HR Report: Tarmac's Organisational Design and HR Value

This report, prepared for a Human Resources assignment, examines the critical role of Human Resources (HR) in contributing to the success of an organization, using Tarmac as a case study. The report delves into how organizational design, specifically matrix structures, can effectively respond to change management, including transformational and psychological changes, within a large organization. It highlights the importance of clear communication, strategic planning, and employee motivation in adapting to changes. Furthermore, the report emphasizes the relationship between organizational design and change management, noting both positive and negative impacts. The conclusion reinforces the significance of HR in employee motivation and development, advocating for the use of various HR methods to attract, retain, and develop employees. The report is well-supported by academic references, providing a comprehensive analysis of the subject matter.

Human Resources : Value and
Contribution to Organisational
Success
Task 4

TABLE OF INDEX
 Introduction
 How organisational design has to respond to change management
of the organisation and the relationship between them
 Conclusion
 References

INTRODUCTION
 Human Resource is the important part of an organisation and company can not function without
human resource. HR is the organizational functional which deals with the people in the
organisation and issues related to them.
 It is used to describe people and the department which is responsible for managing resources
which are related to employees of a firm. Human resource play an important role in value and
contribution to the success of an organisation.
 In this report Tarmac is taken as an organisation, which is a British building material company
which has its headquarters at Solihull England. Present report discusses about the importance of
OD and how does it help in delivering suitable performance in an organisation.

How organisational design has to respond to change management of the organisation
and the relationship between the two
 As per the views of Boella, (2017) matrix organisational design can
respond to transformational change, if there is a transformational change
within an organisation i.e. shift in the business culture of an organisation
or change in the business model and management.
 It may give rise to crisis in an organisation. Matrix organisational design
of Tarmac can respond to such changes as there are various hierarchical
level in matrix and the message moves from top to bottom it can make a
sense of urgency by sending a message from top to bottom and will
communicate clearly with all the levels about the organisational.

Cont..
 A top management can formulate the strategy for responding and adopting the change
within an organisation. As matrix organisational design tarmac has dual reporting
relationship, usually to functional manager and project manager so it will become easy
for the organisation adopting the change between the two area.
 Matrix organisational design is a hybrid structure which is a combination of two or
more organisational designs it can respond to the transformational change by
combining functional organisational with the project organisation so it can respond and
adopt the easily.

Cont..
 According to Lovelock and Patterson, (2015) Psychological change are the changes
which takes with change in emotions and attitudes of the employees in an organisation.
 Matrix organisational design can respond to psychological changes by motivating the
employees of the organisation by using authorities of different departments like
managers for motivating or dealing with employees working under manager, leaders
can motivate their own team, and project leaders can deal with the changes at their own
level.

Cont..
 By adopting the matrix organisation design, Tarmac will be able to respond and
adopt both the changes as matrix organisational design is suitable for large
organisation, even Tarmac is a huge organisation with different departments
which help in making sound decisions and develop the skills of the employees as
per the situations faced by the organisation.
 Both the changes can effect organisational design by making the changes and
necessary adjustment within the various departments of the organisation, Tarmac
has to respond to the changes which cannot be done by making the changes
which will be suitable for the organisation in order to respond to the changes.

Cont..
 According to Wrench, (2016) there exists a relationship between organisational design
and change management if there occurs a change within an organisation it may have
both positive and negative impact on the organisational design of Tarmac.
 Even the organisational design may result in the change or prevent the organisation
from change depending up on the organisational design.
 For example, If Tarmac as taken up a new and have assigned entire authority to project
manager but his decisions and behaviour have put a negative impact on the employees
during and project as a result its triggered a psychological change among employees

CONCLUSION
 It is concluded from the report that human resource of an organisation plays an
important role in a company and organisational design have an effect on a performance
and behaviour of the employees in a firm.
 This report also concludes that in order to motivate employees, HR department has to
use different methods and techniques in an organisation. Companies can use various
methods for attracting, retaining and developing employees in an organisation.

REFERENCES
 Collings, D. G., Wood, G. T. and Szamosi, L. T., 2018. Human resource management:
A critical approach. In Human Resource Management. (pp. 1-23). Routledge.
 Delery, J. E. and Roumpi, D., 2017. Strategic human resource management, human
capital and competitive advantage: is the field going in circles?. Human Resource
Management Journal. 27(1). pp.1-21.
 Grobelna, A. and Marciszewska, B., 2016. April. Work motivation of tourism and
hospitality students: implications for human resource management. In Proceedings of
the 8th European Conference on Intellectual Capital, ECIC. (pp. 95-103).