Human resource management (HRM) is referred to the formal methodologies adapted in a system as devices to support the management members in an organization surrounding three prime responsibility area being employee benefits, designing jobs and staffing responsibility. The HRM plays a crucial role in managing workers and the organization culture and environment alongside the witnessed issues (Hampson, Junor & Gregson, 2012). This report primarily focuses on the identification of the underlying issues in the aircraft organization management as in introduced in the provided case study. From the view of an International HRM consultant, the potential management issues regarding culture, diversity, training and development, and international performance from the employees are analyzed to provide an insight about the same (Alc?zar et al., 2013). Among the witnessed issues relative to variant segments, majorly one segment is chosen and an elaborated briefing is discussed in the report in relevance to the same. The scope of the report stretches to the point of vivid description on the methodologies that should be adapted by the HRM to resolve the issues and simultaneously, ensure the maintenance of the solutions provided to avoid any similar repetitions in the organization. The report presents a planned strategy to introduce as a set of recommendations that should be followed to achieve the objectives. Following the analysis and identification of the issues, the HRM strategies are introduced and finally the implementation plan is set to utilize the set of recommendations for the elimination of the detected flaws or shortcomings practiced consistently in the organization (Harvey, Williams & Probert, 2013).
In regards to discussion about the aircraft organization issues, the very organization is provided an introductory name in this report that is as ‘Streamlined-Drive’ (SD) Aircraft, and is continued in the discussion with the identical descriptive name as is suggested in this section of the report.
As an Internal HRM consultant, investigating the case study provided relative to SD-Aircraft it is important to revise the details about the organization, which from the information would be apt to state that Adam O’Meara, the CEO of the organization is critically concerned about the sustainability and the profitability of the organization. The only solution in his sight, was the maximization of the shareholders’ return otherwise, the sustainability is at risk.
Underlying Issues in the Organizational Management:
Major role human resource management is to find out the issues inside an organization due to several organizational change and employee relations. In the case of SD-AIRCRAFT, from the viewpoint of human resource manager different issues can be found out which associated cultural issues, training are and development issues, international performance management and diversity management issues (Hampson, Junor & Gregson, 2012).
Primarily is can be seen that a fundamental issue is the gap of communication among the employees as well as different working teams. Manufacturing of different parts are specifically delayed and the quality of different mechanical parts are significantly low due to communication and integrity gap between different working teams. The stakeholders of the company further escalate the issue as they refused to pay if the quality is not improved. Members of one team are accusing the members of other for not doing their work properly and the action of line manager in these cases is not appropriate.
Performance management issues are also severe for SD-AIRCRAFT. No clear measures are present for the subsidiaries of the organization (Harvey, Williams & Probert, 2013). The HR of Australian division only does international performance assessments, but for the subsidiaries in Singapore and Vietnam the number of performance reviews are almost zero. Economic factors based on the business targets and the management team of the headquarters constantly ignores industry relations. Many decisions taken by the headquarters for the subsidiaries do not match the circumstances of there and implementation of those decision affect the working condition the subsidiaries (Harvey, Williams & Probert, 2013).
Training and development is the core area of human resource management and numerous issues have been discovered for SD-AIRCRAFT regarding this factor. There is no platform for employee feedback. Expatriate training are not as effective as the expectation of the management. The reason behind this is company HR assumes that the requirement of each employee will be same regarding the online resources and the training of those employees have been limited to 12 hours which is not sufficient at all (Ashikali, & Groeneveld, 2015). Again the employees are not getting sufficient training after moving to a subsidiary and because of that they are facing problems to adapt the new conditions and integrate themselves with the work at new place. Workforce planning are not systematic at the subsidiaries of SD-AIRCRAFT as well as the headquarters. Career development plans for the employees are not successfully implemented due to absence of proper and effective management development programs. It has been noted that senior management has a significant fear of the promotion demands of the junior employees and as a result they do not prepare the juniors to play their roles perfectly.
Focusing on diversity management, several major issues can be found here. Respect in an organization is the key feature of diversity management as the structure of an organization consists of diverse people.Therefore, workforce of the company depends on the inter-relationship between the employees at different levels. In SD-AIRCRAFT, a huge relationship dispute is present between the senior staffs and junior staffs as the senior staffs do not work well with new entrants. At the subsidiary in China, managers refuse to hire people with physical disabilities. This has showed the discriminative mentality of the managers and seriously affecting the reputation of the organization. HR department of the organization does not possess a clear set of activities that will help the employees to understand each other as well as to understand their role in the workforce of the organization. HR department does not give importance to the employee relations (Ashikali, & Groeneveld, 2015). This problem is more severe at the subsidiaries than at the headquarters. Organizational discrimination is the huge problem that is developed by the lack of communication and dispute in employee relations. This internal problem is the fundamental factor for low productivity of the organization and its loss of reputation.
