5 HRF AL CIPD LVL5 Managing in Changing and Difficult Times Case Study hi there .. help to solve this case study with respective of HR employee which will

5 HRF AL CIPD LVL5 Managing in Changing and Difficult Times Case Study hi there .. help to solve this case study with respective of HR employee which will help me to pass my CIPD LVL5

and write please the solutions on forms itself as attached . / required to answer the following four questions:

1. What is the strategic HR role in ‘the organisation of the future’ as described in this case?

2. No mention is made in the case of risks, and the things that can (and do and will) go wrong. In HR terms, what are the risks involved, and how do these need to be addressed and managed?

3. To what extent is HRM in these and similar circumstances, a part of overall managerial and supervisory professionalism; and to what extent does HR have a distinctive contribution to make?

4. Form titled :5HRF Group 1 LO 1-4 need to be fill up

Note : i attached Referencing Guide- Anglia Ruskin University to be consider in writing Managing and Co-ordinating the
Human Resources Function (5HRF)
Cohort – Riyadh
Tutor Kevin Haslam
+966 55 652 8029
Study Skills Videos
Assignment Submission
Written responses to each of the five questions of
approximately 3,900 words in total (divided appropriately
across each of the five questions).
You should relate academic concepts, theories and
professional practice to the way organisations operate, in a
critical and informed way, and with reference to key texts,
articles and other publications and by using organisational
examples for illustration.
All reference sources should be acknowledged correctly,
and a bibliography provided where appropriate (these
should be excluded from the word count).
Learning Outcomes
LO1: Understand the purpose and key objectives of the HR function in
contemporary organisations.
LO2: Understand how HR objectives are delivered in different organisations.
LO3: Understand how the HR function can be evaluated in terms of value
added and organisation performance.
LO4: Understand the relationship between organisational performance and
effective HR management and development
Learning Outcome 1 – 1.1, 1.2, 1.3
LO1: Understand the purpose and key objectives of the HR function in
contemporary organisations.
1.1 Summarise the organisational objectives that the HR function is
responsible for delivering and how these are evolving in contemporary
organisations.
1.2 Explain the major theories of effective change management and how
these are implemented and evaluated.
1.3 Evaluate the business case for managing HR in a professional, ethical
and just manner.
Key HR Objectives
❖ Quality of products / services – ensuring the organisation develops, motivates and manages its staff to ensure
optimum levels of performance to meet end-user needs.
❖ HR strategies to achieve this would be: resourcing / development of high quality staff; incentive / reward
mechanisms; performance management systems and employee involvement in end product / service
development (engagement strategies);
❖ Flexibility to adapt to changes in the environment – ensuring the organisation is functionally & numerically
flexible.
❖ HR strategies to achieve this would be: To multi-skill staff to be better able to adapt to changing environment and
using different types of human resources. In addition embrace organisational development and organisational
design to ensure additional flexibility in meeting changing organisational needs (flexible firm concept);
Key HR Objectives
❖
Strategic HRM – The drive towards full integration of HR strategy with the business strategy in order to ensure
employee resourcing, development and performance are fully aligned with organisational and customer needs.
❖
Human Capital Evaluation – Involves the development and evaluation of the skills, knowledge and abilities of the
workers within the organisation and the ability to respond to changing market needs. Arguably, human capital is what
differentiates high performing organisations from others
❖
Globalisation – the increasing number of employees that have to operate internationally has resulted in the need to
take on a more global perspective in terms of operations, staff management and developing skills, knowledge and
behaviours to meeting diverse consumer needs
❖
High Performance working practices – HR initiatives (empowerment, development, engagement, flexibility, reward,
performance management and team-working) to increase organisational performance through the skills, knowledge and
behaviours of staff
Key HR Objectives
❖ Building Organisation Capability through……
•
People & performance
•
Organisation and job design
•
Staff Objectives
•
Performance Objectives
•
Contributing to organisation change
•
Promoting good employee relations
•
Employee engagement
•
Developing careers and skills
Your Future
❖ “Our real wealth lies in the ambition of our people and the potential of our younger generation. They are
our nation’s pride and the architects of our future.”
❖ (Prince Mohammed bin Salman bin Abdulaziz, Foreword to Vision 2030)
Future of Work – KSA
