Techniques of Organizational Change

The provided content discusses various aspects of organizational change and human resource management. It includes articles, books, and an online article that explore different approaches to understanding and managing change. The content also touches on the importance of diversity, workforce planning, and best practices in human resources. Overall, it provides a comprehensive overview of the concepts and techniques used in organizational change and human resource management.

Managing HR

Table of Contents
INTRODUCTION......................................................................................................................4
Task 1.........................................................................................................................................4
a) Role of HR manager to bring changes in the work culture of organisation......................4
b) Job Advertisement for new junior cabin crew member....................................................9
Conclusion................................................................................................................................11
References................................................................................................................................12

Illustration Index
Illustration 1: Workforce Planning.............................................................................................8

INTRODUCTION
Human Resource Management plays vital role in the operation of any business
organisation. The aim of present unit to emphasize on the key issues facing by an aviation
organisation. It will also discuss the role and responsibilities of HR managers in accordance
to improve the performance of employees and bring changes on HR issues of organisations.
Moreover, it will also emphasize on the recruitment and selection process of Flyhigh plc.
Further, this unit will also centred to enhance the organisational efficiency and benefits from
changes that bring into the company. The impact of HRM can be seen with the context of
Flyhigh plc organisation. The present report will also introduce the Change Management
Model with the context of Flyhigh plc, their benefits and impact on the company.
TASK 1
a) Role of HR manager to bring changes in the work culture of organisation
According to case study, Flyhigh plc is small budget airline organisation which is
headquartered in UK and serve in several Asian and European regions (Booth, 2015). It is
operating from second level airports in Midlands and London which includes places,
Gatwick, East Midlands and Luton. These regions are selected as they are availing low
charges and ease of availability of landing slots and take-offs.
The competition in the airline industries has been increasing day-by-day. With the
increase in the fierce competition with many competitors like, Ryanair, Flybe and Easyjet,
there has been shortfall in number of pilots and other crew members. Deficit of aircrew staff
members, declining the sales revenues and growth of company with declining rate. Also, it is
bringing down the reputation of organisation, which caused frustrations among staff.
Moreover, there are many key issues which are facing by Flyhigh plc. The Managing
Director of Flyhigh has established his business back in 2007 and expanded his business
operations, including holidays travelling to popular tourist destinations in the Asian
subcontinent. Some of key HR issues which are facing by Flyhigh are stated below:
 Issue1: The Managing Director of Flyhigh plc had high turnover of its staff,
particularly in his senior management team (Cameron and Green, 2015). Because of
his shrewd behaviour, he always bring down the morale of his employees and take
swift actions against any kind of underperformance or laziness among employees.
However, he is looking for expansion of his empire but, with the presence of this kind
of behaviour he wont be able to develop and grow its company (Cummings,

Bridgman and Brown, 2016). So he appointed a new Head of HR, Robert Walker to
address all key issues of HRM in the workplace.
Practices need for change: In order to reduce the rate of employees turnover in the
Flyhigh plc, there are many ways like improving work culture and environment and
managing staff in an efficient manner. In present scenario, every employee crave for flexible
working life on business organisations (Denhardt, Denhardt and Aristigueta, 2015). Flexible
work environment has positive impact on the retention rate. Thus, if Flyhigh offer flexible
work environment, including locations and working hours then the turnover rate may
decreased. Moreover, it is also advised to Human Resources Manager of Flyhigh to
encourage friendly relationships among employees and other staff-members. On the
underperformance and laziness of employees, it is needed to motivate them (Fan, 2013). Due
to existence of boredom in workplace also, the performance of employees can be degraded. If
employee seems standoffish and emotionally distant, then it is duty of HR manager of
Flyhigh to sponsor fun and lighten their moods in the workplace. There are many ways such
as, plan out for movie with colleagues, Gaming and other team activities which can reduce
the mental pressure of employees, and make them to retain in the organisation (Harvey and
Allard, 2015).
As, employees work hard and show their hard core dedication for achievement or
organisation's goals and objectives, so it is required to trust them with their responsibilities.
The HR manager of Flyhigh should make efforts to provide more career opportunities and
responsibilities to their employees, so that they can feel the sense of importance and concern
towards the organisation (Hosain, 2016). So, by bringing some changes in the work culture
and environment, employee turnover rate can be reduced in Flyhigh.
Although, there may possibilities that some of employees resistant to change
according to new principles and practices. But, HR manager has responsibility to provide him
positive impacts of need for change of work culture (Huarng and Mas-Tur, 2016) Moreover,
if there is any kind of complaints or issues arising than their concern should be taken into
considerations. And encourage them to adapt according to new environment and working
culture. Issue 2: Flyhigh plc is also facing management issues, difficulties are arising in
manpower planning and low morale of employees in the workplace (Kushner, Peters,
and Johnson-Greene, 2015). Robert Walker was aware of poor reputation of Flyhigh