Limitations in Diversity Management:
A part of human resource management is diversity management. This management incorporates various strategies and proper activities to create a diverse workplace and maintain its sustainability. Any business is comprised of diverse factors. The workforce of an organization consists diverse employees and managers. It is fundamental to recognize and value the differences of the individuals. Diversity can be of the terms of gender, race, ethnicity, physical abilities, socioeconomic status, ideologies and other factors (Bratton & Gold, 2012). A business organization always remains full of these factors. Therefore, it is necessary to manage all these factors in such a way that it helps the organization to progress, not to deteriorate. The management of the diverse factors can only be done managing the employees in the organization in a proper way.
SD-AIRCRAFT is business organization affected by several problems related to diversity management. The major problem is related to respect and communication between the employees belonging to different levels of the company. Respect between the staffs working at different levels and communication maintain a stable employee relation inside the organization. Productivity of an organization depends on the stable conditions of employee relation as the whole productivity is the set of tasks achieved by different teams of employees working at different levels (Bratton & Gold, 2012). Any kind of dispute among the staffs affects the co-ordination of work and the quality of the works degrades. SD-AIRCRAFT is facing serious quality issues due to this diversity dispute among their staffs and stakeholders of the organization are furious due o this. Senior staffs are too much intolerant to work with the new entrants (Bratton & Gold, 2012). There ca be many issues behind this reluctance such as fear of losing position, excessive pride and issues relating diversity. Senior staffs only a little eager to work with the juniors having similarities with them. Understanding between the senior and junior staffs is the key to properly finish a task and achieve a goal. A new employee cannot be able to understand a task without proper guidance of senior and experienced employee and a senior employee cannot get a job done without the required strength of junior employee. Therefore the understanding has to be there; else, the task will remain incomplete whatsoever (Ashikali, & Groeneveld, 2015). This will affect other tasks as well because SD-AIRCRAFT deals in a business where the tasks of employees are inter-related and production of the company depends on the combined work.
Another important issue that has been noticed at the subsidiary in China, that the managers are reluctant to hire any deserving employee due to their disabilities. This philosophy of the managers is very unethical. Any deserving person, who can do the job perfectly using his or her full potential, should not be denied just because of his or her some other disabilities Hodge, Lieberman & Murata, 2017). They should be given a proper chance to show their potential and ability to perform the task and fulfill the objectives (Gunasinghe, 2014). This mentality of the managers of SD-AIRCRAFT will easily lose the market goodwill of the organization and will boldly display the discriminative diversity management issues.
Managing diverse employees of an organization is the duty of the HR department. It is necessary for the HR to give enough importance to handle the diversities present in the organization and deduce proper policies to manage them. Issues in SD-AIRCRAFT are so severe that is continuously affecting the quality of the business and worries of the stakeholders prove it (Brewster & Mayrhofer, 2012).
HRM Methodologies to Deal with the Issue:
As discussed in the report, several management issues are discussed in details, which were underlying in the proceeding of the operations in the organization. Among the recorded issues, as is mentioned in the previous section of the report, the diversity management issues are primarily set to focus in this report (Madera, 2013). The existing issues are identified and discussed so far, this segment of the report is constructed to provide the insight on the HRM methodologies and the appropriate strategies that should be adapted to deal with detected shortcomings relative to the same. Attentive and strategic measures that should be introduced with objective of minimization of flaws are brought to notice in the following sub sections (Bernardo, 2013).
As in this case, the modern trend of the organization is teamwork to sustain the growth of any organization; this subjects the organization to comprise employees of variant ethnicities, ancestry, gender, physical abilities, race, sexual orientations, education, geographical location and likewise (Quinlan, Hampson, & Gregson, 2013). The theme of excellence through diversity is a prime goal, yet this term raises issues and confusions (Berman et al., 2012). The management should focus on the ways these mentioned dimensions might affect success, motivation, performances and communication in an organizational team and alongside, provide mitigations relative to the challenges and limitations for the removal of the underlying defects (Gunasinghe, 2014).
Guiding Principles: To manage diversity in workplace it is important to recognize the objectives and relative importance of diversity through few principles, as is provided here (Bratton & Gold, 2012). Firstly, with an accurate management dealing with diversity in organization, introduces a distinct advantage in the dynamic society wherein, flexibility and creativity are the prime factors towards success, as an organization needs to be flexible to interact with potential customers (Brewster & Mayrhofer, 2012). Secondly, heterogeneity helps in the promotion of the creativity as it is recorded this provides improvised solutions and standardized level of analysis. This can be of tremendous advantage during the self-examination for an organization to discover operational techniques (Kulik, 2014). Thirdly, with an efficient management towards diversity, the organization can prove to be a public institution reflecting diversity and simultaneously, can provide an upgraded service level to the diverse customers.