Key HR Objectives
❖Identify
the key elements that HR must ensure are managed in an ethical and just
manner for these key policy areas:
• Resourcing
• Development
• Performance & Reward
• Employee Relations
• Engagement
• Equality & Diversity
Change Models
Lewin
(1951)
Thurley (1979)
• Unfreezing
• Changing
• Refreezing
Approaches:
• Directive
• Bargained
• ‘Hearts and
minds’
• Analytical
• Action based
Force field
analysis
Bandura
(1986)
• Expectancy
• Desirable
outcomes
• New behaviours
Beer et al (1990)
• Gain
commitment
• Shared vision
• Foster
consensus
• Enhance
competence
• Embed and
monitor
John Kotter – Steps
❖ 1. Establish a sense of urgency – highlight key driving forces for change
❖ 2. Coalition – acquire commitment from key stakeholders of the need for change
❖ 3. Create a vision – ensure everyone understands the benefits of the change
❖ 4. Communicate the vision – put in place a strategy, the methods of communication and what will be communicated
❖ 5. Remove the obstacles – If you follow these steps and reach this point in the change process, you’ve been talking about your
vision and building buy-in from all levels of the organization.
❖ 6. Create Short-Term Wins – Nothing motivates more than success. Give your company a taste of victory early in the change
process.
❖ 7. Build on the Change – Kotter argues that many change projects fail because victory is declared too early.
❖ 8. Anchor the Changes in Corporate Culture – Finally, to make any change stick, it should become part of the core of your
organization.
❖ Mindtools 2015
Types of Change
❖ Adaptation – small step change
❖ Reconstruction – rapid to deal with new competition
❖ Evolution – change in culture over time
❖ Revolution –rapid and major change
Policy
Equality/diversity – ???
Work–life balance – ???
Justice – ???
Dignity at work – ???
Collaboration….
Online Google Drive group
work
Assessment Criteria 1
15 minutes
Learning Outcome 2 – 2.1, 2.2
LO2: Understand how HR objectives are delivered in different
organisations
2.1 Explain the different ways in which HR objectives can be delivered in
organisations
2.2 Analyse how the HR function varies between organisations in different
sectors and of different sizes
Cultural Theory
HOFSTEDE
Means oriented vs Goal oriented
Internally driven vs externally driven
Open system vs closed system
Employee oriented vs work oriented
Degree of acceptance of leadership style
Degree of identification with your organization
CULTURAL WEB
Stories
Past events and people talked about
Rituals/Routines
Daily behaviour and actions of people
Symbols
Visual representations of the company
Organizational Structure
Organization chart, and the lines of power
Control Systems
Ways that the organization is controlled
TROMPENAARS
Universalism vs. Particularism
Broad and general rules.
Finding exceptions when no rules fit
Analysing vs. Integrating
Deconstructs to find the detail
Building the big picture
Individualism vs. Communitarianism
Rights of the individual
Rights of the community or society
CHARLES HANDY
Gods/Goddesses of Management
Power Culture
Role Culture
Task Culture
Person Culture
Variation of Practices
❖
HR Practice can vary depending on:
❖
Sector – e.g. private, public, voluntary
❖
Industry – e.g. services, retail, manufacturing
❖
Locality – e.g. local, national, international
Globality – Isomorphism
Recruitment
Isomorphism
Ethnocentric
A business favours the appointment
of home country nationals at
higher-level positions
Geocentric
Preferences is given to host country
nationals in filling managerial
positions
Polycentric
The business attempts to employ
the best people for the job,
regardless of nationality
• Local
• Cross national
(Saudisation)
• Corporate
Collaboration….
Online Google Drive group
work
Assessment Criteria 2
15 minutes
Learning Outcome 3 – 3.1
LO3: Be able to apply Continuous Professional Development techniques to
construct, implement and review a personal development plan
3.1 Discuss the main criteria and methods used to evaluate the contribution of the
HR function.
Measurements
❖ Service level agreements (SLA’s)
❖ Key Performance Indicators (KPI’s)
❖ Delivery of strategic objectives
❖ Use of HR metrics
❖ Data gathering
❖ Benchmarking
❖ Balanced score card
❖ Staff surveys
❖ Risk management
❖ Line manager & Employee feedback
KPIs and evaluating success
Performance measures for organisations. HR indicators
could include:
• Reduce absence by 10% by 2018;
• Reduce the recruitment budget by 10% in the next 12
months;
• ???
• ???
• ????
Human Capital Management
Retention & utilisation of skills of the
human capital……….
Intellectual: flow of knowledge;
Social: knowledge from networks of relationships;
Organisational: institutionalised knowledge;
Collaboration….
Online Google Drive group
work
Assessment Criteria 3
15 minutes
Learning Outcome 4 – 4.1, 4.2
LO3: Understand the relationship between organisational performance and
effective HR management and development
4.1 1Identify and evaluate research evidence linking HR practices with positive
organisational outcomes
4.2 Explain how high-performance working and investment in human capital
