PEOPLE AND ORGANIZATIONS 2
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Table of Contents
Evaluation of Change Management Approach in various levels of company. 3
Section 4: Models of HRM and bundles of HR policies and practices. 7
Section 3: Managing Change
Evaluation of Change Management Approach in various levels of company
The development of systematic change provides a transitional approach for managing overall objectives of the organization. It helps in developing a direct effect on the operations of organization and achieves efficiency in operations. Therefore, companies need to manage effective practices and manage innovativeness in actual performance (Pee and Kankanhalli, 2016). BMW needs to implement a sustainable change within existing operations for managing workforce and reduce conflicts with one another. In the case of the company, there is an appropriate need for maintaining regular operations and develop workforce. The utilization of a systematic workforce creates co-ordination in activities and undergoes overall change in the activities. The formulation of PDCA model of change helps in implementing and regulating change in whole process. It helps in managing efficiency in the existing working structure of BMW and develops broader structure in operations.
Implementation of PDCA model
Plan
There is formulation of an effective plan for analyzing and identifying existing problems within working culture of the organization and develop an adequate course of action. It creates an sustainable approach for formulating systematic strategies in improving existing performance within work culture.
Do
In this part, there is development of suitable changes for analyzing appropriate strategies for formulating change within a controlled environment (Mone et al. 2018). This is vital for initiating long- term strategic approaches and develops improvement in the future.
Act
It creates an evaluation for developing suitable actions for initiating long- term change with the organization and improves overall performance.
Check
There is an formulation of long-term strategies for reviewing results and provide stable platform for increasing efficiency within the existing workforce.[Refer to Appendix 1]
In case of BMW, the formulation of PDCA model develops an systematic approach for improving existing operations and broaden the existing working structure. It focuses on maintaining long- term strategies and practices for initiating stable working culture and manages employees. This is a versatile approach developed for improving inefficiencies in the current performance and produces a long- term approach for focusing on overall growth of the organization in the market (Leroy et al. 2018). On the other hand, the model is not sufficient for planning an suitable approach for improving existing performance and managing current performance.
BMW needs to maintain an affordable approach in the operations and improve current balance in conducting operations. The implementation of this model provides a suitable approach among various working departments in the company and creates an balance in services (Antunes and Franco, 2016). It provides a suitable method for analyzing long-term plans for improving existing performance in operations and develops long- term strategies.
Bharat Petroleum Corporation Limited has to develop an systematic platform for providing equal attention to desired needs of the employees. The development of an extensive focus on employee well-being promotes a systematic working culture and manages overall growth in the market. It is vital for evaluating transitional change in existing working structure and maintains long- term relationships with the employees (Klikauer, 2018). There is a direct link among maintenance of positive transitional approach and providing extensive focus on initiating change within long- term operations for the company.
The development of suitable relationships among management and workers in the organization creates suitable platform and improves growth (Fisher and Barrett, 2019). It creates an systematic approach for focusing on every aspect of operations from the managerial to operational level and manage efficiency in the services. The utilization of Bridge’s transitional model on Bharat Petroleum Corporation Limited sets up a guidance platform for co-coordinating actions and manages long-term changes within strategies.
Implementation of Bridge’s Transition model of change
It is an effective model of change developed for increasing transition among existing operations and improves internal processes in the organizations. This model is a long- term strategic model developed for creating transition in the current procedures and provides strategic guidance.
The model emphasizes on three vital stages for managing transitional change within existing operations are as follows:
Ending, loosing and letting go
In the first stage, there is development of discomfort within the management and operations of the organization in the first process. There has to be development of a new adoption process by the employees and accept new process for reducing inefficiency in operations (Atanassova, 2019). This is vital for creating suitable platform for the organization to develop a relationship and provide balanced relationship with employees.
Neutral Zone
There is development of confusion, misinterpretation among the existing and new employees working in the organization. It leads to inequality in developing appropriate relations with every part of the workforce for the company. This leads to a reduction in productivity and decreases overall morale of employees (Cole, 2017). There is a direct connection for managing an sustainable workforce and also increase innovation in existing practices.
