Unit 36-Human Resources-Values and Contributions to Organisational Success

This report evaluates the importance of organisational design theory and HR approaches for creating a skilled and dedicated workforce. It includes a case study of Diageo and conducts research to support evidence for emerging human resource developments. The report also discusses the different approaches and techniques used for attracting, maintaining, developing, and rewarding human resources.

Unit 36-Human
resources-Values and
Contributions to
Organisational Success
Part 1

Table of Contents
INTRODUCTION ..........................................................................................................................3
TASK...............................................................................................................................................3
P1. Evaluating the importance of organisational design theory with regards to the
organisational structure and fulfilling organisational strategy....................................................3
P2. Analysing the different approaches and techniques used for attracting, maintaining,
developing and rewarding human resources to create a skilled and dedicated workforce.........5
P3. Conducting research to support evidence for emerging human resource developments......6
CONCLUSION ...............................................................................................................................7
REFERENCES................................................................................................................................8

INTRODUCTION
All companies, regardless of industry, have one thing in common. It requires people to
invest capital and work for. It is all about harnessing people's skills and abilities to generate
revenue. HRM is the process of hiring, training, and rewarding employees, developing
employee-related policies, and developing strategies for employee retention. As a field, human
resource management has changed a lot over last 20 years and is even more important in today's
businesses. This report includes analysis of various human resource theories, strategies,
approaches and techniques with regards to Diageo. It is an international leader in alcoholic
beverage with a great brand collection across beer and spirits (Bemelmans-Videc and
Goldenberg, 2020). The report demonstrates the importance of organisational design theory in
the context of organisational structure, the various approaches and techniques to create a skilled
and dedicated workforce. The report further includes conducting research to support evidence for
emerging human resource developments.
TASK
P1. Evaluating the importance of organisational design theory with regards to the organisational
structure and fulfilling organisational strategy
Introduction of organisation: Diageo is the world leader in the most exciting category
of consumer products, premium beverages. It has 200 brands which are sold in about 180
nations, its portfolio represents an incredible breadth of spirits and beers. From old centuries
names to exciting newcomers, the company build the best brands. The company work hard to
outperform its competitors with the ambition to compete with the world's largest consumer goods
companies across its categories. From iconic names to innovative newcomers, as proud stewards
of great brands, the company is known for building brands that are relevant today and respected
forever. The company's strategic priorities underpin its goal of becoming one of the best
performing, most trusted and most respected consumer goods companies globally. Through
them, it provide strategic outcomes for measuring performance. Diversity is part of Diageo's
DNA. It is a company where everyone listens, where development opportunities abound, and
where different ways of working and thinking are encouraged. This is what happens when
organizations put inclusion at the core of their business. The company's Chief Humans

Resources Officer Mairead Nayagah said: Embracing diversity in the broadest sense, including
gender, sexuality, ethnicity, experience, and thought styles, has repeatedly been shown to be
beneficial to commercial performance. Diageo recognizes that its employees should be a
reflection of the world around them. “Company want a work culture where everyone can thrive,”
Nayagar says. “Different perspectives are essential for decision-making.”
Organisational design theory: This theory is a structure outlining how an organization
structures itself to carry out its normal activities. There are various types of organizational
designs, each with particular benefits and disadvantages. Depending on the company, there may
not be a meeting to decide the organizational design theory (Boxall, 2021). Under such
circumstances, the organization merely germinate into an efficient or inefficient model without
any indication of the general direction of its activities. Companies without a specific
organizational structure or knowledge of this topic may seek outside assistance to meet this
administrative obligation. The type of products a firm manufactures and sells in the market, or
the sector in which it operates, determines its organizational design theory. The framework is not
specific to the company. It merely recreate the organization based on a previously succeeded
business model. The downside of this theory is that the people who work in companies may not
be well suited for the type of organizational design common in the sector. When this happens,
the organisation and its employees must change their behaviour or adapt to this particular
structure. Once the structure of your business is established and in place, it can be difficult to
change that structure. Tall and flat structures are the two theories in organisational design. These
2 names merely refer to the number of administrative levels within an enterprise, with taller
structures having more levels than flatter structures (Curado, 2018). None of these structures are
inherently bad, but each has distinct operational drawbacks. For instance, this theory implies that
tall structure works better when high management is required to manage all employee activities.
If a company wants to increase operational freedom and creativity, a flat structure with few
layers of management is the best option, as long as the execution works well.
Organisation structure: An organizational structure can be explained as a system that
outlines various activities to achieve goals and objectives. These activities are associated with
roles, rules and responsibilities. It is a structure that assist identifying the pathways through
which information flows to different levels within an organization. There are various kinds of
organizational structures that the company can adopt, including a tall, flat organizational

