Business Report: Analyzing and Optimizing HR Processes at B.N. Foray

This report provides a comprehensive analysis of Human Resource Management (HRM) issues at B.N. Foray, a global FMCG organization. It identifies critical problems related to leadership, internal conflicts, employee engagement, change management, and employee dissatisfaction, including long working hours and improper change implementation. The report explores applicable leadership theories, such as situational, behavioral, and transformational leadership, to address these issues. It suggests practical strategies, including fostering employee ownership, providing clear guidance, and implementing a structured change management process based on Kurt Lewin's model. The report emphasizes the importance of managers adopting people-oriented behaviors, providing fair training opportunities, and ensuring reasonable working hours. It concludes with recommendations for management to adopt various leadership styles, offer greater consideration to employees, and improve communication to mitigate risks and enhance organizational performance. The report also highlights the need for continuous feedback and monitoring during change implementation to ensure the effectiveness of the proposed solutions. The report also provides references from journals and books.

A Business Report to optimize the
delivery of HR Processes at B.N.
Foray

Executive Summary
This report have explained certain HRM issues that a company named B.N. Is facing and how
company can deal with these issues. These issues are critical as they are related to leadership and
internal conflicts, which make it very important that management give due attention to these
issues. Issues related to leadership are very important as leadership has a very great impact on
performance of organisation specially when company is thinking to transform its practices and
processes, theories that are suitable for this have also been included in this report.

Table of Contents
A Business Report to optimize the delivery of HR Processes at B.N. Foray..................................1
INTRODUCTION...........................................................................................................................1
HR Issues and Applicable theories of Leadership and Change ......................................................1
CONCLUSION................................................................................................................................5
REFERENCES................................................................................................................................6