New Beginning Process
In this stage, there is development of wide acceptance and support among employees and management for improving existing performance in operations (Brewster and Cerdin, 2018). At this level, there is a development of an understanding among the employees for measuring change within existing process and build overall skills. It provides direct effect on improving overall performance of the firm and initiating long- term process for providing equal focus on operations. [Refer to Appendix 2]
The utilization of Bridge’s Transition Model concentrates on initiating long- term transition approach within existing services and maintains effective change. It is used for reducing long- term problems of the firm and builds an effective procedure for focusing on collaborative approach for creating strong bonding in the workplace. However, there is a fault in conducting a suitable urgency for initiating transition within the operations and build an effective workplace. It adopts a slow process for managing transitional approach for developing appropriate relationships with every employee and increase activities within operations (Black and Venture, 2017).
Bharat Petroleum Corporation Limited initiates several transitions within existing operational process for providing equal emphasis on the needs of employee. This is an vital approach developed for initiating transitional operational change and improving bonding among one another whole working in the company (Good et al. 2016). It helps in developing systematic relationships among one another for enhancing morale of workers and builds an string workforce for improving performance in the market.
Section 4: Models of HRM and bundles of HR policies and practices
| Topic | BMW | Bharat Petroleum Corporation Limited |
| Analysis of HRM strategy with Organizational strategy
| The development of a suitable strategic planning process is vital for evaluating long- term goals and creates stable platform for conducting operations. In the case of BMW, it is essential to provide long-term strategies for minimizing conflicts within workforce and improve working culture. There is a fault in establishing appropriate procedures for measuring efficiency in the existing operations and build stable working culture for achieving long- term objectives (Rogers and Paul, 2018). The utilization of systematic human resources management strategy develops new opportunities for building a stable workforce and achieving the organization’s desired needs. It is vital for providing innovation in the existing plans and offers a formidable approach for reducing volatility in operations.
| It is essential for managing systematic coordination among human resources department and other departments for achieving long- term objectives of the company. This is useful for providing an suitable improvement strategically plan for increasing existing values and develop competitive advantage in operations. The utilization of unique corporate strategy offers additional opportunity for measuring overall goals and creates suitable bonding in the operational policies (Baluch, 2017). It opens up new opportunities for formulating appropriate strategies for ensuring further growth in the strategy and evaluating overall performance. In case of Bharat Petroleum Corporation Limited, there is a fault in focusing on individual needs of employees and reduce working efficiency. |
| Implementation of HRM Theories | In the case of BMW, there is formulation of strategic contingency theory for providing a long-term plan to improve current operations and improve existing performance. The development of theory formulates strategies for solving conflicts with every employee and develops an positive working atmosphere (Marler and Parry, 2016). According to the utilization of the theory, it is vital for formulating an effective tactical approach for re- stabilizing current performance within operations and creates strong foundation for managing overall performance. There is an systematic bonding among the workers with the human resources department of company and improve current operations.[Refer to Appendix 3]
| The development of Systems Theory helps in creating a suitable approach for planning, managing, and conducting operations to improve the overall performance of organization. It focuses on providing stable relationships among employees and employers and initiates current inefficiencies in the production. The model is useful for depicting suitable plan in providing equal opportunities for the employees and provides a healthy working atmosphere. It is an effective theoretical approach developed for aligning the organization’s overall operational goals by creating relationship among them. [Refer to Appendix 4]
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Analysis on concept of bundles of HR practices and policies and develop three practices in Human resources for improving existing performance
It is vital for developing effective implementation of human resource management process in wide range of bundles for creating systematic framework. The implementation of effective practices in the HRM department provides efficiency and creates a bond for managing actual work performance. It provides direct effect on improving collaboration among every department and provides strong platform for improving accuracy in the operations. Moreover, the development of systematic procedures in the organization creates proper motivation among employees and management for performing entire function with proper co-ordination (Mallén et al. 2016). The formulation of long- term human resource management practices provides an feedback system and focuses on improving existing performance in operations for the firm.
It provides a direct effect on improving existing procedures in operations for the organizations and creates long term relationships among one another. There is a direct relationship developed for providing variety in range of functions within HRM departments of company and improves performance (Hassan, 2016). In addition, it provides stability in the existing framework for managing efficiency within operations and reduces conflict. This is referred to as set of practices developed for increasing co-ordination in practices and develops systematic operations within the organization. There is a positive link developed for managing long- term operations and increase bundles of operations in the future. It helps in providing suitable range of co-ordination and develops long- term strategies for improving culture within the companies.
