英语大学作业人力资源管理.docx

英语大学作业人力资源管理.docx

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英语大学作业人力资源管理

ManagingchangeatGarmentsGalore

Itiscommonlybelievedthatourworldischangingsignificantly.Atthesametime,organizationsappeartohavegonethoughawhirlwindofchange（BerkeleyandThomas,2003）.Howtheorganizationrespondstothechangingnatureoftheenvironmentsisthekeyissuefortheorganizationaldevelopment.AsMaund（2001）statesthatanorganization’schangingstrategytendstodriveitsHRMstrategy.Humanresourcemanagement（HRM）hasbecomethedominantapproachtopeoplemanagementduringthisperiod（Price,2007）.MarchingtonandWilkinson（2002）suggestthattheeffectivehumanresourcemanagementisseenascriticaltogainingimprovementsinorganizationperformance,itisoneofthemostcriticalaspectsoforganizationalmanagement（Kane,1995）.ItisintegrationoftheHRMstrategyintheorganizationalstrategyandfunctionalintegrationsuchasemploymentrelationship,recruitment,leadership,culture,organizationalstructure,organizationaldevelopmentandsoon（Armstrong,2000）.

Theabilityoftointegratewithitsbusinessstrategytomeetthechallengesofthechangemanagementisvitalforasuccessfulcompanytosurviveinintensecompetitionandfiercechanging.Contrarily,lackandweaknessonthisabilityoftenleadstodisorderedsituationwhenacompanyfacestoanyforthcomingchange.TheGarmentsGalore（GG）Ltd.hasundoubtedlystuckinthemudwhenitfacedwiththechallengetoembarkonasurvivalstrategy.Alotofprofilesimplythatthecompanyisfarlackofthecompetencytodealwithachangecircumstance.

GarmentsGalore（GG）Ltd,facingwithintenseworld-widecompetitionanddeclineintheUKmarket,hadtoembarkaconsolidationstrategyinitiallybyreducingproductionsiteaccompanyingdownsizeditsworkforces,andthenplottedapaystructurere-designsystemwhichwasfinallywithdrawn,inthemeantimeHRdirectorswerereplacedfrequentlyduetofailingtocomeoutofmudsituation.TheproposedchangesatGGleadtounrestamongitsworkforce,evenamongitsroutineactivities.Theemployeesfeltbetrayedandresentful.Somenegativephenomenasuchasageingworkforce,redundancy,differenceinpaystructures,directlyresultedintheincreasingabsenteeism，thelowmorale，signsofdisenchantmentandperformanceslipping.GGhassunkintodesperatesituationwhereitssurvivalwasinseriousdoubtifthecompanycouldn’tturnitselfroundquickly.AllofquestionsexposedthatthecompanywasunabletodealwithchangingenvironmentsduetolackingofthecompetencyofSHRMinstrategicandtacticlevel.

Strategichumanresourcemanagement（SHRM）istheprocessoflinkingthehumanresourcefunctionwiththestrategicobjectivesoftheorganizationinordertoimproveperformance（Bratton,2001）.Successfulstrategichumanresourcemanagementisgenerallyacceptedasoneofthemostimportantcompetenciesforanorganizationtomatchactualchangeprocesses（Caldwell,2001;Beeretal.1985）.Andithasbecomeadrivingforcewithregardtotheorganizationaldevelopment（Baker,1999）.Besides,SHRMasanimportantwayofenhancingorganizationalcompetitiveadvantagehavewidelybeendeployedtoorganizationstrategyplanning（Truss,1997）.Undoubtedly,it’stimeforGGtotransferthetraditionalHRMpracticesintoSHRMpractices.

Fromthispointofview,thisreportwillgiveanin-depthanalysisfromtheperspectivesoforganizationalstructure,leadershipstyles,organizationalcultureandorganizationaldevelopmentofGG,andthenproposalswillalsobepresentedfocusingonwhatHRMstrategiesshouldbemoreeffectivetodisencumberGGfromcrisis.

Organizationalstructureseemstobetheskeletonoftheorganizationwhichgivessupporttothe“implementationofstrategicdecisionmakingandoperationalprocess”（Senior,2006）,especiallyinthechangingsituation,andisplayingacrucialroleinwherepowerlies,indefininghowpeoplerelatetoeachotherandininfluencingthemomentumforchange（Carnall,2003）.Inessence,theprimarygoaloftheorganizationalstructureistocoordinateandallocateafirm’sresourcessothatthefirmcancarryoutitsplansandachieveitsgoalsandobjectives.

Thereisnoabsolutelyuniversalstructureformforanorganization.Itoftenneedsoverallconsiderationsbasedonthespecificsituationsofoneorganization.Intheprocessofchange,asGalbraith（2000）notedthatorganizationalstructuresarebeingmoreeasilychangeablethanothers.Therefore,anappropriateorganizationalstructure,inbothitsformalandinformalelements,canbeimportantfacilitatorsofchange.

