Case Study Report on Carlsberg’s Winning Behaviour’s Strategy
Verified
Added on 2023/03/21
|16
|3624
|61
AI Summary
This case study report analyzes Carlsberg's Winning Behaviour's Strategy, a strategic HRM approach based on teamwork and societal contribution. It examines the alignment with other HR strategies, difficulties faced in Malaysia, and effectiveness in Australia. Recommendations for implementation are provided.
Contribute Materials
Your contribution can guide someone’s learning journey. Share your
documents today.
Running Head: Carlsberg Case Study Report Case Study Report on Carlsberg’s Winning Behaviour’s Strategy Name of the student: Institute Affiliation: Page1of16
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
Running Head: Carlsberg Case Study Report Executive Summary Carlsberg,foundedin1847,isworld'sfourthlargestbrewery.Analysing different strategic human resource management policies, the strategic HRM priorities adopted by the company will be analysed. The company has come up with Winning Behaviour 's strategy based on some prescribed behaviours that should be adopted by the company. The strategy talks about working as a team with a strong will to win. The strategy also talks about contributing to society. The strategy will be evaluated against other strategic HRM policies to find out whether it is in alignment with other strategic HRM policies. After analysing the implementation process of the strategy in Malaysia, a list of recommendations will be made about the process of implementing the strategy in Australia. Page2of16
Running Head: Carlsberg Case Study Report Table of Contents Executive Summary............................................................................................................................2 Introduction..........................................................................................................................................4 Strategic Human Resource Priorities in Carlsberg........................................................4 Development of a common Group Culture..................................................................5 Development of Capabilities and Capacities of people.............................................5 Expanding the brand image...........................................................................................6 Increasing profit in the key beer markets....................................................................6 The rationale for implementing Winning Behaviour’s Strategy....................................6 Alignment with other HR strategies..................................................................................8 Difficulties faced in Malaysia.............................................................................................9 Effectiveness of the strategy in Australia and Recommendations on the implementation..................................................................................................................10 Recommendations............................................................................................................11 Conclusion.........................................................................................................................................12 References........................................................................................................................................13 Page3of16
Running Head: Carlsberg Case Study Report Introduction Carlsberg is a Denmark based company that was founded in 1847. The company survived in an atmosphere of intense competition. They enjoyed a number of takeovers and finally ranked fourth among the largest breweries in the world. In this report, a detailed analysis of the Winning Behaviour’s Strategy will be performed. The Strategic human resource priorities of the company will be discussed in details. The reason for adopting the strategy will be analysed. The strategy will be analysed to evaluate whether it aligns with the other popular HR practices. The difficulties the company has faced while implementing the strategy in Malaysia will be covered. Finally, how effective the strategy will be in the Australian context will be evaluated and recommendations will be done on the execution of the strategy in Australia. Strategic Human Resource Priorities in Carlsberg Strategic Human Resource management is directly related to the long term performance of the organization. SHRM can be seen as a link between human resources and strategic goals and objectives so that the overall performance of the organization can be improved (Harzing&Pinnnington, 2011). SHRM leads to high- performance work systems and connection has been found between HPWS and companyperformance.Notonlybyrecruitingvaluedemployees,butalsoby implementingAbility-Motivation-Opportunitytheorytheindividualaswellas organizational performance get enhanced. Through training and development of the employees, motivating them, giving them opportunities to perform impart a positive effect on the workplace that encourages the employees to perform better and create a High-Performance Work Station. In Carlsberg, the limitation of resource-based Page4of16
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
Running Head: Carlsberg Case Study Report Viewtheoryseemedtobefailing.InRBV,theexternalfactorsareoftennot considered while considering the competitive advantage of the organization. SHRM seems to be a better option for the organization. While trying to figure out SHRM policies the company stood by their priorities. Priorities that influenced the HR policies are discussed below: Fig 1. Winning Culture (Cooke, 2018) Development of a common Group Culture It is very important to develop a common group culture. By providing rewards and benefits based on performance, all the employees can feel motivated to perform better (Mello, 2016). The work culture becomes fair. Developing an organization culture irrespective of locations and nationalities of people enhances innovation at the workplace and makes it transparent to the employees. As a result, the overall performance of the organization gets increased. Page5of16
