HUMAN its employees and taking actions on issues

            

 

 

 

 

 

 

 

 

 

 

 

HUMAN
RESOURCE MANAGEMENT

Name

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Question 2

            In consideration that employee engagement has become one
of the Holy Grail strategies towards the success of an organization. Engaging
employees is the key but keeping them focused and connected is the less obvious
thing. Saud Bahwan Group has adopted four main ways in order to gain its
employees commitment (Meyer, Becker
&Vandenberghe, 2014 p.86)

Maintaining Employee
communication

            Saud Bahwan Group management has committed itself to
communicating with its employees and taking actions on issues and concerns
impeding worker commitments. They openly state priority issues, what should
change, what expected to improve and how the workers will be part of the
changes. The biggest issue behind this change is that the management before
used to sit on the information with believing that the employees will read
their intentions which eventually can’t work. Clear and direct communication is
very important to making engagement happen. This has really helped maintain
employee’s commitment in Saud Bahwan Group (Meyer, Becker &Vandenberghe, 2014 p.86)

Adapting strategies for
its workers specifically

            Working environment has always been a very complicated
place. This is because apart from managing the needs of the workers, the
organization also manages and works with multicultural and multigenerational
attitudes. The perception of commitment varies within the 3 generations and
different cultures in the working environment. Saud Bahwan Group management has
adapted to its workers engagement strategies while balancing its perception on
the differences. This has really helped the organization capture employee’s
commitment (Meyer, Becker
, 2014 p.86)

Question 3

            The external and influential factors which affects Saud
Bahwan Group organization decisions on its business model, strategies and
directions are based on the increasing necessity to have solutions in regard to
the forces that affect the external business model. These factors have
inhibited the organizations market share and revenues. These external factors
are based on the organization’s Five Forces analysis, in relation to the
porter’s model, indicating the strengths of external business environment (Meyer, Becker , 2014
p.86)

            They can be grouped into three main categories, the
strong forces, moderate forces and weak forces. The strong forces includes but
not limited to Saud Bahwan Group competitive rivalry and clients bargaining
power. Danger of substitution and the bargaining power of the suppliers are the
weak forces while the entry of new competitors into the market industry is a
moderate influence on the organization (Meyer, Becker , 2014 p.86)

            In order to withstand these forces, the HRM team has
ensured that it constantly hires employees who are innovative enough to enable
the organization remain relevant across the whole industry

Question 4

            Workforce planning is very important when an organization
is forecasting both its current and future staffing requirements in relation to
its strategic objectives and addressing the matters related to labour supply
and demand. Getting the right balance between labour supply and demand ensures
that an organization has right number of employees with right skills and at the
right time (Blyton , 2012
p.43)

            In my case scenario, where Saud Bahwan Group has planned
to diversify its operations to Kuwait, workforce demand and supply is very
important. The brand vehicles produced in Saud Bahwan Group is unfamiliar in
Kuwait. Considering this fact, marketing the brand will be of much requirement
on establishing the branch than selling since most of the people are not aware
of the products. Therefore, more marketers will be required on launching the
organization in this country than sellers (Blyton , 2012 p.43)

            Comparing the cost and quality of vehicles in Kuwait with
the products of Saud Bahwan Group, in the next 3-5 years the products of this
organization will have become familiar hence attracting more customers.
Similarly, the products range and services of Saud Bahwan Group will have
expanded in this locality. To ensure that the objectives of the organization
are realized, it will have to hire more sellers in the sales department to be
able to meet demands of its customers (Blyton , 2012 p.43)

Question 5

            Every person at the workplace shares relationship to his
fellow workers to some extent. This is because people are not machines which
works with just a mere button push. They need people to talk to, share
happiness and sorrowful moments as well as discussing ideas. Good employees’
relations in Saud Bahwan Group and the favorable elements of employment
legislation like workers benefits have positively impacted and influenced HRM
decision making in this organization (Blyton &Turnbull, 2012 p.43)

            The good relationship between the employees has
encouraged consultation from the HRM department in whichever the decisions they
make. Where the department misses a point in the decision making process has
always got brilliant ideas which helps it achieve its targets as a department
as well as the targets of the organization as a whole. The Human resource
management has therefore established a work culture that motivates a conducive
working relations, anchored in a creative and less destructive competition
spirit (Blyton &Turnbull, 2012
p.43)

Question 6

Performance management
system in Saud Bahwan Group

            In the case of Saud Bahwan Group, the organization has
been largely driven by the culture which was set by the founder of the
organization Saud Signer. At the heart of his approach, he emphasizes on
pushing everyone to do more to help the organization more competitive. This has
made the organization to be increasingly demanding with its employees. To
ensure that all the workers are working effectively as expected, the organization
has a performance management system (Haesli &Boxall, 2013 p.23).

            The performance management system achieves its target by
first ensuring that best people are hired for different positions in the
organization. This entails having candidates meeting the basic requirements of
the positions through their education and experience. The recruits who meets these
requirements are then moved to areas where the organization evaluates the
specific skill tests. This involves Saud Bahwan Group having employees take
exams which are in practical form and go through a series of interviews with an
aim of locating the best employees (Haesli
&Boxall, 2013 p.23).

            Once someone starts working for the organization, he/she
is provided with competitive benefits package. The elements offered include;
tuition reimbursement, life/health insurance, stock options and flexible
scheduling. Combination of outlined factors helps Saud Bahwan Group find the
best employees. With time, the employees are provided with lots of other benefits
to motivate them do more in the organization. This has made Saud Bahwan Group
create innovative products (Haesli
&Boxall, 2013 p.23).

Question 7

Theories of management
and leadership

There are many theories
of management and leadership which can be associated with success of Saud
Bahwan Group. This paper considers only two of them: trait theory and
transactional theory (Knudsen, 2015
p.179).