FromtheSHRM’spointofview,theinefficientorganizationalstructureofGGwasoneoftheimportantreasonsfortheemergingcrisis.InGG,themajorityoftheworkforceismadeupofagedemployees,becauseofunsuitablerecruitmentandretirementpoliciesandtheinfluenceofgovernmentbusinessregenerationprogramme.Furthermore,theHRMdepartmentdidnotplayitsrightrole,forexample,HRdirectorswerereplacedfrequentlyandallthepredecessordirectorswereunabletoachieveeffectiveperformancewhichtoturnaroundthepredicament.

AccordingtoBartolandMartin（1994）,Organizationalstructuresrefersto“theformalpatternofinteractionsandcoordinationdesignedbymanagementtolinktasksofindividualsandgroupsinachievingorganizationalgoals.”Theunsuitableorganizationstructureundoubtedlyresultsinthepresentfunctionaldisorderandwillcumberthefuturedevelopmentofthecorporation.Organizationalstructureisofutmostimportanceasitdirectlyimpactstheirbusinessandemploymentmodels（MichaelGraubner,2006）,andwithoutacorrespondingorganizationstructurethestrategyisatrisk（Lowe,1995）.SotheGGisfacingwithathoroughlyrestructure,bothdownsizeandreengineer.Toimprovetheexistentdeficientorganizationalstructuretofittothechangingenvironmentisanurgenttask.Newseriesofrecruitmentandretirementpoliciesshouldbeimplementedandsetup.Moreover,theresponsibilityandfunctionofRHdirectorneedtoenhancetoguaranteesuccessfulperformance.

Leadershipistheabilitytoeffectivelyusestrategiccompetencies,powerandinfluencetoaccomplishorganizationalgoals（Jong&Hartog,2007）.Leadershipisplayingamostimportantroleintheorganizationalchangingandiscentraltochange,inparticulartotheabilitytoproduce“constructiveoradaptivechange”（CremerandTyler,2005）.JustasDoppelt（2003）pointsthattheultimatekeytoorganisationssuccessfullyembracingsustainabilityisleadership.

Comparedwithmanagement,leadershipismoreconcernedwithsoftstrategy,i.e.establishingsharedvisionsandgoals,interpersonalrelationshipsandcommunication,motivationandgettingthebestoutofpeople（Senior,2006,citingWatson,1983）.Agoodmanagementcannotbeenachievedwithoutaneffectiveleadershipstyle.Everyorganizationandgroupneedsaneffectiveleadershipstyle.

WiththediagnosingontheleadershipofGG,manyproblemsexposed.Firstly,GGisshortoftheabilitytoestablishagoodrelationshipwiththeindustrialunionandfollowedaperiodofpoorindustrialrelationswiththethreatoftheindustrialaction.Itresultedindifficultyinputtingsomereformprocessintoeffect.Secondly,thelackofeffectivecommunicationcompetencynotonlyfailedtogetpeopleinvolvedinthewholeprocessofchangebutalsoincreasedtheresistancesfromtheuncertaintyfeelingsoftheemployees.Inaddition,ineffectiveleadershipalsotendstoincreaseemployeeresentmentandtodecreasemorale,employeesatisfaction.Allthesedefectsinorganizationalleadershipincreaseitsnegativeinfluenceduringthechangingintangibly.

Organizationalsuccessinobtainingitsgoalsdependsonmanagersandtheirleadershipstyle.Byusingappropriateleadershipstyles,managerscanaffectemployeejobsatisfaction,commitmentandproductivity（Mosadeghrad,2003）.SoforGG,itistimetoreshapeitenergetic,harmoniousandcohesiveorganizationalleadershiptomeetneedsforthechangingenvironment.Inthechangingcontext,thebestwaytomotivatepeopleistogettheirfullcommitmenttothevaluesoftheorganizationbyleadershipandinvolvement（GovindarajanandGupta,2001）.Themosturgenttaskshouldberapidlybuildingasufficientandtransparentcommunicationmechanism,includinganegotiationchannelwithUnionandindustrialassociation.

Theorganizationalcultureisthesetofdominantvalues,beliefs,attitudes,andnormsthatisthebasisforjustifyingdecisionsandbehavior（Tosietal,2000）.Boththecompanyandtheemployeeswillbenefitfromthehealthyorganizationalculture.AccordingtoSenior（2006）,cultureisthe“glue”whichcouldholdtheorganizationtogether.Culturehasseveralfunctionsattheorganizationallevel,suchasconflictresolution,co-ordinationandcontrol,reductionofuncertainty,motivation,competitiveadvantage（Senior,2006,citingBrown,1995）.Organizationalculturewillbeperceivedbymembersofthecompanyasorganizationalclimate,anditwillinfluence,andbeinfluenceby,theorganizationalstrategy,structureandsystems（Armstrong,1992）.Goodorganizationcultureistheprerequisiteoforganizationdevelopment.Therightculturecanleadtobetterperformanceandcanbechangedasatangiblephenomenon（Hendry,1995）.

Anorganizationshouldrecognizethattheneedfor,natureofandinstrumentsinvolvedin,culturalchangewillvaryaccordingtothestagesoftheproductororganizationlifecycle（Beaumont,P.B,1993）.Noorganization’sculturalisstaticbecausetheexternalandinternalfactorsthatinfluenceculturechange.Achangingorganizationalculturecouldbringaboutorganizationchange,couldchangepeople’satti