Running Head: Carlsberg Case Study Report Development of Capabilities and Capacities of people Through HRD program, capabilities and capacities of the employees get developed. Training and development programs play a significant role here. Training enables to unleash the potential of the individual to perform better whereas development has a broader impact (Cooke, 2018). Development is to equip an employee with such capabilities that he/she gets prepared for the future. Training can be individual, group and organizational. Individual training help build new skills to enhance individual performancewheregrouptrainingenablesinnovationandorganizationalone increased organizational performance (Zehir et al, 2019). Moreover, development of individuals helps increase the overall performance of the individuals. Expanding the brand image Itisvery importantfor Carlsbergtoexpandtheir brandimage.ThroughCSR activities brand images can be made strong and can be expanded (Søderberg, 2019).SocialActivitieshelporganizationstobecomemoreacceptableamong people. Increasing profit in the key beer markets The main aim of any organization is to increase sales, thus profits. Carlsberg is no differentfromthat.Theoverallincreasedorganizationalperformanceleadsto generate more revenue. Choosing SHR policies carefully can lead to an increase in moreprofits(Brewster,2017).SomestudiesrevealthatadoptingproperSHR policies led to increased sales of new products and services. The rationale for implementing Winning Behaviour’s Strategy Carlsberg currently has 41000 employees around the world. While analysing the rationale of “Winning Behaviour’s strategy”, the RBV or resource based value Page6of16
Running Head: Carlsberg Case Study Report theory must be referred to. Resource-based view theory focuses on acquiring proper resources to gain a competitive advantage over the competitors. According to this theory, internal resources are given maximum importance. Human resources are evaluated based on four attributes such that valuable, rare, imperfect imitability and non-substitutable(Pudelko, Reiche&Carr, 2015),In this case, the overall competitive advantageoftheorganizationliesinthesuccessfulrecruitmentoftheproper resource. But, it has been observed that the recruitment of a skilled employee is not enough.Traininganddevelopment,motivationalfactorssuchasrewardsand benefits are equally important to enhance the performance of the employees. Apart from that, reports state that the relationship among employees and the physical and mental well-being have an effect on the overall performance of the employee. RBV speaks about the value of the resource but fails to clarify the term value(Du Plessis, 2010).Moreover,whiletryingtodefinethecompetitiveadvantageofthe organization, this theory almost ignores the external factors. Thus, in an organization like Carlsberg, RBV becomes somehow irrelevant when it comes to enhancing the performance on an organizational level. Fig 2. Core Values of Carlsberg (Schultz & Hernes, 2019) Considering the other aspects of SHRD, Carlsberg needed a strategy that will help them continuously develop the competencies and skills of the employees so Page7of16
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
Running Head: Carlsberg Case Study Report that they can work towards the organizational goals and objectives. Moreover, the companyneededaworkculturewheretheemployeesfeelmotivatedand encouraged to work harder. A strong sense of motivation is really important here. A sense of working as a team was required to enhance the overall performance. As Carlsberg sells beer, it is very important to convey the message to the mass that they are responsible alcohol sellers. CSR activities can be a great help to create goodwill and a transparent brand image (Dowling, Festing & Engle, 2013). If the WinningBehaviour’sstrategyisanalysed,itwillbeclearthatallthese aforementioned criteria are met through this strategy perfectly. The five aspects of Winning Behaviour’s Strategy encourage people to work as a team, to win, to work towards the organizational goals, to make the employees feel valued and to engage in CSR activities (Schultz & Hernes, 2019). At the same time, the strategy takes the local obstacles and culture into account. The global still the local approach of the strategy makes it more relevant as it takes care of the external as well as the internal factors that might affect the growth of the organization. Alignment with other HR strategies In the following section, whether Winning Behaviour’s alignment Strategy is in alignment with other HR practices will be discussed. Page8of16
Running Head: Carlsberg Case Study Report Fig 3. Key Strategies (Cogin & Williamson, 2014) Equality and Diversity: One of the emerging HR practices nowadays is equality and diversity. This practice encourages an organization to recruit people from different background to be it language, nationality or culture. People from different background help generate a wide array of ideas that leads to innovation. This practice helps create a workplace culture where every individual is respected irrespective of their different background. If all the five aspects of Winning Behaviour’s Strategy are carefully analysed, it will be clear that the strategy is encouraging employees to work as a team towards organizational goals to win the competition (Dessler, 2013). At the same time, the strategy is talking about everyone being empowered to create a difference. This statement motivates people to work harder as it instils a sense of being valued by the organization. So, it is clearly visible that the strategy adopted by the organization totally aligns with equality and diversity practice. Workforce Planning and Development: Page9of16