structure. Diageo is a large organization that operates on an international level. Hence, they have
adopted a tall organizational structure. This is an organizational structure that includes a higher
hierarchy and also has a chain of command. It gives employees a little more control, and their
primary powers are focused on managing the company (Khumoyun, 2021).
P2. Analysing the different approaches and techniques used for attracting, maintaining,
developing and rewarding human resources to create a skilled and dedicated workforce.
Skilled and engaged employees can be defined as individuals who have the necessary skills to
fulfil their role within an organization and who improve their performance. It is one of the
essential elements for companies to improve the customer experience. Having competent and
capable employees is essential for an organization. Within the Diageo organization, we have a
multi-skilled and diverse workforce who are focused on their work and not involved in
unproductive work. It also focuses on solving various business problems and increasing the
company's profitability and growth (Klein and Potosky, 2019). There are several approaches that
Diageo Plc directors must adopt to attract, develop, reward and retain talented HR professionals
within their organisation. Diageo believes that a company's success depends on the efforts of its
employees. It is a large and respected organization, and increasing turnover in this organization
can have a negative impact on the company's image. To avoid such situations, Diageo Plc
employs different types of approaches within its organization. A description of these approaches
to developing, retaining, and maintaining a skilled and diverse workforce within an organization
is provided below.
Developing a positive work environment: This is one approach based on workplace
collaboration, accountability, fairness, support for risk-taking, and more. It is integral to Diageo
Plc business as it ensures collaboration between employees, which is critical in increasing
employee satisfaction. It will connect employees to the organization and keep them in place. Not
only does it help Diageo Plc retain existing employees, it also helps attract new ones. Work
environment is the second most important aspect of employee participation in an organization
after salary (Krishnaveni and Monica, 2018).
Recognize, empower, and reward: This is another approach organizations need to retain their
employees for a variety of reasons. Rewards and acknowledgments help meet basic human needs
as well as gratitude needs. This is one of the most effective approaches in business that can help

succeeding in the market. Diageo Plc is one of those organizations that rewards and recognizes
hard working employees who are dedicated to their work and do their best to reach their goals
and objectives. It is one of the organizations that rewards and recognizes employees based on
their performance, which is important for motivating employees within the organization. It also
promotes equality and diversity within the organization. This is important for building employee
trust in the organization (Lee, 2019).
Engage and involve: This is the HR approach adopted by organizations that is essential to
improving employee satisfaction within the enterprise. In this approach, the organizational focus
is on increasing employee participation and engagement. Instilling a sense of responsibility in
employees and increasing accountability in the company is essential. Diageo Plc managers also
involve various employees in the company's decision-making process. This is because it helps
employees come up with new ideas and also improves employee satisfaction. It is also important
for companies to retain existing employees and improve company productivity (Lee, 2021).
Develop skills and potential: This is another of approaches Diageo managers use to retain
employees and attract new ones to the company. Skills development is essential for an
organization as it can improve the overall efficiency of the business. It is also important to ensure
that employees develop their skills for personal and professional growth. This allows employees
to have future opportunities in the same or another organization. This will motivate the employee
to work for Diageo Plc.
P3. Conducting research to support evidence for emerging human resource developments
Human resource development can be said to cultivate the employees of an organization. It is a
concept that provides workers with skills and knowledge of various components that help
organizations achieve growth. Talent development is a visionary approach to empowering
employees through training and development. This allows employees to develop a clear position
for them to develop their career and related goals (Mahadevan, 2020). In recent years, it has
been seen various trends occur in human resource management to enhance the capabilities of
employees and keep the company satisfied. Technology plays a key role in this new approach to
HR. It's important to take advantage of market opportunities as technology makes work easier
and also increases organizational productivity. Diageo Plc incorporates this new talent
development into its organization as it can improve employee satisfaction and also give talent
flexibility. It is essential for businesses as it increases employee involvement in the organization.

