Resource Management Strategies for FoodCo

This study focuses on the resource management strategies of FoodCo, a subsidiary of FreshMart, and identifies two key issues related to employee satisfaction and performance. The study utilizes both qualitative and quantitative methods to gain insights and provides recommendations to address the identified gaps. The findings highlight the differences between the UK and US branches of FoodCo and suggest improvements in training and support for the US employees. The study concludes with the assurance of trusted and desired services to cater to FoodCo's requirements.

FINAL CONSULTANCY TASK: FOODCO
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Executive summary
The present study tends to highlight two different problems FoodCo’s, is facing with its resource
management strategies. Effective secondary details have been evaluated considering trustable
secondary sources related to this context in the literature review section. Both qualitative and
quantitative methods are considered to gain better insight. Based on which suitable
recommendations would be suggested to improve the gaps. Lastly, an authentic conclusion has
been derived.
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Table of Contents
1.0 Introduction................................................................................................................................4
2.0 Company credentials.................................................................................................................5
3.0 Literature review........................................................................................................................6
4.0 Methods.....................................................................................................................................8
5.0 Findings and discussions...........................................................................................................9
6.0 Recommendations....................................................................................................................10
6.1 Cost......................................................................................................................................11
6.2 Timeline...............................................................................................................................11
7.0 Conclusion...............................................................................................................................13
References:....................................................................................................................................14
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1.0 Introduction
Resource management is considered to be the most important aspect of today's business. Noe et
al. (2017) determined that the market dynamics in the present time is changing frequently, which
is enforcing every firm to experiment on different methods to retain sustainability. However, this
requires sufficient employee support. Hence, an organization that fails to ensure high employee
satisfaction level unable to experiment with different business models as it faces employee
resistance (Sparrow et al. 2016). The present project attempts to emphasis on this factor.
Research background
The present research aims to highlight two different issues FoodCo’s, the offshoot of FreshMart
is facing with its resource management strategies. Effective secondary details would be
evaluated considering trustable secondary sources related to this context in the literature review
section. Both qualitative and quantitative methods would be selected to gain better insight. Based
on which suitable recommendations would be suggested to improve the gaps.
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2.0 Company credentials
We have the most promising and efficient team that acutely care of our clients’ requirements. We
have never looked back and persistently added value to our service lines and succeeded by
empowering partnership with our Clients (Managing Directors). We sincerely design and offer
customized services to clients as per their requirements and efficiently deliver the most
appropriate solutions.
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3.0 Literature review
Identified issues
Conflicting people management practices between the UK and US
It has been identified from the provided case that huge underlying differences are found between
the resources management practices followed between the UK and US. The resources operating
under the US branch have been struggling with unprofessionalism and lack of support, where
they usually feel more exploited by the management who shows limited support or interest in
leveraging their work-life balance or professional growth. In the consideration of Tweedie et al.
(2019), it can be noted that organizations having separate branches in different regions need to
maintain similar standards, practices, rules and values to ensure to conflicts arise out of
comparison. However, the management of FoodCo’s did the similar mistake, where it focused
more on the UK operation where employees received fair and standardized treatments, whereas,
the employees working under the US branch received the opposite.
Herein, the management merely shows any active participation with its union partners, rather,
once it announced to actively pursue the policy to keep out trade union. In the US region, the
foremost concern of the Unions is that the management refuses to extend its union partnership
principle outside the UK. In the UK, the senior managers and the Unions work collaboratively to
maintaining a healthy working relationship between supervisors and employees. This is where
the major concern lies, where the US employees and union partners feel discriminated with the
UK resources (Noe et al. 2015). Therefore, the degree of employee demotivation is found more
in its US organization, however, the resources in the UK seems satisfied, where the union
partners are treated professionally and are being given adequate attention.
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Lower employee satisfaction in the US
Information gathered from the provided case indicates that in the US market, FoodCo had
experienced issues regarding high employee turnover rate and lower satisfaction. In the opinion
of Peccei and Van De Voorde (2019), it is significant for management to ensure that employees
are given adequate support and scope to nurture and receive their professional requirements
within the organization. The report also underscores the fact that the US employees within the
chosen organization are not even given proper financial rewards against their performances. As a
result, the degree of dissatisfaction is most amongst the employees. The employee survey report
conducted in the organization in 2006 details that not only employee morals in the US branch
found low, but also the intention to leave the company within next 12 months span is found
maximum.
It indicates that the employees are not getting the optimum level of attention in the organization;
hence, they are continuously looking for a better switchover option (Stone and Deadrick, 2015).
Additionally, in the UK, resources are given frequent training before interacting with the
customers including shadowing existing workers, classroom sessions, and guidance to adopt
workplace concerns and cultures, etc. on the other hand, US employees responsible for customer
dealing are given one a single training of induction where the primary roles along with legal
requirements are explained. A single session is not adequate for new staff to extract the required
information to operate efficiently. None of the staff receives any guidance regarding,
organization’s policies, culture and grievance methods. Moreover, the US resources are not even
permitted to share bonuses, schemes and wage hike that the UK counterparts have. Hence, the
indifferences and ethical treatments are raising concerns amongst US employees, which is
resulting in higher dissatisfaction rates (Deery and Jago, 2015).