Running Head: Carlsberg Case Study Report Workforce planning and development involves steps such that: analysing the workforce present, anticipating and determining the future needs, finding out the gap and identifying and implementing solutions to bridge the gap (Reiche et al, 2016). HRM does the same by preparing the job opportunities in the organization after goingthroughthedatabaseof thecurrentemployees,assessingdemandand supply,recruiting,assessing,training,appraisingandcompensatingemployees (Cogin & Williamson, 2014).Proper workforce planning and development leads to a strong team of employees who are highly skilled and are capable to contribute towardstheorganizationalgrowth.AgainthefivestatementsoftheWinning Behaviour’s Strategy aims to do the same thing by building a strong team of values individuals that are pledged to win. Social Responsibility: One of the aspects of Winning Behaviour’s Strategy is “we are engaged to society” (Carbery& Cross, 2013). One of the most practices HR practices is CSR activity that enforces the organization to work for society. Carlsberg also meets their social responsibility by adopting Winning Behaviour’s Strategy. Work-Life Balance: Work-lifebalancereferstothebalancebetweenone’spersonaland professionallife.Peopleneedabalancebetweentheworkhoursandhours allocated to other areas of life such that relaxation, family and friends. Work-life balance is required for the mental and physical well-being of a person (Carbery& Cross, 2013). Winning Behaviour’s Strategy does not directly talk about work-life balance, it only talks about the “must win battles” attitude and the way to grab the market. Page10of16
Paraphrase This Document
Need a fresh take? Get an instant paraphrase of this document with our AI Paraphraser
Running Head: Carlsberg Case Study Report Difficulties faced in Malaysia Malaysia is a country that is home to three cultures: Malay, Chinese and Indian. The values of these cultures are different. In true sense, the company faces a diverse workforce. It is comparatively easier to instil the sense of a team among people belonging to the same culture and values. In a workforce where people from different culture merge, chances of argument due to a different opinion and different values occur (Beardwell& Claydon, 2017). A chance of disrespecting someone else’s valueemerges.Apartfromthat,differentlanguagesalsobecameaproblem. Translatingthestrategyinlocallanguagebecameatask.Butanalysingthe difficulties, the company introduces various measurement criteria to evaluate the competency level of the strategy among the employees. The company created role model awards as well. People who adopted the Winning behaviours on a daily basis were awarded. Malaysia is a Muslim country. The religion forbids its people to consume alcohol. Carlsberg is into beer. There was a chance of the creation of a negative imageamongpeopleofthecountry.Sellingalcoholcouldhavebeenearned negative points for the company. It was extremely important for the company to build a brand image and goodwill among the people (Anon, 2019). They needed to make people understand that they sell alcohol responsibly while valuing the local culture and values. This came as a real challenge to the company. Getting engaged in social activities helped the company. One of the behaviours talks about getting engaged in society. The company took part in various CSR activities that in turn helped them create a good brand image among the locals. Page11of16
Running Head: Carlsberg Case Study Report EffectivenessofthestrategyinAustraliaandRecommendationsonthe implementation 92% of the Australian isCaucasian, 7% are Asians and rest 1% belong to otheraboriginalgroups.WhileimplementingWinningBehaviour’sStrategyin Australia, the work culture in Australia needs to be analysed carefully (Armstrong &Baron, 2010).Australians work a lot in working hours. Australians work hard during working hours. They mostly work 38 hours a week. They hardly say no to any extra work. At the same time, they don’t hesitate to air their opinion. They are frank, straight forward and love to share their opinions and questions in case they don’t agree with others. Some other aspects of Australians include: They believe in freedom of speech, freedom of religion. They respect personal space. They have respect for different culture and values. They believe in equal opportunity irrespective of colour, creed and culture. Australians are peaceful. After analysing the Australian culture, it becomes clear that implementing Winning Behaviour’s strategy won’t be much difficult in Australia. The five aspects of the strategy talk about working together, winning together, working towards an organizational goal, giving everyone equal opportunity and working towards the benefit of society (Armstrong, 2012). As Australians believe in having opportunity irrespective of gender, religion, nationality, colour and culture, the work culture in Australia is already in alignment with Carlsberg’s strategy. Australians are hard working. They believe in peaceful co-existence. It seems that Australia is somewhat ready for the implementation. Page12of16
Running Head: Carlsberg Case Study Report Recommendations Carlsberg needs to teach a team of managers about the strategy. Then, they need to make use of the team to educate the employees. As Australians believe in freedom of speech, they will ask anything that comes to their mind and they will strongly express their voice if they disagree with anything. This can come as a challenge to the management at times. The management needs to make the local employees understand that the strategy will enhance the existing work culture and it is in sync with the existing values. Finally, the company needs to introduce a reward system. They should set a standard of measurements to evaluate the strategy competency among people. People who would make the behaviours stated in the strategy a habit should be recognized and rewarded. Conclusion In the report, the Winning Behaviour 's strategy adopted by Carlsberg has been analysed. It has been observed that RBV strategy is often criticized by a lot of people as the strategy does not take the external factors into account. Winning Behaviour's strategy has beenevaluatedagainst various recent strategic HRM policies. After analysing, it can be inferred that the strategy is in sync with strategies like developing the capabilities and capacities of people, equality and diversity etc. After the successful implementation of the strategy in Malaysia, it has been analysed that Australia is ready for the implementation of the strategy. Page13of16
Secure Best Marks with AI Grader
Need help grading? Try our AI Grader for instant feedback on your assignments.
