Organizational Policies and Employee Performance

The assignment examines the crucial role of organizational policies in shaping a company's structure and employee performance. It delves into strategies for managing employees effectively, promoting employee development through skill enhancement and recognition programs, and fostering a positive work environment that encourages cooperation and high performance.

Running head: ADVANCED HUMAN RESOURCE PERSPECTIVES
Advanced Human Resource Perspectives
Name of the Student
Name of the University
Author Note

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Executive Summary
The aim of this report is to provide the consequences and the ways to deal with the consequences
of the change in management of the Johor Insurance (JI) which is a part of the Capstone
company. To do this the strategies and the company is required to be analyzed. This report will
establish the plan for achieving the Board’s strategy of splitting the company into two parts.

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Table of Contents
Introduction and Human resource strategies and organizational strategies.....................................3
Alignment of HRM strategies with corporate strategies.............................................................3
HRM’s role in change management-principles and models............................................................4
Using HRM structures and activities to prompt, actualize and refreeze change.........................4
Minimization of staff loss at time of change...............................................................................5
Principles and practice of HRM Ethics, Corporate Social Responsibility, Occupational Health
and safety.........................................................................................................................................5
Application of the principles of CRS, OHS and HR ethics to change the project......................6
Organization and Job Design for High Performance and Staff Engagement..............................6
Redesigning job role....................................................................................................................6
The Ways to Improve Job Satisfaction through Job Redesign....................................................7
Advanced staff selection or Promotion........................................................................................7
Human Resource Development (HRD).......................................................................................9
HRD activities to enhance the performance of the employees....................................................9
Organizational Level...................................................................................................................9
Task Level..................................................................................................................................10
Personal Level...........................................................................................................................10
Conclusion.....................................................................................................................................10
Reference list:................................................................................................................................11

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Introduction and Human resource strategies and organizational strategies
Strategic planning can be defined as the process to determine a Company’s long-term
objectives and goals that are necessary to achieve by that organization. The process of
developing successful HRM strategies and Organizational strategies involve in depth analysis of
the current situation of the company along with analysis of the anticipated conditions that has the
potential to affect the ability of the mentioned organization to achieve its goals. The strategies
are developed to maximize the competitive advantage of Johor insurance, to successfully execute
the strategies, the HRM strategies and the business strategies should be aligned.
Alignment of HRM strategies with corporate strategies
Considering the fact that the HRM activities affect the execution and operation of all
other corporate function, some of the corporate areas are more affected by HR strategies than
others (Daley 2012, pp. 23). These areas are talent acquisition, training and development of the
employees, performance management, employee engagement and retention, employment law
compliance, safety and security and compensation and benefits.
For proper alignment of HRM strategies with the corporate strategies, the Human
Resource Manager requires to understand the corporate strategies, properly assess current
conditions, implement proper HR strategies after planning and finally measure and evaluate the
result and provide proper adjustments if needed.
HRM’s role in change management-principles and models

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In this era of competitive market, the concept of ‘change management’ is highly familiar to most
of the organization. In order to use HRM structures in Johor Insurance to prompt, actualize and
refreeze change, the model of Kurt Lewin should be followed (Dellinger 2017, pp. 40)
Using HRM structures and activities to prompt, actualize and refreeze change
In order to prompt freeze the change in organizational activities, the HR manager of
Johor Insurance needs to challenge the values, believes, behaviors and attitudes that currently
define the organization (Agboro 2015, pp. 14). With the usage of analogy of building, the HR
professionals should examine and change the existing foundations since they might not support
add-on story. To bring about a positive change in Johor Insurance, a crisis is created effectively
to seek out a new positive equilibrium.
The second step of involves actualization of the changes. This step involves employees to
resolve their uncertainty along with looking for new ways to do things. During this stage, both
employers and employees of the mentioned organization should act according to the newly
implemented changes in order to support the new direction (Anderson 2013, pp. 231). This
transformation from prompt to actualize however takes a justified amount of time since
employees take time to embrace and participate proactively in the change. After the changes
have been done, the managers of the JL Company should concentrate on refreezing the changes.
The concept of refreezing mainly involves reinforcing, stabilizing and solidifying the new
changes. This step will be highly beneficial for the mentioned company since it will ensure that
the employees cannot revert back to the old ways of thinking. However for this, the management
of JL Company should put effort to guarantees that the changes are not lost.
Minimization of staff loss at time of change

