This case study explores the organizational behavior and human resource management practices in an aircraft company called No Name. It discusses issues related to diversity management, culture, international performance management, training and development, and provides recommendations for improvement.
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Running head: NO NAME: A CASE STUDY NO NAME: A CASE STUDY Name of the student Name of the university Author Note
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1NO NAME: A CASE STUDY Table of Contents INTRODUCTION.......................................................................................................................................2 Diversity management and culture.............................................................................................................2 Culture.........................................................................................................................................................4 International performance management, training and development............................................................5 Training and development...........................................................................................................................6 Solution and recommendations....................................................................................................................7 Conclusion...................................................................................................................................................9
2NO NAME: A CASE STUDY INTRODUCTION HumanResourceManagementisadiverseandamultidisciplinaryapproachtorunan organization effectively and smoothly(Marler & Fisher, 2013). Human resource management can be broadly termed as a strategic approach to effectively and sufficiently manage people in a particular organization,forexample,lookingafteremployeebenefitdesigns,recruitmentoftheupcoming employees to various departments of the organization, training and development of the employees, appraisal based on the performance of the employees, providing the employees with monetary as well as non monetary incentives for motivating them (Noe et al., 2017). Human Resource department has been kept in an organization to maximize and optimize employee performance that would generally and gradually help in meeting the objectives and goals of the organization and improve its all over performance (Bratton & Gold, 2017). The respective paper is a case study about the organizational behavior from the perspective of the Human Resource Management team of an aircraft company “No Name”. The respective paper is introspection, analysis and interpretation of the work culture of the respective organization and the part played by the human resource management team to enhance, upgrade and improve the work culture and the relationships between the employees in and outside the work environment. Diversity management and culture Diversitymanagement is considered to be one of the most important factors for a human resource management team (Wangombe et al., 2013).Globalization has enabled the whole world to meet at one platform. The increase in the new wave trends of globalization has given rise to much more interactionamongpeoplefromvariousculture,ethnicity,raceandnationalityviasocialmedia, international networking and other mediums. Therefore, the workplace all over the world is no longer
3NO NAME: A CASE STUDY insulated anymore. Rather, the workplaces of today are much more diverse, heterogeneous, flexible and wide allowing different people from different belief, culture, gender, age, race, ethnicity and nationality to showcase their talent and skill and help the organization in reaching its goal (Brewster et al., 2016). Therefore, businesses and enterprises are supposed and expected to be flexible and open to changes and accept the concept of unity in diversity to turn more creative, powerful and efficient. Diversity managementcanbebroadlydefinedasrecognizing,comprehending,accepting,evaluatingand celebrating the differences present among the ethnically, racially and nationally different employee workforce that is assumed to be leading to a better workplace performance (Barak, 2016). Diversity management can also be termed as strategies, schemes, plans and policies taken up by the human resource management team of an organization to create and maintain a chain and a network of variety and diversified individuals together into the workforce for the betterment of the organization(Marler & Fisher, 2013). In the case study of the aircraft company “No Name”, it is observed that the company “No Name” has been suffering from poor work culture and diversity management issues. The branch of the company “No Name” which is assumed to be residing in China has been observed to be resistant towards any kind of changes in the workforce. The aircraft company “No Name” has unfortunately shown an obnoxious attitude and resistance towards the employees belonging to different generations. It has been keenly observed that the senior staff of the company has been relatively rude, unkind and intolerant towards the youth staff and the apprentices and has sufficiently shown non co-operation while mingling and amalgamating with them. The problem can be loosely traced with the concept of “generation gap” which is a pressing problem in most of the workplaces which creates hamper in the cultural environment oftheworkplace.Secondly,peoplewithdisabilitiesarebeingscarcelyrecruited,undervalued, underrepresented and demoralized in the working environment of the branch of “No Name” in China. There has been observations and evidences that managers of the respective company are intentionally and purposely ignoring, avoiding and neglecting the job applications and curriculum vitae of the people with disabilities even when their skills, talent and working temperament is far beyond and above average than