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4.0 Methods
Quantitative method
The quantitative method would be used, where a questionnaire would be framed concerning the
types of issues the resources are facing with the existing operation lines in the US market. The
options or feedbacks of the responses would be received using liker scale where each question
would consist of three to four options and the employees have to select the most convenient one
that suits their situation most. The feedbacks would be tracked and calculated using MS Excel
and illustrated through tables and graphs. This would help in identifying the exact issues they are
facing within the operation.
Qualitative method
In the qualitative method, the line managers of the US organization would be asked to participate
in a focus group interview session, where a questionnaire would be framed concerning the issues
faced within the operation and its unprofessionalism. The departmental managers like
marketing, sales, and human resource and fiancé managers would be involved in the focused
group interview session and each one would be asked similar questions and answers would be
gathered in descriptive format and evaluated using narrative methods. No manipulative
techniques would be used and the answers would be kept in the form it would be received. The
employees might provide partial or purposefully negative statement against the management,
however, managers are experienced enough to channelize their emotions and answer rationally.
Hence, deeper insight can be gained regarding the issues faced by the employees in the US
organization.
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5.0 Findings and discussions
Inference can be drawn from the previous discussion that the UK operation of FoodCo in terms
of resource management is far more professional and ethically organized. On the other hand, the
US resources are struggling to implement a similar culture which the counterpart is having.
Despite having similar management on board, the operations in both regions are different, where
UK resources are fortunate to receive required facilities and US staff experience the drawbacks.
Even differences are found in training schedules where UK employees are given categorized
training and US employees receive only one induction combined with several methods that can
be merely adopted on one time. Hence, the higher dissatisfaction and lower degree of moral
amongst US resources are found justified.
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6.0 Recommendations
The management must upgrade the level of training in its UIS branch. As the employees are not
receiving adequate product knowledge to face the queries and criteria of customers. Moreover,
they merely have an understanding regarding the organizational cultures and their internal
methods, hence, raise the issues of adaptability. Therefore, provision of training would be
recommended that can enhance transparencies between employee managerial relationships and
each staff would have a clear understanding of individual tasks (Bersin, 2015).
Training regarding soft and hard skills shall be provided, where employees would get technical
knowledge to enlighten customers and also impose the right behaviour to make a positive
impression. Both supervisors and the employees responsible for customer dealing would be
attending the training session. Since the executive needs to have the right sales pitch before
customers by identifying their requirements (Saeed et al. 2019). However, they also need
guidance from their supervisors in case difficulties faced. Employees would require attending at
least two sessions a month to learn new methods and also to nurture their existing skills. The
management can get a proportional outcome within two months of the training.
However, sometimes employees fail to find spare time to attend all training classes due to tight
work schedules or pressures. This would be the limitation, where despite needing attending the
session, they fail to do so. Hence, it would be necessary for the management to develop training
portal on its website or a separate portal for employees from where staff can get accessed to
online training classes while working.
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6.1 Cost
The training cost will involve salary and remuneration (or professional charges) of the trainer, if
hired from outside. The estimated cost may stand at $1,500 per session.
6.2 Timeline
Topics Week 1 Week 2 Week 3 Week 4 Week 5 Week 6
Discussion
with
management
Employee
survey
Focused group
interviews of
managers
Informing
employees
through about
the training
schedules
Designing Soft
skills program
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Designing
Hard skills
program
Measuring
performance
after training
Measuring
their
satisfaction
level
Table 1: Gantt chart
(Source: Self-created)
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7.0 Conclusion
The conclusion of the projects underscores the fact that the US branch of FoodCo requires
special attention in terms of resource management. Herein, the employees are merely receiving
any motivational benefits to ensure long term serving tenure with the company. Hence, the
management needs to focus on their requirements and also improve their training schedules so
that employees can have the definite product knowledge and gain self-confidence to interact with
customers. Employee training has always been our expertise where our expert would sincerely
look into the matter and provide standard time and effort to improve the working conditions of
the company in the US. Hence, the managing director of FoodCo can be ensured to receive
trusted and desired services from our company to cater to their identified requirement.
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References:
Bersin, J., (2015). Becoming irresistible: A new model for employee engagement. Deloitte
Review, 16(2), pp.146-163.
Deery, M. and Jago, L., (2015). Revisiting talent management, work-life balance and retention
strategies. International Journal of Contemporary Hospitality Management, 27(3), pp.453-472.
Lee, H.W., Pak, J., Kim, S. and Li, L.Z., (2019). Effects of human resource management systems
on employee proactivity and group innovation. Journal of Management, 45(2), pp.819-846.
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., (2015). Human resources
management. Instructor, (2015).
Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., (2017). Human resource
management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
Peccei, R. and Van De Voorde, K., (2019). The application of the multilevel paradigm in human
resource management–outcomes research: Taking stock and going forward. Journal of
Management, 45(2), pp.786-818.
Saeed, B.B., Afsar, B., Hafeez, S., Khan, I., Tahir, M. and Afridi, M.A., (2019). Promoting
employee's proenvironmental behavior through green human resource management
practices. Corporate Social Responsibility and Environmental Management, 26(2), pp.424-438.
Sparrow, P., Brewster, C. and Chung, C., (2016). Globalizing human resource management.
Routledge.
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Stone, D.L. and Deadrick, D.L., (2015). Challenges and opportunities affecting the future of
human resource management. Human Resource Management Review, 25(2), pp.139-145.
Tweedie, D., Wild, D., Rhodes, C. and Martinov‐Bennie, N., (2019). How does performance
management affect workers? Beyond human resource management and its critique. International
Journal of Management Reviews, 21(1), pp.76-96.
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