Managing Business Analytics: Resolving Business Issues at Thrive Consulting Group

The report discusses ways to resolve business issues at Thrive Consulting Group by managing human resources and job demands. It includes a literature review on the Job Demands Resources Theory and its impact on resolving business issues. The report recommends integrating the JD-R model with research goals, promoting transformational leadership, stopping wage cuts, and promoting a work-friendly culture.

Running head: BUSINESS ANALYTIC
Business analytic
Name of student
Name of University
Author note

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Executive summary
The report was prepared to discuss about the ways business issues at Thrive Consulting
group could be resolved. From the findings, it was seen that the employees under stress make out
and create more demands for job over time. This was mainly caused due to self undermining
behaviors caused due to over stress and immense, furthermore has caused obstacles and ruined
the performance of the organization as a whole. This has often caused poor communication and
lack of ability to exchange relevant ideas and knowledge. Thus, it is essential to monitor the
behaviors of employees regularly and include motivation component through training and
rewards paid to them for their performances and sometimes for working over time. This could be
major motivation factor for making them perform to their potential and ensure that the business
issues are resolved in no time. The job demands and resources model could be effective for
determining the factors weakening the human resource management by affecting the turnover
rate and leading to lessening of employee morale and self motivational skills. Providing them
with training and benefits for their efforts at work and the transformational leadership skills of
the manager should be effective for shared decision making and promote better communication
all throughout.

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Table of Content
s
Introduction......................................................................................................................................4
Literature review..............................................................................................................................4
Methods and results.........................................................................................................................7
Recommendations..........................................................................................................................10
Conclusion.....................................................................................................................................11
References......................................................................................................................................12

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Introduction
The topic of the report is to manage business analytics with the use of proper theoretical
frameworks and make sure to overcome the business issues and problems faced by the company
named Thrive consultancy in Australia. The topic will illustrate about the problems faced by the
company while managing the human resources and how it can be resolved with the use of
relevant theories and concepts required to ensure successful business functioning (Giauque,
Anderfuhren-Biget & Varone, 2013). Thrive Business Consulting is one of the major consulting
firms in Australia that offers a wide range of strategic marketing and business solutions to assist
the small and medium sized businesses to become successful in the global competitive
environment. The company is specialized in human resource consulting, advertising and
marketing activities consulting along with the strategic planning. The major issue faced by the
company is the low morale and performance of the workers, which has increased the turnover of
employees along with absenteeism (thriveconsulting.com.au, 2018).
Literature review
Considering the human resource management issues faced nowadays, it has been
believed that the lower morale of staffs and higher turnover of employees have largely
contributed to the poor business functioning and decline in business profit and failing to achieve
competitive advantage too. From the case study, it has been understood that the consulting firm
has been facing problems regarding the management of staffs due to the morale among the
employees, which has resulted in degrading the performances of the workers and affected the
business’ revenue generation capabilities too (Brauchli et al., 2013). These consequences are

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mainly associated with the long working hours and due to cuts in funding, which has made the
employees unsatisfied and unable to cope up with the changes in the new policy. According to
Bakker & Demerouti (2017), it is to be believed that the new policy implemented has made
drastic changes to the working hours and even made the employees free from access to office
materials like getting coffee, tea, biscuits or milk during their working hours (Bakker &
Demerouti, 2017). The working hours are also higher, which may have lowered the morale of
employees and even hindered them to work from home or have flexible working hours. Their
performances have deteriorated and this has also affected the business functioning and revenue
achieved by the company through its strategic consulting and human resource planning services’
delivery (Tims, Bakker & Derks, 2013).
According to Bakker & Demerouti (2017), the Job Demands Resources Theory related to
occupational health psychology can be a major theoritical framework that can deal with the
management of stocks and look forward to ensure successful business functioning (Bakker &
Demerouti, 2017). Based on the statements of the authors, it has been understood that the major
risk factors that have contributed to the lower mroale of emplpoyees and incerased tiurnover
have been asociated wih the overload of work, lonmg working hours, emotyional and physical
job demands and also the work from home conflicts (van Woerkom, Bakker & Nishii, 2016).
This has lead to exhasutsion among the employees and unabe to cope up with the stress and this
has fiurther affected the business performance. Bakker & Demerouti (2014) argued the fact that
it is important to allocate the right job reosurces at the right time and at the right place for
promotiunbg job autonomy, porovide social support along with performance feedbacks from the

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employees and supervisors and maintaining stable quality relationships between the busness
manager and oits employees (Akkermans et al., 2013).
Objectives
 To identify the various potential business issues that have resulted in lower morale and
higher turnover of employees
 To evelauta ethe various approaches needed to manage the human reosurces proeprly and
fulfil the job demands thorugh supply of reopsurces
 To assess the impact of the job reosurces demand model on the resolving of business
issues
 To recomende necesray measurs for integrating the JD-R theoritical model with the job
reosurces for meeting the requirements of employees and encourage them to perform to
their potential
Questions
What are the busines sissues faced by the company Thruve Consulting in Australia?
How can the various approaches help in managing the hiuman reosurces and enhance the job
demand slaong with proper allocation of reosurces?
What is the probable impact of JD-R model on the controlingof busoness issues?
What necesary recomendations are provided to implment the job reosirces for fulfiling the job
demands and engage the employees altogther?