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4NO NAME: A CASE STUDY most of the employees in the company. The Chief Executive Officer (CEO) of the company, O’Meara, by observing such behavior and attitude, is afraid of the fact that if such regressive and discriminatory attitude is shown by the human resource management team of the company to the people with disabilities, it might happen that the disabled or differently-able people might file cases or initiate legal actions against the company any time according to the rules and regulations formulated by the constitution of China. Moreover, there has been cases of organizational and workplace discrimination in the company branch in China. The main drawback of the human resource department of “No Name” in China is that it lacks a clear set of practices and schemes to assist the employees in understanding each other in the workplace environment. The Human Resource Management team of the respective organizational branch has failed completely in the arena of the importance of how people comprehend and perceive each other, which is one of the reasons of influencing workplace environment and culture. The Human Resource Management team of the company needs to appreciate cultural diversities of the ethnically diverse employees. “No Name” has to understand the fact that if the Human Resource Management team focuses on enhancing the arenas of diversity management, it can create a competitive advantage for the company that might result in all over benefit of the company by enhancing its goodwill and reputation in the market (Harvey & Allard, 2015). One of the theories of diversity management, named practitioner/consultant approach, talks about how organization can focus on workplace diversity to increase productivity of the organization. The mentioned theory can be utilized by the HR team of “No Name” company to tackle the problem. Culture While formulating human resource policies in an organization, it is important to observe, note, analyse and interpret the culture of the organization including communication culture and work culture of the employees, workers and the employers. In organizational culture, which is a domain of employee engagement, it is necessary for the human resource professionals to
5NO NAME: A CASE STUDY channelize the employees and their abilities in a way that would lead to improvement in performance and productivity (Mullins, 2016). There have been evidences that the aircraft company “No Name” at its home country, Australia, is not working satisfactorily as there have been reports of between integrated teams, across teams and management team of the company. It has been observed that the culture of the company workforce has become obnoxious and negative where the employees are not motivated enough to deliver their best and they have adopted the proverb “near enough is good enough” which means that they are performing just according to the optimum requirement; not giving their maximum effort to the company, which is creating a hamper in the production and development of the company. The most significant drawback which the company is facing due to such resisting and stagnant attitude of the workers and the employees is “poor quality of the products”. The customers of the company, both governmental and non-governmental, have subsequently complained about the poor quality of the aircrafts delivered to them which has led to loss of reputation of the company which was once overtly quality conscious. The lateral and horizontal communication of the organization is badly hampered. The workers and employees are complaining about not receiving adequate instructions of work which is leading to the detoriation of the quality of the products. International performance management, training and development International performance management in the terms of human resource management can be broadly described as a process or a method that permits an international enterprise or a multinational company to analyze, evaluate and improve the individual and collective corporate business performance of the respective company according to the global goals and objectives of the respective company (Van Dooren, Bouckaert & Halligan, 2015). International performance
6NO NAME: A CASE STUDY appraisal is also a form of International performance management where the employees are provided with monetary as well as non-monetary incentives and appraisals to motivate them and increasetheirproductivitysothatthecollectiveperformanceoftheemployeesleadto development of the organization (Kadiresan et al., 2015). However, the company “No Name” is suffering from international performance management issues. Apart from lack of performance appraisals for the employees and expatriates, no performance reviews are conducted by the subsidiaries except the Australia based company. The economic dynamics and factors that are significantlyimportantforachievingbusinesstargets,lackofconsistentdecisionsfor subsidiariesresultinproblematicandconflictingperformancesoftheorganization (Hammerschmid, Van de Walle, & Stimac, 2013). The two types of motivation theories, “content theories” and “process theories” in the International performance management arena seeks to understand “what” are the reasons for poor performance of the employees and “how” can the performance be enhanced. The “No Name” company can utilize the theory to tackle and resolve the problem. Training and development Training and development isthe customary function of the Human Resource Department of an organization. It is pursued by the human resource team of an organization to emphasize and enhance all over improvement of the performance of the employees, workers and groups. Training can be both educational and technical process that enhances and sharpens the skills, concepts,aptitude,knowledgeandbehavioroftheemployeesthatultimatelyleadsto improvement in their performance and development of the organization (Khan et al., 2011). Expatriate training of the professionals who are leaving Australia and going to China and