            In consideration of trait theory, it can be definitely
seen from the above description that one advantage Saud Bahwan Group has can be
directly associated with its founder, Saud Signer. The leadership qualities of
Saud Signer are inborn. Saud Signer has an innate desire in controlling the
organization and accepting the responsibilities. He is a born risk-taker and
has many times avoided living a life of mediocrity. This has highly enhanced
the performance of Saud Bahwan Group under him (Knudsen, 2015 p.179).

            In consideration to transactional theory, Saud Bahwan
Group management has many times used rewards approach mechanism to motivate its
workers. Conversely, punishment has been used to correct members who don’t
complete their tasks. This approach has highly motivated the workers in this
organization as well as discouraged employees who are always against what is
expected. The performance of Saud Bahwan Group has therefore improved through
this approach (Knudsen, 2015 p.179).

Assignment Task 2: Case
Study

            There were several factors which led to closure of
Enron’s despite of the company adopting EVP strategy. Reports suggest that the
company made its funds with smoke and mirror. This was done through unregulated
private partnerships aimed at taking debts, hiding the company losses as well
as its kick off inflated revenues. The company executive sustained this game of
shell by refusing to disclose to the analysts where the funds came from. Arthur
Anderson, who was the auditor of the firm also played a role in this crisis by
turning a blind eye on the questions about the accounts. He did this out of
self-interests as he did not want to lose the lucrative consulting fees.

            Additionally, Ken Lay, who was the company’s chief
executive and his protégé Jeffrey Skilling who had also served in the same
position before resigning had set up a flawed system which self-enriched
themselves at the expense of the other ordinary shareholders and employees. In
this system, Fastow, who acted as a chief financial officer should also carry a
portion of the blame. He manipulated the company’s financial statements to
inflate profits and enrich himself and some other senior executives.

            The failure of this company clearly depicts the
consequences of ethical deficit. The most important lesson out of this scenario
is to note that corporate culture matters. The Environs executive members created
a culture of deception, greed and corruption; as a result, their house of cards
deteriorated following the inevitable adjustment by the market forces. For the
company to succeed the executive members would have avoided the above three evils (deception,
greed and corruption) and do the necessary with
due diligence.

 

            If I was appointed as the CEO of Enron in a similar
context to turn the company around, there are several recruiting, talent
management and retention HR strategies I would implement to revive the company
back to its original laurels. Such strategies include but not limited to; (Dyer &Reeves, 2015)

Recruiting on the basis
of qualifications

            This approach could increase the company’s visibility in
professional seminars and activities that give them and the company as a whole
the greatest exposure. To achieve this also, I would be conducting job fairs
where I can attract talented and qualified applicants.

Tapping in-house talent

            I would establish an employee referral program to recruit
and retain individuals. I would ask the current employees for recommendations
and initiate employee referral program that would reward them. Since close
monitoring shows that this company uses 360 degree performance appraisal
system, I would closely look at the feedback provided from the peers of the
employees. The insight from the peers will be more helpful.

Assignment Task 3

            There was a starkly difference on the way Mazda and
Chrysler approached the bankruptcy in 1980’s. According to international HR
strategies, it is very important and perhaps most fundamental step to end all
favoritism towards managers. Many Companies tend to consider the top management
of the company as potential expatriates and then regard the rest of their
workers as local employees. This clearly explains the reason behind Chrysler
cutting the salaries of its staff members different.

            In Japanese for instance there is a tendency in most
organizations of treating their employees as their own family. This implies
that even if an employee acts negatively or against what he/she is expected,
he/she may be just kept in its position. This is contrally to the case in
America. In America, they practice what they refer to as a hire and fire
policy. The only consideration of an employee remaining in the organization is
directly proportional to his or her performance. They don’t focus on people
management notion but in their ability to deliver and contribute positively
toward the organization goals.

            Additionally, in America, the culture of equality has
been adopted highly as opposed to the case of japan. As per the case scenario, Mazda
practiced equality to all its employees by deducting the salaries equally
across all its employees regardless of the position held by the employees. This
was extended to the bonuses as well. On the other hand, in Japan where the
culture of equality has not been adopted, employee’s salaries were deducted
without equality.

 

 

 

           

 

 

 

 

 

References

Kaplan, R.S. and Norton, D.P., 2014. How strategy maps frame an
organization’s objectives: in    an
excerpt from their new book, two noted authors on corporate management outline
how      organizations can mobilize and
sustain their intangible assets for value-creating internal             processes. Financial
Executive, 20(2), pp.40-46.

Churchill, N.C. and Cooper, W.W., 2012. Auditing Records: Individual
Task Accomplishment    and Organization
Objectives. in: New Perspectives in Organization Research, New York           et al, pp.250-275.

Meyer, J.P., Becker, T.E. and Vandenberghe, C., 2014. Employee
commitment and motivation: a             conceptual
analysis and integrative model. Journal of applied psychology, 89(6),
p.991.

Blyton, P. and Turnbull, P., 2012. The dynamics of employee relations.
Palgrave Macmillan.

Knudsen, C., 2015. Theories of the firm, strategic management, and
leadership. Resource-based   and
evolutionary theories of the firm: Towards a synthesis, pp.179-218.

Haesli, A. and Boxall, P., 2013. When knowledge management meets HR
strategy: an      exploration of
personalization-retention and codification-recruitment configurations. The
International Journal of Human Resource
Management, 16(11), pp.1955-1975.

Dyer, L. and Reeves, T., 2015. Human resource strategies and firm
performance: what do we       know and
where do we need to go?. International Journal of human resource             management, 6(3),      pp.656-670.

 

 

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