Below are some descriptions of new workforce development in the context of Diageo Plc
(Popescu and Kyriakopoulos, 2022).
Hybrid Working Model: This is one of the HR development models companies use to keep
things on track. This is one of the most important approaches suitable for different employees
and also helps improve the productivity of the company. This is a model that takes an employee-
centric approach and provides flexibility to employees. This allows employees to work both in
the office and remotely. This is essential to increasing employee satisfaction with the
organization (Townley, 2019).
From employee well-being to healthy organizations: The focus is on both the mental health and
well-being of employees in the workplace. Taking care of employee well-being as well as mental
health is critical to a company's success . For this reason, the organization is focused on adopting
a healthcare organizational approach that focuses on both the physical health and safety of the
organization as well as its mental health. To do this, company managers provide the organization
with training and development flexibility and opportunities (Wilton, 2022).
Employee Power Skills: This is one of the key factors for organizations with an increasing need
for virtual work environments. Virtual environments demand more technical skills from your
workforce that are essential to your company's productivity. These power skills assist
organizations with retention, customer satisfaction, work environment balance, performance, and
communication objectives.
CONCLUSION
From the above report, it can be concluded that human resource management is vital for
organisations as it assists them to achieve success. Organisation design theory assists
organisations to build a strong organisation structure where the roles and duties of various
members are clear and properly divided. There are various human resource trends which are
taking place in order to control and maintain the organisation productivity. To efficiently
understand how the external factors may affect human resources, it is necessary for the human
resource manager to go through the literature, and use other manners to update with latest laws
and policies.

REFERENCES
Books and Journals
Bemelmans-Videc, M.L. and Goldenberg, E.N., 2020. Facilitating organizational learning:
human resource management and program evaluation. In Can Governments Learn? (pp.
145-187). Routledge.
Boxall, P., 2021. Studying mutuality and perversity in the impacts of human resource
management on societal well‐being: Advancing a pluralist agenda. Human Resource
Management Journal, 31(4). pp.834-846.
Curado, C., 2018. Human resource management contribution to innovation in small and medium‐
sized enterprises: A mixed methods approach. Creativity and Innovation
Management, 27(1). pp.79-90.
Khumoyun, S., 2021. CONCEPT AND PURPOSES OF HUMAN RESOURCE
MANAGEMENT IN THE ASPECT OF LABOR LAW: CONCEPT AND PURPOSES
OF HUMAN RESOURCE MANAGEMENT IN THE ASPECT OF LABOR
LAW. TSUL Legal Report International electronic scientific journal, 2(1). pp.118-126.
Klein, H.J. and Potosky, D., 2019. Making a conceptual contribution at Human Resource
Management Review.
Krishnaveni, R. and Monica, R., 2018. Factors influencing employee performance: The role of
human resource management practices and work engagement. International Journal of
Business Performance Management, 19(4). pp.450-475.
Lee, H.W., 2019. How does sustainability-oriented human resource management work?:
Examining mediators on organizational performance. International Journal of Public
Administration, 42(11). pp.974-984.
Lee, S.H., 2021. An attention-based view of strategic human resource management. Academy of
Management Perspectives, 35(2). pp.237-247.
Mahadevan, J., 2020. Ethnographic studies in international human resource management: Types
and usefulness. German Journal of Human Resource Management, 34(2). pp.228-251.
Popescu, C.R.G. and Kyriakopoulos, G.L., 2022. Strategic Human Resource Management in the
21st-Century Organizational Landscape: Human and Intellectual Capital as Drivers for
Performance Management. COVID-19 Pandemic Impact on New Economy Development
and Societal Change. pp.296-323.
Townley, B., 2019. Foucault, power/knowledge, and its relevance for human resource
management. In Postmodern Management Theory (pp. 215-242). Routledge.
Wilton, N., 2022. An introduction to human resource management. An Introduction to Human
Resource Management. pp.1-100.