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During the change in management, several employees of the mentioned organization may
find it difficult deal with the changes and as a result may decide to leave the organization. This
will obviously implement a negative impact on the organization as lack of employees will result
to lack of productivity which in turn will result in decrement in the overall yearly revenue of the
organization (Yang, Wan and Fu 2012, pp. 56). In order to retain employees during the time of
change, the Human Resource department should implement the following strategies:
 Effective training should be provided to the employees to cope up with the changes.
 A mentoring program along with goal oriented feedback system should be provided for
employee retention and growth.
 The remuneration package should be enhanced by implementing Retention bonus to
encourage the employee to cope up with the changes.
 Various benefits in the form of casual leaves and work from home facilities needs to be
provided to the employees. This will encourage the employees to embrace the changes.
 Reward strategies should be implemented by Johor Insurance in order to appreciate the
employees for their performances. This system will keep the employees motivated and
help them to adjust with the current changes.
Principles and practice of HRM Ethics, Corporate Social Responsibility, Occupational
Health and safety
Sustainability and ethics are distinct but related areas of practice which are gaining significance
in this era of HR professional (Armstrong and Taylor 2014, pp. 45). The HRM ethics along with
the Corporate Social Responsibility includes various business codes of ethics along with relevant
legal as well as regulatory imperatives, whistle-blower protections, ethics training and corporate

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governance. The Occupational health and safety practices ensure the safety of the employers as
well as the employees in the workplace.
Application of the principles of CSR, OHS and HR ethics to change the project
In order to implement the HR ethics and Corporate Social responsibility practices, the HR
department must ensure the maintenance of equality among the employees. Legal actions should
be taken by the company in cases where professional ethics are violated. In order to ensure
Occupational Health and safety practices, the HR manager of the mentioned organization should
develop OHS policies after consulting with the both the employees and employers. Along with
that, necessary information and training should be provided to the employees. While the usage of
risk control strategy is a must, the organization should promote maintain and continuously
improve the OHS System. In order to minimize workplace stress, the HR manager of JL
Company should organize employee focused approaches like counseling, training for time
management and relaxation training. Besides that, various stress management programs should
be held by the HR which will help the employees to cope up with workplace stress.
The CSR principles can be defined as fundamental guidelines that help an organization to
maintain positive relationship with the society and the stakeholders. The three chief principles of
CSR include sustainability, accountability and transparency. According to the principle of
sustainability JL Company and CAUP group should invest on those resources which are
regenerated in future. The principle of accountability states that the above mentioned company
should act keeping in mind the effect of the action on the society (Hornung et al. 2014, pp. 91).
Finally, according to the principle of transparency, should maintain transparency while dealing
with its stake holders and consumers. By following the above mentioned principles, the company
will be able to enhance its productivity and brand equity.

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According to the principle of HR CSR, both JL Retail Group and CUAP Group must
maintain the privacy and safety of their consumers. Hence, the above mentioned organization
ensures that the storage system of their consumer data has the highest level of security against
identity theft, cyber crimes am other breaches of protection (Tai and Shu-Hao 2014, pp. 38). The
HR professional must encourage the managers of the mentioned organization to take decisions
ethically and maintain ethical usage of data. This will not only save the company from any type
of legal dilemma but will also ensure enhanced consumer loyalty.
Organization and Job Design for High Performance and Staff Engagement
Redesigning job role
Job redesigning means changing the plans and structure of the job roles it is required
when the productivity of a company is hampered and improvement is required to be
implemented. Restructuring the roles and responsibilities of the designations is important from
time to time to engage the employees more effectively. The process includes reforming,
changing and revising the functions of the employees, which ensures that their interest is focused
on the job. The hurdle model comprises of two parts, one of the parts specifies a process for
zero counts and positive counts is done in another process. The idea is that positive counts occur
once a threshold is crossed, or put another way, a hurdle is cleared.
The Ways to Improve Job Satisfaction through Job Redesign
The claims teams of the CUAP group as seen in this case study is highly demotivated
with their job and specially the call centre and postal staff thus to attain job satisfaction through
job redesign they will have to follow the follow the follow steps:

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 The content of the job should be revised the reasons why the productivity of the
employees are decreasing should be evaluated and actions should be taken accordingly.
By evaluating the current situation of the employees and take necessary actions the job
satisfaction quotient will increase.
 There should be rotation between the day shift and the night shift staffs so that no one has
to continue with the same shift for too long (Anitha 2014,pp. 53). Reshuffling the duties
and roles will help the employees in the long run and their performance will also
improve.
 Fun activities can be introduced in the night shifts so that the employees feel interested to
work in the night shifts, and as the pressure of work is less at night as they can enjoy at
night (Kumar and Pansari 2015, pp. 4). The key to keep the employees satisfied is to keep
them engaged in the job and these activities will help to do that, the employees will feel
more committed to their roles.
Advanced staff selection or Promotion
While observing the practice of corporate social responsibilities or CSR and Ethics the
employees of the organization can be promoted within the organization following the guidelines
mentioned below:
 The managers should recognize the employees having high potential and mobilize them
within the organization according to their potential.
 Maintaining transparency is an important part of the ethical behavior within the
organization, the employees should know in details about the internal staff selection
process in details.

