Human Resource Management Report: Consult Land Company Analysis

This report provides an in-depth analysis of the human resource management practices of a hypothetical company named Consult Land. The report begins by examining Consult Land's organizational structure, which is described as tall due to its international presence and diverse workforce. It highlights the importance of multiple management layers for effective supervision and communication. The report then delves into the company's corporate culture, emphasizing its team-driven approach, employee individuality, and openness. The Charles Handy model is used to illustrate the company's power roles and task orientation. The report also explores Consult Land's democratic management style, which fosters employee engagement and encourages the sharing of ideas. Furthermore, the report assesses the company's HRM functions, including reward management, training, and development. It suggests improvements to the reward system, such as incorporating incentives and benefits, and proposes regular training programs to enhance employee skills and motivation. The report concludes with recommendations for maintaining employee performance and introducing orientation programs for new hires. The report utilizes academic sources to support its arguments.

Running head: HUMAN RESOURCE MANAGEMENT
Human Resource Management
Name of the Student:
Name of the University:
Author note:

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Table of Contents
Introduction................................................................................................................................3
Discussion..................................................................................................................................3
Organizational Structure........................................................................................................3
Corporate Culture...................................................................................................................4
Management Style..................................................................................................................5
HRM Functions......................................................................................................................6
Conclusion and Recommendations............................................................................................6
References..................................................................................................................................8

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Introduction
Human resource management, or HRM, is a term which is often used to describe how
the people within an organization are managed. The human resource manager of a company
is responsible for managing the staffs, compensation and benefits of the employees and
defining or designing the works. Most importantly, a human resource manager must optimize
the employees’ effectiveness and efficiency, which in turn will maximize the organization’s
productivity (Austin and Pinkleton 2015).
The purpose of this report is to throw light on the human resource practices of a
hypothetical company, ‘Consult Land’. It highlights the organizational structure, management
styles and others. Furthermore, it provides with some recommendations on how to implement
innovative strategies for the betterment of the company.
Discussion
Organizational Structure
The organizational structure of Consult Land is tall as it is an international
organization, which provides a huge range of consultancy services as well as technology
solutions. The company has thirty offices in total, all across the world, with over three
thousand employees working, to achieve the organizational goals and objectives. There are
various layers of management and each team has their own rules and regulations. The
company has innovative as well as entrepreneurial culture, where the employees can freely
ask their queries to the management. The working environment is friendly and the employees
are able to celebrate individuality, openness and integrity.

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Power Roles
PersonTask
The company has adopted this structure because it is an international organization,
with over three thousand employees. Several layers of management are essential to supervise
the working groups. This would ensure clear communication among the staff members.
Moreover, the organization promotes employee engagement, which will prove beneficial for
the company itself. It will generate new ideas and opinions that are essential for the growth or
success of any business. Tall structure of the organization will make it easier for the growth
and moreover, new management layers can also be added without causing any interference in
the existing groups (Ashleigh, Higgs and Dulewicz 2012).
Corporate Culture
Figure: Charles Handy Model
(Source: Created by Author)
There are several companies, where only few people are given the power to take
decisions and direct the employees accordingly. In Consult Land, employees are given the
freedom to voice their opinion and views, without any interference. The company has a team
driven culture, where the employees’ roles and responsibilities are according to their
specialization. Moreover, the members work in team to achieve a common task or
organizational goal. In addition to this, the employees are given the opportunity to celebrate

