced alcohol consumption and stress. Considering these factors, employers can develop better strategies for talent retention. In this article, the importance of retaining efficient staff in the hospitality sector is highlighted mostly, as, without competent and talent employees, no hospitality organisation can thrive because guest satisfaction cannot be obtained without stratified employees. The importance of WLB lies here that is an essential source of employee satisfaction. When employees can fulfil their responsibilities besides satisfying their employers, they reach a higher level of self-contentment and confidence that in turn, improve their overall productivity. It followed the meta-analysis method for analysing related literature.

This article can be related to other pieces to be discussed. For example, in the second article, Guest (2002) emphasises on the same area of establishing the importance of WLB and the way it influences employee performance. When employees can manage better WBL, they tend to perform better in the workplace.

Guest, D. E. (2002). Perspectives on the study of work-life balance. Social Science Information, 41(2), 255-279.

In this piece of work, the entire focus is on the link between WLB and organisational psychology. The aim is to demonstrate the reason for considering WLB as a new topic, to discover the significance of WLB and develop a guideline for exploring some major empirical and conceptual issues. The article also provides a traditional perspective on WLB. It is the review of the connection between worn and personal life. It is a type of metaphor concerned with balancing one's mind or body. Exclusive work pressure affects employees mentally, as they fail to spend time with their family members and friends, attend social gatherings and do some leisure activities that worsen their mental condition. It makes employees making mistakes, feeling dissatisfied with their job and life and sometimes lose their relations for failing to manage the work and relationships together. Thus, work-life imbalance certainly has a negative consequence on effective functioning and wellbeing of staff that increases staff turnover rate. Like the previous article, it also followed the method for analysing various relevant literature.

This work has a link with the all other three articles. For instance, in the third article, the light is shed on the importance of WLB in enhancing organisational performance. It validates the through presented in the second article that improved WLB leads to improved performance. 

Lazar, I., Osoian, C., & Ratiu, P. (2010). The role of work-life balance practices to improve organisational performance. European Research Studies, 13(1), 201.

The authors revealed that although conflicts in WBL has notable business costs linked to absenteeism, reduced level of employee engagement low creativity, low productivity, high turnover rates and low retention levels, some factors of work-life culture can compromise the use and availability of these factors. The study implies various suggestions for enhancing understanding, implementation, effectiveness and choice of WLB practices. The practices of WLB include family-friendly policies such as flexi-time, telecommuting, compressed workweeks, part-time work and job-sharing. Implementing these help gaining employee trust and commitment and the cost of turnover is decreased eventually. The third article is also based on analysing previous researches and literature in this area. 

It can be related to the fourth article, which talks about the impact of WBL on employees. It implies that work responsibilities affect the personal lives of employees negatively. Factors include travelling to office, overtime; training and meetings after Woking hours have a gloomy effect on WLB.

R, C., Kumar. R.S, & Murthy, T. R. (2016). A Study on Work Life Balance of the Employees at Bosch Ltd, Bangalore. BIMS International Journal of Social Science Research, 1(2), 61-68.

In this study, the authors considered WLB as an interaction between the job and other activities, including community, family, personal development and leisure. It needs helping workers maintaining the balance between their participation in their own and work life. Therefore, organisations must implement policies that support staff minimising tensions in their personal and work experience. Supportive management and flexible work environment can help people managing their relationship well with improved job satisfaction and decreases stress level.

The study selected 30 respondents and tested hypotheses using statistical analysis such as ANOVA and regression. This journal is also linked to all three periodicals.  

Conclusion

All the four journals are linked to each other, as they are focused on revealing WLB and its significance. Giving a flexible working hour and condition is an effective way of keeping employees happy and satisfied, as in this way, they can fulfil both their professional and personal responsibilities effectively. The authors of all four articles have suggested WLB policies as a strategic HRM decision that improves employee participation and exploring their potential for overall better productivity of the organisation.

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