due to its mismanagement of human resources. Before he could became the next one
to get fired, he identified certain issues which need to be sort out.
Practice need for change: Firstly, it is required to hire right people at right time with
right purpose. By picking the right people who are knowledgable, quick learner, talented,
well-skilled and full of enthusiasm, company's performance and growth can be improved
(Levanti and Klein, 2016). Moreover, there should be effective recruitment and selection
process there, in order to retain the competitive advantage. There are effective policies and
procedures should be applicable in the recruitment and selection process. So that, right
employees can be selected for enhancing the business operations of company. Moreover, pro-
social behaviour of employees should be encouraged in order to increase their morale. They
should given the opportunities to connect with other many employees by the act of generosity
and gratitude (Mendenhall and Osland, 2012). With the good behaviour in the office
premises, the employees will be more healthier, mentally strong and happier, less likely to
become demotivated.
Further, HR manager is also required to manage the whole structure of workforce.
There should be effective workforce planning in the organisation, the managers need to take
an in-depth aspect towards workforce planning (Nieves and Quintana, 2016). The should
provide key-insights in identification of current state of planning process, level of ownership,
implifications of talent and demand scenarios for critical segments. It is also required to
measure and identify the gap risks in working environment, which can be done by risk
assessment (Sheikh, Hasnu and Khan, 2016). Moreover, it is also required to manage and
develop talent in the workplace, which can be done by applying various practices and
programmes like, career development, leadership, retention, engagement, performance and
mobility.
However, many employees could be resistant to change in accordance to bring
changes in the management system (White, 2016). But there are many advantages of
addressing workforce gaps and certain issues regarding management of organisation. It is the
responsibility of Robert Walker to keep employees their sides. He is required to make them
realised the complete scenario and benefit of introduction of new change in the organisation.
Moreover, HR manager can conduct various training and development programmes in order
to improve the performance of employees and build their base.

 Issue 3: Last issue is related with wage structure of employees. There sis no
formalised wage structure in the organisation, due to which many of employees are
lacking enthusiasm and dedication towards their work. Employees are disgruntled in
the organisation because more opportunities and preferences have been given to
Muhammad's family members who hold top positions in the organisation (Yospin,
and et. al., 2015). As, they owe majority of shares of Flyhigh due to which employees
get demotivated.
Practice need for change: The HR manager of company is required to create a
formalised pay structure for their employees (Bucciarelli, 2015). Employees will be satisfied,
if they get minimum wages according to their performance. If the company lack of surplus
amount of cash then, it can also offer company's stock options and equity in the form of
dividends. Moreover, he can also provide many career opportunities to their employees, so
that they can get impelled and encouraged. They can also furnish them with competitive
Illustration 1: Workforce Planning
Source:The Modern Approach to Workforce Planning: Best Practices in Today’s Economy.
2009

benefits and organise certain reward programmes. It is very necessary to appreciate the work
of employees according to their work. Rewards can be provided in many forms, it can be
incentives, bonuses, gift vouchers, compensatory leaves or can be non-monetary forms of
rewards. Furthermore, Robert Walker can also avail them huge opportunities to grow and
make their career, as a result their ,morale can be increased and also they will be able to cope
with certain issues with work environment of Flyhigh plc (The Modern Approach to
Workforce Planning: Best Practices in Today’s Economy. 2009).
Though many of employees or staff-members can be resistant to the changes made in
organisation, but HR manager is required to keep them with their side. So, with the effective
change in the management system, Flyhigh can overcome with certain HR issues and
challenges.
b) Job Advertisement for new junior cabin crew member
Flyhigh plc
JOB OPPORTUNITIES
Junior Cabin Crew
Flyhigh plc is looking forward to expand its business across the worldwide. We are looking
for well-qualified and enthusiastic Airline junior Cabin Crew member to acquire the
position of vacant position and join our team.
Qualifications
 Employee should have high school qualifications.
 Require good secondary education, with extra knowledge of English and Maths.
 Should have their interest in Hospitality management, Leisure and Tourism
management and languages.
 Good communication skills and written English.
 Knowledge of foreign languages like French, Germany and Spanish.
 Excellent Interpersonal skills.
Requirements

 Age of 18 or above
 Height for females should be 5'3” or above
 Height for males should be 5'7” or above
 Should have outgoing personality.
 Good standards of fitness and health, should have ability to swim.
 Good eyesight and hearing.
 Should have valid passport, that permits to unrestricted travel all over the world.
Skills
 Confidence of dealing with people;
 Presence of team working skills;
 Competence while dealing with complex situations and people;
 Assertive and diplomatic enough;
 Capability to diffuse all difficult circumstances quickly and calmly;
 Flexibility in working hours;
 Sales skills and mercantile awareness.
Role and Responsibilities
 To be responsible for conduct and coordination of safety of cabin and emergency
briefings.
 To create a link between flight crew and passengers.
 To ensure that whether all passengers are obeying the regulations and laws, that are
given by Commander of flight in accordance with the safety purpose of persons and
properties that are carried.
 To be ensured about the delivery of In-flight merchandising revenues.
 To inform passengers about various safety procedures and handling of luggages.
 To check whether seat belts are tied or galleys are secured before take-off of flight.
 Making announcements and answering questions on the behalf of pilot.

