Constructive relations at top trucking company
Executive summary:
Managing human resource management plays an important role in bringing about workplace changes in the organization. It’s a holistic approach to taking into consideration the interests of all the stakeholders in bringing about change in the workplace. By discussing the workplace relations that are important for bringing about change using their case study of constructive relations at a top trucking company, the importance of unions and proper HR practices in bringing about workplace changes is proved.
Table of contents:
Executive summary: 2
Table of Contents: 3
Introduction: 4
Section 1: The plans of the new manager complementing each other: 4
Section 2: Risks to sustaining these changes when the new manager moves on: 5
Section 3: Ability to engage in workplace changes by a blue-collar union: 7
Conclusion: 8
References: 9
Introduction:
This report analyses the case, “constructive relations at top trucking company ” using the Harvard, framework model. This report analyses the plans of implemented by the new line manager to bring about workplace efficiency in the company and now these plans complemented each other to bring about successful implementation of the plans. It also analyses the risks associated with the proper implementation of the plans that were laid out in the case of the new line manager moving on. The report also analyses the adaptability of workplace changes by the transport workers who are mainly blue-collar workers
Section 1: The plans of the new manager complementing each other:
Using the Harvard framework model, a more comprehensive solution was required in solving the problems of the top trucking company, and this was planned and implemented by a new manager. Before the National Transport group took over the company, the employees (particularly the drivers) were more frustrated and often had conflicts with the management as the old manager blamed everything on the drivers. But when the national transport group took hold of the company, and new manager was transferred to this top trucking company, the situation in the company entirely changed with his planning and implementation of new workplace practices which took care of the stakeholders interests and created a plan with an longer term perspective that look that the employees as potential assets who could be trained and efficiently employed with the company (Fuller, 2014). When the employees are engaged, their contributions to the organization would be more pronounced (CIPD, 2012).
The Harvard framework has five different activities that would be strategically coordinated for the well-being of the organization(Agyepong, Tuuli, & Fugar, 2010). All the stakeholder’s interests must be taken care of – the interest of shareholders, management, employees, the unions and the government must be well addressed to get them involved in the strategic mission of the company. Similarly, the situational factors like their workforce characteristics, the task-technology, business strategy, and conditions must be modulated according to the vision of the company(Bingham, Mitchell, Bishop, & Allen, 2013). Most importantly the HR policy choices must influence the employees with proper reward systems and work systems that would make them work efficiently, and this would provide a way for commitment, congruence, and cost-effectiveness as HR outcomes. All these activities will lead to long-term consequences of both individual well-being, organizational well-being and societal well-being (Shuck, Rocco, & Albornoz, 2011).
The new manager took care of all the problems of the drivers and other employees with due concern to their interests. He had an ear for listening to his employees’ opinions and new ideas which showed his concern for them. He had conversations with all of the workers, particularly their drivers and learned from each of them. The new manager did not put pressure on his workers, rather he discussed with them their problems and also motivated them to be confident and willing to change for a better workplace situation. This took care of the interests of the drivers and other employees and made them put in their best efforts at the workplace. As the Harvard framework lays out, taking care of the stakeholder’s interests- particularly the employee’s interests make them work efficiently(Marler & Fisher, 2013). Employee engagement and satisfaction would lead them to go an extra mile in their work attitudes and increase their efficiency. This happened with the drivers of the case, where proper care taken to address their issues increased their efficiency (Sharma & Kaur, 2014).
The next step taken by the new manager was to spend money on buying new personal computers for the warehouses, changing the old trucks and replacing them with new ones, which was long required for the company that the old manager did not address. Besides the personal computers system in the yard distribution center and the new trucks which replaced the older ones; he also spent money on buying new uniforms for all of the drivers who gave them more confidence after some time(Deadrick & Stone, 2014). Though these drivers and workers were reluctant to accept the changes initially when they saw improvements in the workplace they happily welcomed the change. This improved the commitment, congruence, and coordination among the workforce which made work more efficiently resulting in the cost effectiveness of the investments made(Deadrick & Stone, 2014).
One another important thing taken care by a new manager was the training given to the drivers both in training them for driving situations and also for handling the customers with a better attitude. The new manager additional care in training the workforce in occupational safety and health s such that their attitudes towards work improve significantly. The new manager imparted confidence in the employees particularly the drivers, and he also spent the money required for maintaining the infrastructure in high-quality conditions so as to improve the working conditions in the warehouse (Robertson & Cooper, 2009).