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7NO NAME: A CASE STUDY Vietnam to work are given one class half a day. Moreover, the Human resource team has kept no provisions of feedback of the training from the trainees both online and manually. There is an acute lack of systematic workforce planning and management development programs which creates a lack of awareness among the employees about their career prospects in the mentioned organization because career development plans and programs are also not formulated and used. Suchmassivescarcityofprofessionaldevelopmenthasledtostagnantpromotionsand development of the organization. The “theory of learning” and “theory of experienced learning” which seeks intellectual training as well as experimental training for the cognitive development of the employees could have been utilized by the orgaisatio “No Name” to develop the quality of the productivity of the employees. Solution and recommendations The aircraft company “No Name”, according to the case study, is not performing satisfactorily as the human resource department of the company has functional problems and issues. First and foremost, the company has to revisit its human resource management team. The human resource management team should be provided with sufficient, premium and quality training in different genres and aspects such as diversity and cultural management, introduction ofuniquesoftskillstraininganddevelopmentfortheemployees,specialtrainingon enhancement in international performance management of an organization and so on (Marler & Fisher, 2013). The Human Resource management professionals, after receiving proper training, should and must ensure proper implementation of human resource management strategies in the most neglected areas of the organization mentioned in the paper, such as diversity management, training and development and organizational culture management. The HR professionals should
8NO NAME: A CASE STUDY create an environment in the office or the workplace that would enable different employees from various racial, gender, ageand ethnic diversities to amalgamate, co-operate, survive and thrive with each other keeping an amicable relationship with each other (Martin, 2014). The work environment of the organization should be kept neutral, positive, comfortable and co-operative enough for the employees and workers to give out their maximum effort and productivity to the organization. The human resource management professionals should ensure that the employees, workers and professionals are provided with proper international performance appraisal schemes so that the morale of the employees remain high and the magnitude of their productivity increases, thereby, leading to the all over development of the organization (Kadiresan et al., 2015). Research says that human resource management depends upon external and internal factors depending directly and indirectly upon certain occurrences, such as relationship between employee and employer, employee productivity, the horizontal and vertical communication in theorganizationandsoon.Ifthementionedfactorsaretakenintoconsiderationand improvement of these factors is executed, employee performance is assumed to be positively affected and increased. Heterogeneity of the company should be widely accepted and appraised as unity in diversity is the real factor which is directly and indirectly responsible for the creative improvement of the organization (Marler & Fisher, 2013). Organizational culture as well as cultural dynamics of the employees and the workers is a factor of influencing business and organizational practices. The manner and process in which the human resource management team manage the cultural factors in an organization has a definite and a remarkably considerable impact on how the company would perform in the global market and be successful thereafter. Recommendationsregardingmaintainingtheorganizationalandindividualcultureofthe organization that can be given to the mentioned organization is a universal as well as an
9NO NAME: A CASE STUDY objective view of culture. If the human resource professionals apply a change management process to implement and formulate diversity management programs, the human resource professionals should be well aware of the change he/she is implementing, the credibility of the change and its sustainability (long or short term) in the global as well as local context (Elsmore 2017).Aconstantcommunicationofthehumanresourceprofessionalswithandtothe employees, workers, professionals, experts, managers, customers, shareholders and stakeholders at all stages of the programs they have implemented would ensure weather the people of the organization is well synchronized with the schemes and programs or not. Such communication is always needed for getting proper feedback, conclusion and recommendation about the programs from the employees, trainees and other members of the organization (Cascio, 2015). Conclusion The respective paper is an introspection, analysis and evaluation of the case study of the human resource management of an Australia based aircraft company namely “No Name” having subsidiarycompaniesinChinaandVietnam.Thepaperalsogivessolutionsand recommendations of how the human resource management teams can be utilized effectively for the betterment and improvement of the organization. The paper analyses different concepts, theories and factors of human resource management, (both customary and secondary), it also approaches to various theories and usages of the respective concepts, summarizes the problems and limitations faced by the respective organization, points out reason why it faces such troubles and brings out solutions to tackle the situation, improve and enhance the condition of the organization for its betterment and development.
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10NO NAME: A CASE STUDY References : Barak, M. E. M. (2016).Managing diversity: Toward a globally inclusive workplace. Sage Publications. Bratton, J., & Gold, J. (2017).Human resource management: theory and practice. Palgrave. Brewster, C., Vernon, G., Sparrow, P., & Houldsworth, E. (2016).International human resource management. Kogan Page Publishers. Cascio, W. F. (2015).Managing human resources. McGraw-Hill. Chrobot-Mason, D., & Aramovich, N. P. (2013). The psychological benefits of creating an affirming climate for workplace diversity.Group & Organization Management,38(6), 659-689. Elsmore, P. (2017).Organisational Culture: Organisational Change?: Organisational Change?. Routledge. Hammerschmid, G., Van de Walle, S., & Stimac, V. (2013). Internal and external use of performance information in public organizations: results from an international survey. Public Money & Management,33(4), 261-268. Harvey, C. P., & Allard, M. (2015).Understanding and managing diversity: Readings, cases, and exercises. Pearson. Kadiresan, V., Selamat, M. H., Selladurai, S., Ramendran, C. S., & Mohamed, R. K. M. H. (2015).Performanceappraisalandtraininganddevelopmentofhumanresource management practices (HRM) on organizational commitment and turnover intention. Asian Social Science,11(24), 162.
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