impact on organisational practice
The Zinger Model
Performance, commitment & involvement
The terms high commitment, high involvement and high performance working tend to
be used interchangeably, however, there are slight distinctions between the three:
❖High commitment working…….
❖High involvement working……
❖High performance working (HPW)……
❖Q1) What are the differences?
❖Q2) What things would you see happening in the business that shows
each of them?
Performance, commitment & involvement
High Performance
• Employees feeding back on
their roles;
• Raising awareness;
• ??
High Commitment High Involvement
•
•
Flexible working practices;
Extrinsic rewards / incentives;
• ??
•
•
Communication;
Quality groups;
•
??
Key research on High Performing Working Practices includes:
❖ Appelbaum et al (2000):
survey of 4,400 employees (steel industry) found group-working, flexible working and multi-skilling increased
productivity, performance and quality;
❖ West (2002):
❖ Guest (2003):
❖ Purcell et al (2003):
❖ Snug and Ashton (2005):
HR practices that are mutually supportive of one another (horizontal integration) and team-working enhances performance;
no convincing evidence between the number of HR practices in use and the levels of performance;
positive HR practices & policies impact on commitment, motivation and performance;
survey of 294 UK companies found that the more co-ordinated HPWP practices used (bundling –
horizontal integration) the greater the likelihood of employee involvement & engagement and career opportunities;
Link between HR and Performance
❖High-commitment
– higher productivity.
(Arthur, 1992)
❖ Financial performance influenced by skills, motivation and
organizational structures.
(Huselid, 1995)
❖ High-performance systems must be embedded in the management
infrastructure.
(Becker et al, 1997)
❖ High-performance work systems – strong positive effects on
performance.
(Appelbaum et al, 2000)
❖ Strong association between HRM and workplace performance.
(Guest et al, 2000a)
Armstrong, M (2009) A Handbook of Human Resource Management Practice (11th Edition). London: Kogan Page
Link between HR and Performance
❖ Horizontal integration and team-working enhances
performance (West et al, 2002)
❖ Association between the number of HR practices in use, and
performance, no convincing indication that the greater
application of HRM is likely to result in improved corporate
performance (Guest et al, 2003)
❖ Positive attitudes towards HR policies and practices impacts
on levels of satisfaction, motivation and commitment, and
performance (Purcell et al, 2003)
Armstrong, M (2009) A Handbook of Human Resource Management Practice (11th Edition). London: Kogan Page
Link between HR and Performance
❖ Ideally an holistic approach; ensuring HPWP are fully integrated with the organisational strategy and ‘bundled’ together into a coherent,
mutually supportive and integrative whole.
❖ Resourcing – bring in the higher levels skills, knowledge and behaviours;
❖ Development – higher levels of skills, knowledge and behaviour;
❖ Management development – key managers can motivate and enhance staff performance;
❖ Employee engagement initiatives – involving staff in the decision-making processes;
❖ Pay and reward mechanisms – incentivises employees to perform and ‘stretch’ themselves;
❖ Enhanced communication mechanisms – involving employees in decisions that impact on them; Two-way communication processes
that enhance engagement and an opportunity for employees to feedback;
❖ Coaching and mentoring – enable employees to identify their own targets in line with organisational aims and objectives;
❖ Organisational development / design – ensures roles, structures, processes, behaviours, networking and interaction encourages
learning, knowledge sharing and collaborative working
Armstrong, M (2009) A Handbook of Human Resource Management Practice (11th Edition). London: Kogan Page
Case Study
Impact of Social Trends
Assignment Submission
Written responses to each of the five questions of
approximately 3,900 words in total (divided appropriately
across each of the five questions).
You should relate academic concepts, theories and
professional practice to the way organisations operate, in a
critical and informed way, and with reference to key texts,
articles and other publications and by using organisational
examples for illustration.
All reference sources should be acknowledged correctly,
and a bibliography provided where appropriate (these
should be excluded from the word count).
Conclusions?
Managing in Changing and Difficult Times: the changing nature of the office and effects
on HR practice and priorities
There is a change happening in offices all over the world that is creating the freedom and
opportunity for business transformation promised by affordable mobile technology. The troubles
facing economies, companies and organisations around the world are making everyone look
harder than ever at how to reduce costs, and this is acting as an accelerator for the latest office
evolution.
The indicator that something has happened to offices is obvious to everyone who uses them
