Constructive Relations At Top Trucking Management: Implications Of HRM

The Harvard Framework

Discuss about the Constructive Relations at Top Trucking Management.

This report focuses on the human resource management applications and implications using a detailed analysis of Constructive Relation at Top Trucking the role of a human resource management in an organization unquestionable (Kramar, Bartram, De Cieri, Noe, Hollenbeck, Gerhart, & Wright, 2014). In most cases, the HRM maximizes the organization’s resources by allocating them efficiently leading to a productive outcome (Tan & Nasurdin, 2011). This project, therefore, evaluates the significance of HR management in challenging models and theories, organizations, and practices applicable in a similar environment. Through this case, it is evident that the focus will be on the applications and implications of human resource management (Dwivedi, 2010). Therefore, the report would allow the users to evaluate the importance of this department in the firm. It thus emphasizes the efficient workplace environment as introduced by the new yard manager. The new yard manager has taken important steps to restore the confidence of workers. The report will further evaluate how trade unions adapt to the changing service or public sector. Based on this case study, the theory evident is that Harvard Framework Model. In fact, the new yard manager has maximized it to patch up the company by initiating new changes in the workplace environment.

The case study seems to have valued the Harvard Framework Model in controlling the workers in the entire organization. Based on this model, the management has an opportunity to focus on specific aspects on every employee. Without a doubt, human resource management is an investor who views people as social capital (Albrecht, Bakker, Gruman, Macey, & Saks, 2015). For an organization to succeed, its strategy has to interact with the human resource strategy properly. According to Burma (2014), the human resource manager must be responsive on the management aspects of the human capital. This ensures the manager synchronizes competitive strategies and personal policies.

The framework is founded on the basis that the manager can solve historical issues regarding the personnel management by developing a new viewpoint. This will involve granting employees opportunities and space to maximize their potentials thus sees the firm values and acknowledges them. This will ensure the employees get involved in every decision-making process (Kramar et al., 2014). The defining factor in this model is the underlying organizational philosophy that defines the HR practices and policies. Without strategic vision, no organization can achieve its objectives. The general manager has the responsibility to rejuvenate the performance of workers by providing the central philosophy (Kramar et al., 2014).

The Application of HRM

According to Beer and colleagues, the challenges that organizations experience today need a broader strategic perspective regarding the HR. As indicated in the figure above, the new pressures require the managers to view workers as potential assets and manage them using a long-term perspective. Workforce can never be viewed as variable costs if the management wants to maximize their potentials. Agyepong, Fugar, and Tuuli (2010) held that HRM focuses on the management actions and decisions that affect the relationship between employees and the organization. Therefore, the model identifies the responsibilities of the line managers in accepting more duties thus ensure the organization align to its personnel policies and competitive strategy. On the other hand, the personnel have to set organizational policies to govern the activities of workers and implement strategies that entrenches a mutual reinforcement.

The HR Department must behave differently by demonstrating its strategic capabilities. This will involve focusing on the employee’s yield instead of viewing them like variable costs (Peetz, 2012). The role of HR has changed because of different management thinking strategies. This involves partnership relationships, increased accountability, adoption of new HR strategies, and pursuing organizational changes. The growing utilization of HR information systems and increasing the significance of human capital has also transformed the working environment. Based on the scenario in the case study, the aspects of productivity and flexibility improvements were important (Kramar et al., 2015). The HR strategy in this study focuses on the decisions relating to the HR practices and policies that have become essential for managers in designing work, developing, training, selecting, motivating, and controlling employees.

The model ensured the new yard manager introduced changes to make the workplace environment profitable. It ensured the manager focused on employees. However, the situation before was unfortunate because the line supervisor was unwilling to acknowledge the significance of workers (Dwivedi, 2010). These absolutist supervisor demoralized workers. With the new manager, the employees felt rejuvenated because he delegated the duties. The new supervisor must be ready to assess the situation and understand the challenges the previous manager experienced regarding the practices. The last manager seemed to have been at loggerhead with the union because he mistreated workers (Charlwood, 2007). The new supervisor seems to be a positive individual who is willing welcome new opinions and ideas of other workers. The choice of this new supervisor was based on his ability and skills in understanding the union issues as explained by Peetz and Alexander (2013).