 Providing first-aid to passengers.
 Completing all written work and report of flight.
Salaries
 Basic salaries of junior cabin crew start from £10,000. Additional allowances or
bonuses may be provided.
 Experienced junior cabin crew can expect the salary to around £12,000.
 Appraisal can be done on the number of languages spoken.
 Many international flights can be offer to cabin crew accordingly.
Candidates who have these qualifications, apply as soon as possible. Email your CV
attached with passport size photograph. For more information, contact undersigned.
Contact details
[e-mail]
CONCLUSION
From the above report, it can be concluded Flyhigh should implement various HR
practices on its crew members in order to increase their morale and efficiency in the
workplace. HR managers also had to dealt with many key issues regarding HR policies, there
are many changes made according to the need of the organisation. According to HR issues,
many practices have discussed with the context of Flyhigh plc. Moreover, various elements
of management styles are also discussed in present study. Furthermore, roles and
responsibilities of Managing Director of Flyhigh plc is also described. With the above report,
it is also inferred that by making change in the organisation with the help of Lewin's Change
Management Model, Flyhigh plc can cope up with changed environment and culture in an
effective manner.

REFERENCES
Books and Journals
Booth, S.A., 2015. Crisis management strategy: Competition and change in modern
enterprises. Routledge.
Bucciarelli, L., 2015. A review of innovation and change management: Stage model and
power influences. Universal Journal of Management, 3(1), pp.36-42.
Cameron, E. and Green, M., 2015. Making sense of change management: a complete guide to
the models, tools and techniques of organizational change. Kogan Page Publishers.
Cummings, S., Bridgman, T. and Brown, K.G., 2016. Unfreezing change as three steps:
Rethinking Kurt Lewin’s legacy for change management. human relations, 69(1), pp.33-
60.
Denhardt, R.B., Denhardt, J.V. and Aristigueta, M.P., 2015. Managing human behavior in
public and nonprofit organizations. Sage Publications.
Fan, D., 2013. Managing human resources: a challenge to BBD Inc.Managing human
resources, pp.300-302.
Harvey, C.P. and Allard, M., 2015. Understanding and managing diversity. Pearson.
Hosain, M.S., 2016. Impact of Best HRM Practices on Retaining the Best Employees: A
Study on Selected Bangladeshi Firms. Asian Journal of Social Sciences and Management
Studies, 3(2), pp.108-114.
Huarng, K.H. and Mas-Tur, A., 2016. Turning Kurt Lewin on his head: Nothing is so
theoretical as a good practice. Journal of Business Research.
Hughes, D.L., Dwivedi, Y.K., Simintiras, A.C. and Rana, N.P., 2016. Change Management.
In Success and Failure of IS/IT Projects (pp. 57-65). Springer International Publishing.
Kushner, D.S., Peters, K.M. and Johnson-Greene, D., 2015. Evaluating use of the Siebens
Domain Management Model during inpatient rehabilitation to increase functional
independence and discharge rate to home in stroke patients. PM&R, 7(4), pp.354-364.
Levanti, G. and Klein, L., 2016. Introduction to the JOTSC Special Issue on Leveraging
Organizational Change and Knowledge Management to Address Environmental
Complexity. Journal of Organisational Transformation & Social Change, 13(1), pp.1-4.

Mendenhall, M.E. and Osland, J., 2012. Global leadership: Research, practice, and
development. Routledge.
Nieves, J. and Quintana, A., 2016. Human resource practices and innovation in the hotel
industry: The mediating role of human capital. Tourism and Hospitality Research,
p.1467358415624137.
Sheikh, M., Hasnu, S. and Khan, I., 2016. Link between HR practices and organizational
performance in small firms: A case for manufacturing sector of Pakistan. Management
Science Letters, 6(1), pp.71-86.
White, K.M., 2016. Change theory and models: Framework for translation.Translation of
Evidence into Nursing and Health Care.
Yospin, G.I., and et. al., 2015. A new model to simulate climate‐change impacts on forest
succession for local land management. Ecological Applications, 25(1), pp.226-242.
Online
The Modern Approach to Workforce Planning: Best Practices in Today’s Economy. 2009.
[Online]. Available
through:<http://fm.sap.com/data/UPLOAD/files/The_Modern_Approach_to_Workforce_P
lanning.pdf>. [Accessed on 7th May 2016]