Running Head: Carlsberg Case Study Report References Anon,(2019).[online]Availableat: https://www.researchgate.net/publication/233167888_Strategic_human_resou rce_management_effectiveness_and_firm_performance[Accessed24May 2019]. Armstrong, M & Baron, A. (2010),Handbook of Strategic HRM, Jaico Publishing House, Mumbai, India. Armstrong,M.(2012).Armstrong'shandbookofstrategichumanresource management. London: Kogan Page, pp.5-6. Beardwell, J. & Claydon, T. (2017).Human Resource Management a contemporary Approach. 5th ed. Essex: Pearson Education. Brewster, C. (2017). The integration of human resource management and corporate strategy.InPolicyandpracticeinEuropeanhumanresource management(pp. 22-35). Routledge. Carbery,R.&Cross,C.(2013).HumanResourceManagementaconcise introduction. 1st ed. Hampshire , United Kingdom: Palgrave Macmillan. Cogin, J. & Williamson, I. (2014). Standardise or Customise the interactive effects of HRM and Enviroment Uncertainty on MNC Subsidiary performance.Human Resource Managent, 53(5), pp.701-721. Cooke, F. L. (2018). Concepts, contexts, and mindsets: Putting human resource managementresearchinperspectives.HumanResourceManagement Journal,28(1), 1-13. Page14of16
Running Head: Carlsberg Case Study Report Dessler,G.(2013).Humanresourcemanagement.13thed.London:Pearson, pp.30-31. Dowling,P.,Festing,M.&Engle,A.(2013).Internationalhumanresource management. 6th ed. Australia: Cengage Learning. Du Plessis, A. (2010). International Human Resource Management an overview of its effect on Managers in global organisations.Interdisciplinary Journal of Contemporary Research in Business, 2(4), pp.178-192. Emeraldinsight.com.(2019).Strategichumanresourcemanagementpractices: effectonperformance|AfricanJournalofEconomicandManagement Studies|Vol1,No2.[online]Availableat: https://www.emeraldinsight.com/doi/abs/10.1108/20400701011073455 [Accessed 24 May 2019]. Harzing, A. &Pinnnington, A. (2011).International human resource management. 3rd ed. London: Sage. HR Leeds (n.d.).Person specifications - University of Leeds Human Resources. [online]Hr.leeds.ac.uk.Availableat: http://hr.leeds.ac.uk/info/19/job_descriptions_and_person_specifications/65/ person_specifications Mello, J. A. (2016).Strategic Human Resource Management. Thomson, South- Western, Ohio, USA. Pudelko, M., Reiche, B. S., &Carr, C. (2015). Recent developments and emerging challenges in international human resource management. Reiche,B.S.,Stahl,G.K.,Mendenhall,M.E.,&Oddou,G.R.(Eds.). (2016).Readings and cases in international human resource management. Taylor & Francis. Page15of16
Running Head: Carlsberg Case Study Report Schultz, M., &Hernes, T. (2019). Temporal interplay between strategy and identity: Punctuated,subsumed,andsustainedmodes.StrategicOrganization, 1476127019843834. Søderberg, A. (2019).Recontextualising a strategic concept within a globalising company: a case study on Carlsberg's ‘Winning Behaviours’ strategy. Zehir, C., Gurol, Y., Karaboga, T. &Kole, M. (2019).Strategic Human Resource Management and Firm Performance: The Mediating Role of Entrepreneurial Orientation. Page16of16