Sustaining the organizational philosophy and associated risks

Undoubtedly, the HRM is an important technique that companies have used to manage, source, and allocate the resources efficiently. Based on the scenario, the HR manager was completely working with the employees (Alami & Sohaei, 2015). Since it was in the transition phase, the high performing workers during the difficult manager never matched their potentials. With the new management, the yard was becoming efficient as it acknowledged the performance of George, the union delegate. George Psaros recognized that the organization was in transition and the need for a full support was necessary. The new line manager acknowledged these efforts and delegated the duties to the employees. With the full support of George, union workers, and management, the productivity of the organization was evident.

The previous manager was an autocratic person who demanded a lot from the employees. He made the situation untenable as many union workers seemed to have been fed-up and were engaging in a go-slow. This was dangerous for the organization that was popular in the region. Since the previous manager was unable to fund the infrastructural development of the organization, the big national transport group took over. The move was to help the Truck Company to reclaim its position in the market regarding the infrastructural development. Under the old manager, the organization was experiencing the worst situation as it underwent through hard time. The attitude of the manager could have never triggered performance. Peetz (2015) argues that with autocracy, the old management disregarded the divergent opinions leading to low productivity. As a result, the drivers completely avoided his opinions and directions. In fact, everyone was reluctant to change because of negative attitude that had adverse impact on the workers (Kramar et al., 2014). Without management participation, the drivers failed to contribute towards the anticipated changes. This affected the performance of the company.

The possibility of sustaining the organizational performance after the lead manager leave could be a problem. Conversely, these managers should create organizational philosophy and strategic directions that would guide the company beyond them. Since these leaders are democratic and transactional, they embrace participatory management practices where everyone is involved in the decision-making (Alami & Sohaei, 2015). Unfortunately, each manager has distinct management style. Without these two personalities, the new manager may not apply similar approach. However, given the influence of their management styles, the employees will rarely accept autocratic styles. It might be difficult to sustain the philosophy of the new yard manager and George in their absence.

The blue-collar unions are small and depend on collective bargaining powers. Unfortunately, these unions are male-dominated and some of these members are rigid to changes. For instance, they always view their views as perfect and are reluctant to accept criticisms. This has already affected their membership in Australia and abroad. In most cases, the management of the unions pursues the self-interest and disregard the significance of female workers (Green, 2004). With the majority of employees in the construction industry being male-dominated, they have rarely accepted the changes. For instance, the membership can never accept female leaders thus affecting their ability to perform. To justify this argument, the current situation has seen the female trade unionists become robust thus establish white-collar unions that continues to grow (Nissen & Jarley, 2005). The white-collar unionists have outnumbered the blue-collar unionists (Loosemore, Dainty, & Lingard, 2003, 116). The problem with the blue-collar unions is the governance issues. For instance, corruption and bias actions have infiltrated the blue-collar unions thus making people to disown them. 

Conclusion

The HRM is an essential factor in achieving organizational performance. Based on this case analysis, a participative management style is critical in an organization. The Harvard Management Model highlights the need to treat employees like assets instead of variable costs. The Truck Company has suffered in the hands of the autocratic management that could not accept divergent views. For the working environment to be conducive, the management must recognize the significance of other stakeholders. This creates a consultative working environment where everyone is involved. The most important stakeholders are the workers unions and union employees. Without considering the welfare of workers, it becomes difficult to motivate workers. With the new management and full support of the union, the organization seems to be heading to right direction.

References

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Nissen, B., & Jarley, P. (2005). Unions as Social Capital: Renewal through a Return to the Logic of Mutual Aid? Labour Studies Journal, 29(4), 1-26.

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