NMIMS BBA – B.Com Human Resource Management Solved Answer Assignment

Human Resource Management

 

Question 1

Aldowa is a manufacturing company with 40 years of experience in engineering production and assembly of metal claddings. With PVH, Mercedes Benz and Rabobank among its clients, Aldowa prides itself on delivering value to all its stakeholders, customers or employees. Droste brought Aldowa from its founders in 2007. When Droste acquired the Company, its factory workers were underpaid, and they worked long hours. Moreover, they used equipment that had not been maintained for 12 years. The Company culture was traditional, with a lot of hierarchy and a shared sense of ownership among employees. Droste has appointed you as a CHRO to introduce HR practices (4 HR practices0 focused on creating self-managed teams keeping customer centricity as the primary performance parameter (10 marks)

Introduction

The case study presented in question no1 is about the Aldowa Company. The Aldowa Company is a manufacturing company known to have over 40 years of experience in the engineering production and assembly of metal claddings. PVH, Mercedes Benz and Rabobank production are known to be some of the clients of the Aldowa Company.

Concept and Analysis

Before we discuss the four types of HR practices that I will be potentially introducing in the Aldowa Company, as Mr Droste has suggested, let me first discuss in brief what exactly is the role of CHRO (the acronym of which is known as the chief human resource officer). The principal human resource officer is responsible for the execution and the Development of the strategy revolving around the human resource or employees working within the Company to support the overall plan and Design of the business and guide the Company’s business towards a direction that is strategically robust and beneficial for the Company as a whole.

Conclusion

Implementing human resource practices is crucial for the smooth sailing of the Company’s working environment. However, while implementing these practices, the Company should make sure that these practices end up aligning with the Company’s overall objectives and business goals.

Question 2

It has been a year since your organisation ABC Ltd introduced a structured performance management system. However, the leadership team has observed that most first-line managers are still not hands-on with this new system. Most managers lack the ability to give constructive feedback- they either shy away from discussing this or put it across very harshly – thus defeating the objective. Also, the focus has been on completing discussions quickly and centred more around the rating and past performance rather than setting SMART goals and a developmental action plan for the forthcoming review period. You have been asked to design a learning intervention to address this issue.

Using the ADDIE approach, specify the key questions to be considered during your learning design. (10 marks)

Introduction

The case study in question no 2 concerns the ABC ltd Company. According to the case study, it states that ABC Company, for the first time, introduced a structured performance management system. However, according to the manager of the Company, it has been observed that most of the first-line managers are still yet to be hands-on with this newly implemented system.

Concept and Analysis

To design the learning intervention for the Company, I will be using the ADDIE approach to specify all of the critical questions that need to be considered during the process of designing the learning intervention. Before we discuss the main question at hand, we will be discussing, in brief, what exactly is ADDIE approach. ADDIE is known to be an acronym for all of the five different stages that take place during a developmental process where the letter “A” stands for Analysis, the letter “D” stands for Design, the second letter “D” stands for Development, the letter “I” stands for implementation and lastly, the letter “E” stands for evaluation. The ADDIE model approach is a device which helps to think through before designing a process.

Conclusion

The utilization of this model enables companies to design a framework that is structured and robust. It helps in systematically putting forth all of the learning intervention processes in a way that will prove efficient and effective to both the Company and its employees.Evaluation: The last step of this model approach is evaluation.

Question 3

PROBANK runs daily banking activities for customers and small enterprises in the Netherlands. Services are provided along three client-facing lines: Mortgages, insurance and running accounts. The department holds nationwide banking offices where you, as an individual, can go to. The department comprises 3,500 full-time employees (FTEs) and covers 250 front offices, ranging from single personal desk- shops to local branch offices with 80 employees. Some of its branch offices are dedicated to offering all other services for personal banking clients like online services, contact centres, administrative support and coordination functions. The change management team has asked you to identify the external and internal change drivers who demand Probank transformation from a hierarchical to a flat structure (Note: Probank is at present a part of a risk-averse and highly government-regulated banking sector)

1. Externalchange drivers (5 marks)

Introduction:

The external change drivers are those external forces that influence the need for change within an organisation. Compared with the internal drivers of change, managing the external change driver’s turns out to be quite challenging. The drivers that force external change within an organisation are the preferences of the customers, competition within the market, technological influences, regulations and so on.

Concept and Analysis

Here are some of the external forces which I think will drive the occurrence of changes within the Probank Company.

• Regulatory provisions: The first external force that drives external change within the Probank is the regulatory provisions.

Conclusion

Changes in demography The population of the Netherlands is becoming older. At the same time, there is a rise in the number of younger customers who are savvy regarding technology.

1. Internal change drivers (5 marks)

Introduction

The forces that drive internal changes within an organisation are mainly part of the Company’s inner circle. Dealing with the details that go into internal changes can be challenging; however, managing and controlling them is much more straightforward than dealing with the forces that cause external changes.

Concept and Analysis

Cost cutting: ForProbank to enhance its profitability and keep its current position in the market, it may be necessary for the Company to reduce the costs it incurs. With a flat organisational structure, the number of hierarchical levels in a hierarchical structure may be cut down, resulting in cost savings. Moreover, the decision-making process may be expedited, resulting in cost savings.

Conclusion

Here are some of the examples of forces which drive internal changes, conflict within the Company, poor working culture, poor performance, low satisfactory rate, the introduction of a new type of leadership, culture and so on.

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