Section 2: Risks to sustaining these changes when the new manager moves on:
The new manager gave attention in developing the workforce by taking care of their interests however the interests of the other manage and supervisory staff in the organization should also be taken care of (Vance, 2006). This includes the promotion of George was a union delegate and a significant contributor for a long time in the organization(Marler & Fisher, 2013). Though the new line manager discussed various workplace challenges and modifications done in the yard and with the workers, George was not promoted or given recognition for his long service in the organization. Both the line manager and George had equal powers, and if any one of them moved on, the changes taking place inside the organization would be endangered in its implementation and coordination with the other employees(Kunze & Boehm, 2013).
Both the line manager and George are contributing and coordinating many processes towards the implementation of new plans which would bring about the benefits to the organization as a whole and its workers. Thus if any of them moved on, there is a risk of incomplete implementation of the new plans for the organization. If the new manager gets transferred to the head office, the restructuring tasks and processes which he had started will come to a halt, and this would create a sense of insecurity to the workers and drivers in the organization.
As the new manager was communicating and interacting with each of the workforces, the drivers had built confidence in the manager and organisation with a new outlook. This confidence has made them work more efficiently towards the strategic vision of the organization. If the new manager moves on, then there would be a feeling of instability and insecurity among the workforce which would make the issues more complicated. When the workers were more satisfied with their job roles, their efficiencies increased with increased performance (Abraham, 2012).
Communication with the drivers and the other employees of the organization had improved their performance as their issues or problems were taken care of immediately. However, if the new manager moves on, then there would be a lack of communication between the workers and the management which would impact the performance of the employees in a negative way(de Beer, 2014).
Another risk of the new manager moving on to his head office would impact the employee retention in the top trucking company. When the new manager moves on, the drivers might get disappointed with the lacuna created by his departure and would also try to apply for other jobs which would give them a better environment in the workplace (as was created by the new manager).
Section 3: Ability to engage in workplace changes by a blue-collar union:
When compared with the public and service sectors, workers in the transport union can better adapt to workplace changes. For these workers, the blue-collar union would be more prominent than for the union in the public or service sectors. These workers engage in manual skills and have the low scholarly knowledge and lower proficient training (Sunder, 2013). These workers are paid an hourly basis, and their payment is made on the daily or weekly basis. And hence they need a union and a union leader who would represent them in the management meetings of their organization. These blue-collar workers are more attached to the union than to the management or the organization, as their interests are represented by a union leader talks on behalf of them with the management (Robertson & Cooper, 2009).
Blue-collar workers perform the labour-intensive jobs, and the skills necessary for their work varies with their occupation. Transport workers needed driving skills; warehouse workers would need weightlifting skills, etc. And most of these workers are recruited as unskilled laborers to perform simple tasks which do not require formal training. However, with the top trucking company, the new line manager provided training to the drivers of the organization and initiated various changes for the workforce (including the drivers) with the help of the union (Gaan & Bhoon, 2012). He interacted with all the stakeholders-the union members, the union representative-George and also with the individual drivers and other employees. As the drivers knew that their interests are taken care of by the union, they adapted to the changes brought about by the new line manager(Thacker, 2015).
The transport workers don’t have sufficient negotiating skills to interact with their management and represent their interests on their own. They would require a union and a union leader who represent their interests in the management and have the necessary skills in negotiating with the management. Thus when the workplace changes have implemented the union in the top trucking company, this made the drivers and other workers adapt to the workplace changes more quickly and efficiently (Shuck B., 2011).
Workers in public sector or service sector who are in white collar jobs have better education and scholarly knowledge and can speak with the management more directly than through a union representative. They have proficient degrees or diplomas which put them in a higher position within the organization. And as such, they don’t require union or union representative to negotiate their interests with the management. But that transport workers in the top trucking company were more unskilled and uneducated drivers and workers and their adaptation to change was efficient and quicker as their interests were represented by the union and the new manager had interactions with all of them both individually and through the union(Gagnon & Michael, 2008).
Conclusion:
Harvard framework model was used to explain the implementation of new plans in the top trucking company that was initiated by the new line manager in coordination with the union representative- George. Strategic HRM plans should take care of all the interests of various stakeholders in the organization and should motivate the workers- drivers, in particular, to perform more efficiently which would result in the success of bringing about workplace efficiency and cost effectiveness in the top trucking company. However, there are risks associated with such a plan, when those who initiates the plan leaves his position in the company, as they would form the core part of the restructuring plan in the organization.
References:
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