(interestingly though, not always to business and organisation leaders); there is a chronic underutilisation of office space. This is adding to the costs of organisations; and so managing office
space more actively and intensively is certain either to make offices more cost effective, or to
reduce costs in fact.
The reasons for this are complex, and they vary between organisations. The conclusion however,
is unshakeable – the office is going through a fundamental series of shifts where the need for
interaction and mobility is more important for many organisations and their staff, than the need for
permanent desks and stated office locations. The opportunity for change should not be missed as
competitive advantage, and the very future of organisations, is at stake. The challenge is how best
to implement new workplace technology, and this in turn demands new leadership management
and supervisory skills, as well as a fundamentally different approach to structuring organisations
and utilising facilities, technology, furniture and space.
Offices in fact are fairly recent inventions, with the first office buildings only built in the early to mid
1800s. The structure, design and lay-out of modern offices owe their existence to a few key
inventions only: paper, business machines, the telephone, filing cabinets and of course, the desk.
Industrial and social revolutions provided the basic city structure, with rail and road infrastructures
and an urban and suburban residential form that provided workers and the means of assembling
them at the same time in the same place. Alongside this, management theories, based around
military principles, mass industrial production, and the need for permanence of organisations,
shaped and influenced standard methods of working; and these principles were then given shape
and form by the design and construction industries.
So the office was born; and until very recently, not very much has changed. However, present
ways of thinking, as well as the high expense of owning, maintaining and developing premises, is
increasingly becoming less relevant as globalisation, different organisation forms, and above all
technology and IT gain in influence. This has led in turn to both new forms of working, and a much
greater development of existing forms, as follows:
outsourcing, off-shoring and sub-contracting, of both primary and also secondary and
administrative tasks and functions;
flexible working, enabling people to work at times which suit them as well as their
organisations;
mobile technology, enabling people to be ‘at work’ wherever in the world they may be
(including home);
rental of office and workstation space by the hour/day/week – above all, on short-term contracts
related to present (but not enduring) demands, as an alternative to owning the premises;
hot-desking in organisational premises;
home and remote working.
Some of this is clearly driven by organisational and operational demands, especially in
companies and organisations that have a global or international presence; and for individuals
who are required to deliver their expertise in different parts of the world. This in turn, has led to
new patterns of work such as annualised hours and ‘job and finish’; and also to a lesser emphasis
on process, and a greater emphasis on results and output.
As organisations wake up to the advantages that technology does deliver, they and their staff need
to be able to maximise and optimise the opportunities that become available. Future technologies
are certain to increase the pace of this development, again with great implications for structures
and patterns of work.
Organisations forms of the future are therefore going to be driven by the opportunities that the
information and technology brings about. The ability for organisations and their staff to thrive and
be effective, and remain profitable, in workplaces of the future are going to be driven on the one
hand by a much greater emphasis on the effectiveness of resource utilisation, and on the other by
recognising and acknowledging the context in which individuals work. Organisation effectiveness
and performance is therefore going to be dependent on:
personal, professional and occupational choices, in which individuals work where and how best
it suits them;
mobility and flexibility, alongside access to all information required, whenever and wherever it
is required;
satisfaction, achieved through a combination of responsibility and accountability for results,
together with less emphasis on delivery processes;
trust, achieved through the options of choice and organisation and professional cultures that
measure performance by outputs.
In turn, organisations are going to look to the following key areas of gain. Clearly, the main aspect
is business performance, and this is to be achieved through more satisfied and productive
employees, speedier work processes, increased collaboration and knowledge-sharing that comes
about as the result of aligning the business to the overall design and ‘structure’ of the workforce.
So the environment has to be adequate and suitable for…
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