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The job demands reosurces theory or model focus on the occupational stressthat can deal
with the streess caused due to poor working hours and flexibility at job, furthermore overcome
the imba;lamce netween the job demands and the resources required to meet those demands. The
theoritical model incorporates tghe various working conditions on the organisation and
employees and overcomes the burnout, ill health and stres sfaced by the employees, due to
which, there could be lower mroale and lack of performance along with higher turnover rate
(Schaufeli, 2013). Based on the statements mnade by Schaufeli & Taris (2014), the job demands
resources model has improved the work allocation at the organization and improved the health
and wellbeing of theirs, thereby allowing them to increase their morale level and feel interested
in fulfilling their job roles and responsibilities carefully (Schaufeli & Taris, 2014).
The managerial decision should be essential for crafting or redesigning the jobs and gain
spirals with the use of this JD-R model and ensure that a good working environment is created
for the employees while setting their individual targets to be achieved, descrive the job roles to
be acomplished by them along with abundanty supply and management of reosurcs to meet the
job demands of theirs too (Hu, Schaufeli & Taris, 2013). As stated by Tims, Bakker & Derks
(2013), the emplyees are reactive to changes and with the implmentation of new polciies, so it is
important fopr the business organisatoion to provide rich variety of working conditions and
maintain diversity at the workplace to improve the mroale of employees through sharing and
exchange of infoprmation and furthermore reduce the chances of absenteesim (Giauque,
Anderfuhren-Biget & Varone, 2013). This would improve the business performance and allow
the co pany to manage its human reosurces properly along with the complishmnet of business
obejctievs in a timely mannher and with much convenience.

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Methods and results
The qualitative data analysis is an important aspect of the research methodology for a
research that is needed to be analysed and interpreted for drawing conclusions to the research.
The analysis of qualitative data can be quite complex due to the unstructured nature. The right
methodology has been here while undertaking the research to understand the validity and
reliability of the project undertaken. The qualitative data are the non-numeric data and
information that are obtained from research transcripts and by watching video recordings and
text related documents (Miles, Huberman & Saldana, 2013). The qualitative data includes
content analysis where the verbal messages obtained through interviews with the manager of the
organisation and obtaining behavioural data to summarise the data. The qualitative data analysis
enables narrative analysis where the answers provided by the respondents, i.e., the managers
based on different contexts are summarized by the researcher along with the written texts
available in documents. The analysis of qualitative data has then identified a thematic framework
and enabled coding, charting interpretation of data and mapping. While the analysis of a specific
context happens, the grounded theory further has helped in formulation of the grounded theory.
Therefore, for this research, the qualitative data has been obtained from five members of Thrive
Consulting Group through responses based on the questions asked to them during the interviews
(Neuman, 2013). The non probability convenient sampling method has assisted in arranging the
right time that has been possible for those members working at the organisation. Thus, the
opinions and responses provided by them are the qualitative data obtained during the research.

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The one to one or face to face interview is the best possible way of carrying out the
analysis of qualitative data. The researcher has asked the interviewee face to face and it has been
informal and most of the questions were open ended questions. The focus groups or group
discussions are another way to collect qualitative data with most of the respondents having
knowledge about the research topic about the impact of Job demand Resources theory on
resolving the business issues of lower employee morale and increased absenteeism (Smith,
2015). There are case studies that have been accessed to gather in-depth knowledge of the
research, which has further contributed to the combining of research aspects and drawing
inferences afterwards.
The job resources included the availability of career growth opportunities made available
for the workers, training sessions provided to them and even the management of power,
autonomy and clarification of jobs to deal with the stress factors and risks emerging due to the