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individuality. They work together and value their organization more, rather than their own
self. This is immensely essential for the betterment of their company.
If the company had an authoritarian culture, the employees would have felt neglected.
This would mar the working culture of the organization. In authoritarian culture, workers
become more self-centered; they start thinking about their own benefits, rather than the
company’s. This would lead to the downfall of the company and eventually it will suffer
(Schuler 2015). However, Consult Land promotes a friendly working culture and provides
their employees with the freedom to think individually and present their ideas fearlessly. It
also gives the employees with the opportunity to socialize for the development of the
business. This type of working culture benefits the organization to a huge extent.
Management Style
The Consult Land Company is likely to have the democratic working culture as it
gives its employees with full freedom to raise their issues fearlessly. For the company, its
employees need to be innovative and creative. They must provide the clients with unique
solutions. Consult Land promotes individuality and openness. The employees are given with
full opportunities to raise any issue they are facing and question the system. Employees get
full freedom to realize their abilities and skills, capabilities and in competencies. The
company encourages and motivates its employees to share as well as contribute their ideas for
the growth and progress of the organization.
The democratic working culture of the organization helps the company in gaining an
understanding of the employees’ demands and expectations. It helps them in promoting a
friendly working environment. Workers and staff members feel free to share their views as
well as opinions to the higher authorities, without any fear of getting terminated. Moreover,
when the company faces any crisis moment, the employees share their valuable opinions.
This helps the management in taking quick decisions, which in turn is beneficial for the

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company itself. Facing tough situations become easier in such working culture, as every
individual works as a single unit to achieve a common goal or target (Lamba and Choudhary
2013).
HRM Functions
The company needs to reshuffle their reward management policies. In addition to a
great working life, the company must also take care of the reward management and
performance appraisal policies for the employees. The main objective of the reward
management policies is to give the employees with equal amount of wages, fairly and
equitably. The workers must be paid extra if they serve the company for extra hours.
However, the reward management policies of Consult Land are fair enough, but it needs to
implement some new strategies of lucrative incentives and other benefits like health
insurance, provident fund and others (James Sunday Kehinde 2012). This will benefit the
company on the long run.
Furthermore, the training and development practices include conducting training
programs for the employees on a daily basis for their development. The company must hire
professionals and certified experts to train and mentor them. This can be done on a monthly
basis, by conducting seminars, interactive sessions or social gatherings or events (Van den
Brink, Fruytier and Thunnissen 2013). Such gatherings and events help in motivating and
encouraging the employees, which in turn enhances productivity. Moreover, regular trainings
would contribute a lot in their personality development. Therefore, the company can adopt
such measures, in order to gain more popularity among the mass (Downs and Swailes 2013).
Conclusion and Recommendations
To conclude, Consult Land has gained immense popularity and admiration. It has
toiled hard to provide a secured life to its employees and staff members. The company

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encourages and motivates the employees to share their ideas and views, openly. However, the
management must keep a track of the employees’ performances. It must be checked on a
daily basis that the workers are serving the company, in order to reach their target.
Furthermore, the organization can also introduce categorical programs, which will help in
their appraisals. Conducting orientation programs for the new employees will also prove to be
beneficial for the company.

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References
Ashleigh, M.J., Higgs, M. and Dulewicz, V., 2012. A new propensity to trust scale and its
relationship with individual well‐being: implications for HRM policies and practices. Human
Resource Management Journal, 22(4), pp.360-376.
Austin, E.W. and Pinkleton, B.E., 2015. Strategic public relations management: Planning and
managing effective communication campaigns (Vol. 10). Routledge.
Downs, Y. and Swailes, S., 2013. A capability approach to organizational talent
management. Human Resource Development International, 16(3), pp.267-281.
James Sunday Kehinde PhD, A.C.A., 2012. Talent management: Effect on organizational
performance. Journal of Management Research, 4(2), p.178.
Lamba, S. and Choudhary, N., 2013. Impact of HRM practices on organizational
commitment of employees. International Journal of Advancements in Research &
Technology, 2(4), pp.407-423.
Schuler, R.S., 2015. The 5-C framework for managing talent. Organizational
Dynamics, 44(1), pp.47-56.
Stone, R.J., 2013. Managing diversity and human resources. John Wiley & Sons Australia.
Van den Brink, M., Fruytier, B. and Thunnissen, M., 2013. Performance systems and HRM
policies. Human Resource Management Journal, 23(2), pp.180-195.