INTRODUCTION
B.N. Foray a global FMCG organisation is facing some issues in context of human
resource management. The case study outlines some issues that are very critical and requires that
management give due attention to these issues. The major issues that B.N. Foray is facing are
issues related to leadership and team conflict that can be said as internal conflicts. This report
attempt to discuss how the company can deal with its issues and what are the theories and
practices that company can apply.
HR Issues and Applicable theories of Leadership and Change
Case study states few issues that clearly identify poor management and leadership practices. B.N.
Foray haves managed to give good pay and opportunities to its employees but there are
employees in organisation who think this is not enough. B.N. Foray being a global organisation
need to work on its leadership and relevant practices. The instance of Miles clearly suggest
incompetency of leader and leadership that an efficient member left the team (Cooper-Thomas,
Xu and Saks, 2018). This situation suggests that leadership in B.N. Foray needs to be situational
and members should be treated according to their level of maturity which is counted by their
knowledge and their commitment. Miles is an efficient employee and that is why constant
interference of his leader affected and annoyed him and last decision left to him was to leave the
team. On the other hand one important factor to consider is that experience of Miles was not
much that required Jo to have constant follow up of what Miles do. But Jo need to understand
that employees who are competent and knows that they are competent do not like that their
leaders scream at them and follow-up everything what they do. From another point of view it is
also wrong that Miles have just left the team but such behaviour of leader can also instigate him
to leave the organisation in such case B.N. Foray will have to bear important loss in form of a
competent employee.
Other issues are Long working hours that have been identifies through Online Employee
Reviews. This is also an important factor specially when company has achieved fame and
recognition for employee engagement that reveals caring attitude of company for its employees.
In such case issues like long working hours which have two phased impact firstly when
employees work for long hours this affect their engagement with company as naturally working
for long hours becomes frustrating (Carleton, Barling and Trivisonno, 2018). For company this
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may affect their goodwill and reputation and this situation also possess clear chances of affecting
quality of work performance of employees. In this case behavioural theory of leadership can be
applied and should be applied this theory divided leader on the basis of their orientation.
Orientation involves focus on leaders whether they are task orientated or they are people
orientated. Leaders in case where employees need to work for long hours should have a
important consideration for people and need to be People oriented. This enables leader to be-
Encouraging
Observing
Listening and
Coaching and Mentoring.
When leaders are applying this theory they are able to motivate people and encourage them to
work. In such case employees also feel that they are being cared in organisation and this factor
instead of other issues keep employee engagement high. At the same time one additional factor
to work at B.N. Foray is salary and remuneration of employees which is an other factor that keep
employees engaged and motivated.
One other factor that requires leaders to adopt and apply behavioural leadership and then have a
people oriented behaviour is that it have been identified through online employee review that
employees do not respect their managers and leaders. This is not a good and favourable sign
which lead to employees overhearing and neglecting their leaders. This also affect image and
reputation of the company and employees may affect their quality of work (Ceri-Booms, Curşeu
and Oerlemans, 2017). Here it is considerable that employees having ambiguity about their role
and commands given to them are not right that requires them to restart their project. This can
also be a factor that lead employees to disrespect their managers and question their competency.
Managers and leaders along with people oriented behaviour also need to have a task orientated
behaviour so that they are able to give clear command and direction to employees and employees
do not take their leaders and managers for granted.
The reason underlying problems of employees is change that have been implemented in
organisation and employees are not getting clear direction which develop frustration among
employees. Transformational leadership theory is most appropriate in this situation. This style of
leadership focus on encouraging, inspiring and motivating employees to create change for future
success. In B.N. Foray where change has already been implemented this style will ensure that
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employees do accept change and are able to cope up with the changes takng place in
organisation. In B.N. Foray employees are being provided fair chances of training so that can
learn to work and grow but lots of changes at once with no clear direction lead to employee
dissatisfaction and their engagement may decrease.
Transformational Leadership accomplish this by setting example at executive level and building
a corporate culture. Employee ownership and independence in organisation (Egge, 2019). From
previous example of Jo and Miles it has been found that there is nothing like employee
ownership and independence as leaders keep follow up of employees' all activities. This is not
ideal and leaders need to show trust and confidence in employees and their abilities. This boost
confidence and trust of employees in their abilities and improve their performance.
This theory ans style of leadership is suitable in B.N. Foray because of one other reason that is
changing environment of organisation. In this case employees need to be given fair chance to
deal with change in their way and take ownership of their work so that they can show their talent
and capabilities. This will also avoid micro management.
Change in B.N. Foray requires that theory of change and change management is applied in the
organisation. Lot of employees have come up with the issues of speedy change in the
organisation. This is a massive problem and really and hurdle for employees while working. This
situation suggests that organisation should implement change with proper strategy and
management and can apply theory of change management. Theory that have been proposed by
Kurt Lewin is widely used and simple to apply this theory states that change should be
implemented in three phases. First phase is Unfreezing this is a previous to change phase which
attempt to empty previous knowledge of employees about organisational processes that are being
changed. In this, employees are told about change and management convince employees about
accepting change that they are going to bring in organisational processes and practices. This is
most important and difficult phase. This attempt to aware employees about the need of change in
the organisation. Needs can be in form of falling profits in case of B.N. Foray increasing cost of
its products and problem of logistics have generated a need to change organisational practices
and processes.
After this phase other phase is about Freezing. This phase attempts to implement change in real,
in practices and processes of organisation. This requires that employees are given adequate
training for working with new and changed processes (Vogel and Mitchell, 2017). Changes can
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be small and large but do make impact on employees' psychology. This is why continuous
feedback and proper monitoring is required. But manager need to careful in this otherwise they
may have to face problem that Jo faced (Adil, 2016). Whist its positive side is that employees'
mistakes can be timely rectified when they are properly monitored.
Last phase of this is Refreezing this attempts to make changed processes a habit and ensures that
old knowledge of employees do not get refurbished otherwise all the process of change
management will turn meaningless.
On the basis of this file it can be concluded that primary HRM issues that B.N. Foray is
facing are
 Internal conflicts in organisation.
 Decreasing Employees Engagement.
 Change Management and
 Dissatisfaction of employees from management and leadership.
 Long working hours.
 Improper change management.
To Deal with these issues management need to-
 Adopt theories of leadership that are situational, behavioural and transformational.
Leaders need to adopt various type of leadership style according to situation.
 Important consideration should be given to employees.
 Managers and leaders should ensure that their behaviour do not decrease confidence of
employees (Hassan, 2018). At the same time do not even frustrate employees affecting
their performance.
 Employees should be given proper guidance and direction reducing their ambiguity and
problems related to task and role.
 Working hours of employees should be reasonable and according to employment
regulations.
Costing
This plan and strategies to deal with problem do not cost much to the organisation accept
their due consideration and efforts.
Responsibilities
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Responsibilities in this are associated with management and employees (Dasilveira and
et.al., 2019). Without one taking responsibility the whole effort will become meaningless.
Risk Associated
Risk associated with these plans is that this requires managers and leaders to understand
all their employees very well and this is a difficult task and leader if do not do it rightly then this
may also cause some negative results.
CONCLUSION
On the basis of this file it can be concluded that B.N. Foray which is facing many problems like
internal conflicts which are worst than external conflicts are affecting its costing and
performance. This issues have been associated with some other problems like poor management
and employee dissatisfaction making it more critical. To deal with this management and leaders
have been advised to change their style and offer more consideration to employees to keep them
motivated and encouraged to perform effectively.
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REFERENCES
Books and Journals
Adil, M. S., 2016. Impact of change readiness on commitment to technological change, focal,
and discretionary behaviors. Journal of Organizational Change Management.
Carleton, E.L., Barling, J. and Trivisonno, M., 2018. Leaders’ trait mindfulness and
transformational leadership: The mediating roles of leaders’ positive affect and
leadership self-efficacy. Canadian Journal of Behavioural Science/Revue canadienne
des sciences du comportement. 50(3). p.185.
Ceri-Booms, M., Curşeu, P.L. and Oerlemans, L.A., 2017. Task and person-focused leadership
behaviors and team performance: A meta-analysis. Human Resource Management
Review. 27(1). pp.178-192.
Cooper-Thomas, H.D., Xu, J. and Saks, A.M., 2018. The differential value of resources in
predicting employee engagement. Journal of Managerial Psychology.
Dasilveira, I.K and et.al., 2019. Human Resource Management Practices and Employee
Turnover Intentions Nexus: Does the Mediating Role of Job Satisfaction Matter?. Open
Journal of Business and Management. 8(01). p.1.
Egge, M. S., 2019. The Impact of Situational Leadership Theory on Follower Development in
Fitness: An Action Research Study with Camp Gladiator. (Doctoral dissertation).
Hassan, A. T., 2018. Organizational change management: A literature review. Available at SSRN
3135770.
Vogel, R. M. and Mitchell, M. S., 2017. The motivational effects of diminished self-esteem for
employees who experience abusive supervision. Journal of Management. 43(7),
pp.2218-2251.
Online
Sarah K. White. 2018. What is transformational leadership? A model for motivating innovation.
[Online]. Available through :
<https://www.cio.com/article/3257184/what-is-transformational-leadership-a-model-for-
motivating-innovation.html>.
Unfreeze, Change, Refreeze (Kurt Lewin Change Management Model). 2020. [Online].
Available through :
<https://whatis.techtarget.com/definition/Kurt-Lewins-Change-Management-Model-Unfreeze-
Change-Refreeze>.
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