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 While continuing with the internal staff promotion the management should discuss the
agendas and aims that they are trying to achieve with the change, this is an important part
of the CSR.
Human Resource Development (HRD)
HRD activities to enhance the performance of the employees
Organizational Level
The changes introduced in the organization have helped it to achieve better revenue and
less investment. There have been certain changes which have been introduced within the
organization like the creation of a series of groups by the CEO of the company from each of the
groups; sales, adjusters, Professional Services and claims (Vratskikh, Al-Lozi, and Maqableh
2016, pp. 15). Two parallel sets of groups have been formed, one that will work for the JI retail
sector and another one which will become the CUAP. The money spent on introducing these
changes have proved to be fruitful as the changes made at the organizational level has improved
the revenue as well as increased the job satisfaction among the employees.
Task Level
Job descriptions and performance: the job roles need to be described so that the employees
know what exactly the role demands from him/her. The descriptions of the job roles should be
detailed for the benefit of the employees (Gatewood, Field and Murray 2015, pp. 32). The
performance of the employees should also be evaluated so that the poor performers can be
motivated and the good performers are appreciated.

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Flexibility: Flexibility is admired by all employees whether it is the working hours or salary.
Introducing changes in the pay scale and improving the benefits will remarkably improve the
performances of the employees (Hughes and DeVaughn 2016, pp. 13). There will be an
emotional change in their attitude.
Regular Feedback: Most of the HR tools support 360-review system to assess the contribution
of multiple stakeholder at the same time. Such reviews can be conducted in anonymous manner
as well. This kind of feedbacks help the employees to judge their own gaps and determine ways
to overcome them (Kumar and Pansari 2015, pp. 4). This assessments will help the employees to
understand about their areas of strength and weaknesses.
Personal Level
Mentoring Colleagues:The employees should help each other and this will increase co-
operation at operational level (Goetsch and Davis 2014, pp. 26). There should be effective and
positive communication among the different employees of the organization the employees
should work as a single unit and help each other overcoming each other’s shortcomings, there
should be training sessions within the teams and if a person has knowledge about a particular
thing he/she should share it with his/her colleagues (Agboro 2015, pp. 17). The employees
should be encouraged to work in groups and co-operate with each other for better
performance.
Conclusion
Thus to conclude it can be said proper organizational policies are very important for bringing a
huge change in the structure of the company. There are several steps to manage the employees
and to move the human resource within the company in a proper manner so that the deserving

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candidates can get their rewards. There are different ways to motivate the employees as well
which includes the skill development of the employees, the rewards and recognition schemes and
others, by following the above mentioned points the company can flourish in every respect.

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Reference list:
Agboro, Avery Jerome. Change Management and its Implications for HR Activities. (2015).
Anderson, Valerie. Research methods in human resource management: investigating a business
issue. Kogan Page Publishers, (2013).
Anitha, J. Determinants of employee engagement and their impact on employee
performance. International journal of productivity and performance management 63, no. 3
(2014): 308.
Armstrong, Michael, and Stephen Taylor. Armstrong's handbook of human resource
management practice. Kogan Page Publishers, 2014.
Daley, Dennis M. "Strategic human resources management." Public Personnel
Management (2012): 120-125.
Dellinger, Kristin G. Addressing Excessive Hospital Readmissions Using Kurt Lewin's Change
Theory: Improving the Discharge Process in Emergency Departments by Observing Health
Literacy Guidelines. Gardner-Webb University, 2017.
Gatewood, Robert, Hubert S. Feild, and Murray Barrick. Human resource selection. Nelson
Education, 2015.
Goetsch, David L., and Stanley B. Davis. Quality management for organizational excellence.
Upper Saddle River, NJ: pearson, 2014.
Hornung, Severin, Denise M. Rousseau, Matthias Weigl, Andreas Müller, and Jürgen Glaser.
"Redesigning work through idiosyncratic deals." European Journal of Work and Organizational
Psychology 23, no. 4 (2014): 608-626.

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Hughes, Claretha, and DeVaughn Stephens. "Use Value and HRD and HRM Flexibility:
Implications for HRD Practice." In Bridging the Scholar-Practitioner Gap in Human Resources
Development, pp. 181-199. IGI Global, 2016.
Kumar, V., and Anita Pansari. "Measuring the benefits of employee engagement." MIT Sloan
Management Review 56, no. 4 (2015): 67.
Tai, Fang-Mei, and Shu-Hao Chuang. "Corporate social responsibility." Ibusiness 6, no. 03
(2014): 117.
Vratskikh, Ivan, Musa Al-Lozi, and Mahmoud Maqableh. "The Impact of Emotional Intelligence
on Job Performance via the Mediating Role of Job Satisfaction." International Journal of
Business and Management 11, no. 2 (2016): 69
Yang, Jen-Te, Chin-Sheng Wan, and Yi-Jui Fu. "Qualitative examination of employee turnover
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Hospitality Management 31, no. 3 (2012): 837-848.