BMW faces an increase in number of conflicts among the employees for conducting operations and create suitable working culture. There is a need to formulate effective practices in human resource management policies to overcome challenges and manage the organization’s overall objectives. The implementation of effective human resource practices provides an suitable guidance system for managing coordination among operations and improves existing performance in operations. It is essential to maintain a long-term planning process for improving overall performance within management and develop goals in the future. There is formulation of three HR practices that help provide moral support for the workers and reduce efficiency in the company’s existing operations.
Developing a hierarchy system
The development of a hierarchy system within the organization provides equal opportunities for employers to maintain adequate relations with employees. It helps in creating equal chance for focusing on problems faced by the workers and improves bonding among one another. There is creation of stable workforce and reduces mismanagement in the overall operations. This is vital for improving productivity and develops overall morale of the workers.
Implementation of information available for workers
It is vital for sharing equal information among the employees for improving overall performance of the company. There is strong emphasis provided on maintaining suitable communication procedures and guide them for improving current performance. It helps in formulating effective decision-making styles and improves relations among one another in the working atmosphere for the firm.
Fair and performance-based compensation
The implementation of fair and performance based compensation system provides opportunities for the employees to improve work rate and gain attention. It provides a direct effect on increasing productivity and provides strong workforce. There is a direct link for providing stable compensation system for increasing morale and create adequate growth opportunities. It sets up a platform for managing productivity and provide rewards for employees based on overall performance.
Antunes, A., and Franco, M., 2016. How people in organizations make sense of responsible leadership practices. Leadership & Organization Development Journal.
Atanassova, M., 2019. Human Resources Management and Development in the Organizations-Contemporary Trends and Challenges. Nauchni trudove, (3), pp.15-32.
Baluch, A.M., 2017. Employee perceptions of HRM and well-being in nonprofit organizations: Unpacking the unintended. The International Journal of Human Resource Management, 28(14), pp.1912-1937.
Black, J. and Venture, K.L., 2017. The human factor to profitability: People-centered cultures as meaningful organizations. Journal of Organizational Psychology, 17(2), pp.24-34.
Brewster, C. and Cerdin, J.L., 2018. The management of people in mission-driven organizations. In HRM in Mission Driven Organizations (pp. 1-13). Palgrave Macmillan, Cham.
Cole, M., 2017. Rethinking the practice of workplace learning and development: Utilizing ‘knowledge, connections and conversation’in organizations. International Journal of HRD Practice Policy and Research, p.7.
Fisher, C.M. and Barrett, F.J., 2019. The Experience of Improvising in Organizations: A Creative Process Perspective. Academy of Management Perspectives, 33(2), pp.148-162.
Good, M.J., Taylor, W.W., Beck, J., Lambe, R. and Robertson, J., 2016. On the evolution of organizations. Fisheries, 41(9), pp.507-510.
Hassan, S., 2016. Impact of HRM practices on employee’s performance. International Journal of Academic Research in Accounting, Finance and Management Sciences, 6(1), pp.15-22.
Klikauer, T., 2018. Managing People in Organizations. Macmillan International Higher Education.
Leroy, H., Segers, J., Van Dierendonck, D. and Den Hartog, D., 2018. Managing people in organizations: Integrating the study of HRM and leadership.
Mallén, F., Chiva, R., Alegre, J. and Guinot, J., 2016. Organicity and performance in excellent HRM organizations: the importance of organizational learning capability. Review of Managerial Science, 10(3), pp.463-485.
Marler, J.H. and Parry, E., 2016. Human resource management, strategic involvement and e-HRM technology. The International Journal of Human Resource Management, 27(19), pp.2233-2253.
Mone, E.M., London, M. and Mone, E.M., 2018. Employee engagement through effective performance management: A practical guide for managers. Routledge.
Pee, L.G. and Kankanhalli, A., 2016. Interactions among factors influencing knowledge management in public-sector organizations: A resource-based view. Government Information Quarterly, 33(1), pp.188-199.
Rogers, E. and Paul, J., 2018. Strategic People Practices in Startup Organizations. People & Strategy, 41(3), pp.32-36.
Appendices
Appendix 1: PDCA Model
Appendix 2: Bridge’s transition Model of Change
Appendix 3: Strategic Contingency theory
Appendix 4: The Systems Theory