Apt Management Procedures: The HRM possesses a major role in the transformation of organizational culture to reflect the values of diversity in a workplace. The key potentials required for a consultant from the HRM would be, firstly, the individual should be capable of understanding and accepting the concepts of diversity. Secondly, he/she must realize the fact that diversity is connected through every segment of management (Ng & Sears, 2012). Thirdly, he/she should have the willingness and capability to challenge and transform the shortcomings or the limitations the institution is experiencing, which in turn is creating barriers for the development.
Managing diversity in a workplace reflects the organizational acknowledgement towards differences existing among the people and providing prevention against discrimination (Janssens & Zanoni, 2014). An enhanced management system promotes unity and inclusiveness among the employees.
Strategies to Manage Diversity: Firstly, the HRM level should demonstrate in a proper way about the ability, concerning the efforts in a diverse workplace, effectively. Secondly, a diverse applicant pool can be constructed to recruit underutilized set from the society (Nkomo & Hoobler, 2014). Thirdly, while staffing along with the job requirements it is essential to note various competencies that could analytical, organizational and coordination. Fourthly, a panel interview set-up might help in ensuring a diverse committee alongside unit affiliation and job experiences. Fifthly, accommodations should be proper for the disabled candidates (Mart?n Alc?zar et al., 2013). The individual appointed in the management finally, should take a note of the personal biases, cultural or ethical within the existing system to ensure a preferred communication set-up and procedures.
Recommendations and Implementation Plan:
The diverse workforce in the organization must revise the operations within the system following the suggestive recommendations set to enhance the diversity and quality within the organization (Sabharwal, 2014). With the help of a HRM design projecting an implementation plan as the major challenge in the transformation relative to any organization is the implementation phase and the relevant procedures that might introduce a positive change in the workplace environment (Podsiadlowski et al., 2013). This section of the report presents a list of recommendations and simultaneously, an implementation plan connected to the same with the objective to eliminate the development-barriers in the SD-Aircraft.
Set of Recommendations: Firstly, the senior management should adapt a leadership style that would provide a coordinated and systematic effort paradigm for the improvisation of diverse climate in a workplace. Secondly, the management should ensure an appropriate welcoming session for the new employees into the various aircraft units (Olsen & Martins, 2012). Thirdly, the colleagues should be respectful towards one another and cooperative simultaneously. The management should perform a regular analysis wherein, the employees should have the accountability of their responsibility (Barak, 2016). Fourthly, the directors, managers and the supervisors with the responsibility to direct others’ work must ensure the units have a positive environment. Next, expansion and promotion relative to of the organization resources, providing trainings relevant to diversity and equality is essentially important to support the employees adapt to the recommended organizational climate above (Hodge, Lieberman & Murata, 2017). Finally, the funding schemes and the personnel should be expanded to support the suggestive measures.
An implementation plan based on the recommendation set pre-described in the section is in the concern to establish standardized practices during the initial implementation duration to the major operations, maintenance and supervising phase as is tabulated below:
Diversity Sectors & Support
Integration in Business ventures
· Apply the improvised plans on diversity and identify the advantages of the same
· Determine possible ways for implementing diverse climates (Gunasinghe, 2014)
· Integrate with corporate business planning units to understand better
· Mentor the teams about the diverse environmental benefits
Evaluation of Performance
· Monitor over the agendas set in the meetings supporting diversity
· Report the departmental success and challenges relative to the same (Gunasinghe, 2014).
· Discuss the census reports with teams
· Collaborate the information in corporate summary
· Determine the major requirements to achieve the objectives, alongside, evaluate the necessary financial and human resources
· Provide the required time for the team members to collaborate
· Integrate with the departmental teams to achieve unity
· Support the existing training along with the introduction of new values
Shared & Individual Accountability
· Managers and Supervisors monitor personalized plans in integration of diversity and inclusiveness
· Create a communication methodology to promote awareness in departments about roles and responsibilities
· Provide relevant competencies
· Construct and implement support sectors and communication plans (Barak, 2016)
· Provide motivation and time to the candidates interested in improving knowledge
· Construct framework for prevailing integration into the already existing training sessions
· Avail an entire training session in accordance with departmental view
· Integrate with HR- to collaborate practices into training sessions
Table 1: Implementation Plan
On analysis of the discovered facts in the reports, it can be concluded that the SD-Aircraft has few underlying operational issues in the cultural, international performance, training and the diverse management, as id vividly described in the previous segments of the report. Among the major issues, diverse management was a matter of focus in this report. It serves important features in relevance to the development and growth of the organization in order to achieve success through team collaborations (Ng & Sears, 2012). The recommendation set in the report provides valid suggestive measures based on literature reviews and research relative to organizational unity and growth. The recommendations should be adapted by following the implementation plan with of course three prime requirements- resources, capacity and time for the implementation methodology wherein, resources include people and finance while the capacity criteria includes potentials and competencies.
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