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lack of performances of the employees of the organization. The job pressure caused by lack of
flexible working hours, cuts in pay or funding and the business failing to fulfill the demands of
employees have resulted in absence and lower morale (Cho & Lee, 2014). The continued job
strain is another component that has caused health issues while the availability of enough job
resources could motivate the employees to engage altogether, furthermore put their best and
remain committed to their roles and responsibilities efficiently.
Recommendations
 It is recommended to integrate the job demands and resources model with the research
goals to make basic assumptions of the job demands, resources and other related
outcomes. This can allow the CEO and Managers to understand that the business issues
are and how those can be resolved by fulfilling the demands of employees and ensure that
the turnover rate and lowering down of employee morale are prevented.
 It is important to promote transformational leadership where the leader should achieve
the skills to communicating with the employees often and discuss with them about how
the business issues can be resolved. It can not only make them feel valued for the
organization, but can also encourage them to get the performance based pays. The
transformation leaders promote freedom of speech and can assist in obtaining the views
and opinions of the staffs before making an important decision too at Thrive Consulting
Group, Australia (thriveconsulting.com.au, 2018).
 The organization must stop the cut in wages to make the employees understand that they
are being valued to raise their morale. The cut in wages have kept them de-motivated an

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less engaged with their work due to which the turnover rate of employees and low morale
issues have arisen. The job strain and motivation approaches should be used to keep the
workers engaged and make them understand their roles and responsibilities properly.
Even they should be provided with proper training sessions for sharpening their skills and
allow them to share and exchange ideas among themselves more fluently.
 It is necessary to promote a work friendly culture and provide the employees with
freedom so that they can feel free to work and make sure to follow the vision and mission
statement of the organization at every step.
Conclusion
From the business report, it was understood that the business issues were caused due to
lack of flexible working at the organization and lower benefits provided to the employees, which
caused higher employee turnover and lower morale of theirs. From the literature, it could be
understood that the purpose of implementing the policy at Thrive Consulting was to increase the
productivity and improve the business performance but the outcomes were negative. This was
the main reasons for which the job demand resources model had been used. The major
components of the model included the job demands, job resources and outcomes of job strain as
well as the sufficient job and personal resources’ availability. The job demand included the
physical and psychological aspects of the job that were associated with the costs incurred along
with the efforts put by employees to fulfill their job roles at their specific positions. The results
of implementing the new policy were inevitable because most of the employees failed to cope up
with the stress caused due to the longer working hours and cut in wages, thereby resulted in

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absence and lower morale. Thus, it could be stated that the flexible working hours, good
performance based pays along with training programs arranged for the employees by the
manager could be effective or dealing with the business problems.
References
Akkermans, J., Schaufeli, W. B., Brenninkmeijer, V., & Blonk, R. W. B. (2013). The role of
career competencies in the Job Demands—Resources model. Journal of Vocational
Behavior, 83(3), 356-366.
Bakker, A. B., & Demerouti, E. (2014). Job demands–resources theory. Wellbeing: A complete
reference guide, 1-28.
Bakker, A. B., & Demerouti, E. (2017). Job demands–resources theory: Taking stock and
looking forward. Journal of Occupational Health Psychology, 22(3), 273.
Brauchli, R., Schaufeli, W. B., Jenny, G. J., Füllemann, D., & Bauer, G. F. (2013). Disentangling
stability and change in job resources, job demands, and employee well-being—A three-
wave study on the Job-Demands Resources model. Journal of Vocational Behavior,
83(2), 117-129.
Cho, J. Y., & Lee, E. H. (2014). Reducing confusion about grounded theory and qualitative
content analysis: Similarities and differences. The qualitative report, 19(32), 1-20.
Giauque, D., Anderfuhren-Biget, S., & Varone, F. (2013). Stress perception in public
organisations: Expanding the job demands–job resources model by including public
service motivation. Review of Public Personnel Administration, 33(1), 58-83.

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Hu, Q., Schaufeli, W. B., & Taris, T. W. (2013). Does equity mediate the effects of job demands
and job resources on work outcomes? An extension of the job demands-resources model.
Career Development International, 18(4), 357-376.
Miles, M. B., Huberman, A. M., & Saldana, J. (2013). Qualitative data analysis. Sage.
Neuman, W. L. (2013). Social research methods: Qualitative and quantitative approaches.
Pearson education.
Schaufeli, W. B. (2015). Engaging leadership in the job demands-resources model. Career
Development International, 20(5), 446-463.
Schaufeli, W. B., & Taris, T. W. (2014). A critical review of the Job Demands-Resources Model:
Implications for improving work and health. In Bridging occupational, organizational
and public health (pp. 43-68). Springer, Dordrecht.
Smith, J. A. (Ed.). (2015). Qualitative psychology: A practical guide to research methods. Sage.
thriveconsulting.com.au, (2018). [online] Available at: http://thriveconsulting.com.au/ [Accessed
21 Sep. 2018].
Tims, M., Bakker, A. B., & Derks, D. (2013). The impact of job crafting on job demands, job
resources, and well-being. Journal of occupational health psychology, 18(2), 230.
van Woerkom, M., Bakker, A. B., & Nishii, L. H. (2016). Accumulative job demands and
support for strength use: Fine-tuning the job demands-resources model using
conservation of resources theory. Journal of Applied Psychology, 101(1), 141.