Project HRM Plan: Organisational Behaviour & People Management

This report outlines a Project Human Resource Management (HRM) plan developed for J&J Furnishings, Ltd., a company founded in 1965. The plan addresses key project goals, including corporate social responsibility (CSR), upgrading IT infrastructure, and enhancing customer relations and strategic management. Three distinct project teams are proposed, each with specific functions and responsibilities. The CSR team focuses on sustainable growth and environmental protection. The Finance, IT, and Risk Assessment team aims to modernize systems and mitigate risks. The Customer Relations and Strategic Management team is tasked with ensuring policy efficiency and customer satisfaction. The report details staffing and recruitment strategies, emphasizing merit and experience. Effective team coordination and communication are crucial, with weekly meetings and regular updates to HR and Operations Management. The overall objective is to align project activities with the company's vision, improve efficiency, and ensure sustainable growth.

Running head: ORGANIZATIONAL BEHAVIOUR
ORGANIZATIONAL BEHAVIOUR
Name of student:
Name of university:
Author note:

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ORGANIZATIONAL BEHAVIOUR
Introduction
Established in the year 1965 in Sydney, Australia J & J Furnishings was founded by
siblings Jack and Jessica. The annual revenue of J & J Furnishings is $ 50, 000, 000 USD and
per year the company juggles around 130, 000 units. This paper discusses about the different
project teams that will be established, their functions, the people who will be recruited and
the strategies on effective coordination.
Organisational chart for the project teams: Which of the functional
roles will be represented on each of these project teams?

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ORGANIZATIONAL BEHAVIOUR
• Team 1 (CSR- Corporate Social
Responsibility
• this team will address the components set
in Goal 1. The team will take into
account the perspectives of the
communities.
• Persuade stakeholders, partners and
critics about the sustainable growth
strategy.
• Keep a check on the pollutants
discharged into the environment by the
company.
• Construction of products from the
recycled wood products.
• Seek alternative products that are pro-
environment and looks into the issue of
safety.
• Team 2
• (Finance, IT and Risk assessment
• This team will be responsible for
upgrading the 20-year old ordering,
shipping and billing software.
• Inclusion of marketing and sales in the
social networking.
• Identification, of management and
mitigation of risks.
• Produce a sophisticated system to reduce

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ORGANIZATIONAL BEHAVIOUR
the impact of lost sales, creation of
efficiencies in the supply chain and
reducing the rising cost.
• Reduction of employee attrition rate
through reallocation of the employees
• Provision of immediate training.
• Collection of employee feedback and
incorporated into the project.
• Team 3 (Customer Relations and
Strategic Management)
• Establishment of strategic plans for
customer relations and continuing the
efficiency.
• This team will be entrusted with the
responsibility of ;looking after the
policies of J& J on the customers and
employees on both the local and global
level.

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ORGANIZATIONAL BEHAVIOUR
Staffing/recruitment plan: What strategies and approaches will you use
to bring the appropriate individuals onto these project teams?
The HR department will be responsible for the recruitment of the efficient employees.
Recruitment will be made on the grounds of merit, experience and enthusiasm of the
concerned individual (Butler et al., 2018). For the CSR team, recruitment will be made from
candidates from humanities, social sciences, environmental science and human resource. For
Team 2, candidates will be recruited with a background in finance, IT, general science,
economics or actuarial science.
Strategies and approaches will you use to effectively build a
team that will work together in a project
management approach
According to Mir & Pinnington (2014), the teams will be explained about the vision of the
company and there will be weekly meetings to evaluate the progress. There should be
coordination between each of the teams (Conway, Monks, Alfes, & Bailey, 2016). The teams
should update the HR and Operations Management about their progress.
Conclusion
There will be three different teams who will be entrusted with the responsibility off
CSR, IT and finance, and Risk assessment and strategic management. The candidates will be
recruited based on their merit and efficiency. The HR and Operations Manager will be
responsible for the coordination and effective management of all the teams.

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ORGANIZATIONAL BEHAVIOUR
Reference
Butler, C. L., Minbaeva, D., Mäkelä, K., Maloney, M. M., Nardon, L., Paunova, M., &
Zimmermann, A. (2018). Towards a strategic understanding of global teams and their
HR implications: an expert dialogue. The International Journal of Human Resource
Management, 1-21.
Conway, E., Fu, N., Monks, K., Alfes, K., & Bailey, C. (2016). Demands or resources? The
relationship between HR practices, employee engagement, and emotional exhaustion
within a hybrid model of employment relations. Human Resource
Management, 55(5), 901-917.
Mir, F. A., & Pinnington, A. H. (2014). Exploring the value of project management: linking
project management performance and project success. International journal of project
management, 32(2), 202-217.