The report here consists of two assignments, Assignment 1 and Assignment 2. Assignment 1 of the report deals with the case of McDonalds Global Human Resource (HR) based on which there are two questions. The first question deals with identifying the cultural factors that are important in the training program of food handlers at McDonalds in Qatar. The second question on this segment however deals with focusing on the similarities between the customers and the employees of McDonalds and abroad. The second assignment however deals with two cases, Remedy for HR management and job analysis guides reorganization at Bethphage. In the report, each of the cases deals with two questions each. The questions of case 1 in the second part of the assignment deals with viewing “fun at work” Being Used as a Specific Part of HR Management and comparing HR Management Approach at Remedy to my Current Job. However, the questions of case 2 deals with job analysis as being an essential part of the corporate change process at Bethphage and how the process described illustrates between job analysis and other HR activities.
The maintenance of McDonald’s operations in various countries requires the company to not only adapt its services and products but also consider the political, legal, economic, cultural factors in its HR policies (Madani et. al 2015). For instance, while operating in India, the company replaces major part of its beef with mutton or lamb. In Japan, to appeal the consumers the company has helped developing teriyaki burgers. However, in Middle Eastern countries separate dining room for men and women provided (McDonald and Wilson 2016). However, the cultural factors that the company needs to consider while implementing training programs for food handlers in Qatar are as follows:
The core values of McDonalds include dedication for providing customers quality service based on value and cleanliness. The company has a well-trained diverse team who work in unison for ensuring its success (Ryu, Lee and Gon Kim 2012). However, the company believes in maintaining same level of service in all its branches around the world. Further, the company believes in franchising thereby making a collaborative relationship with them and making decisions that are for the best interest of the customers.
The similarities amongst the customers in United States and abroad include positive attitude and clear perception. These customers are also highly motivated and have an easygoing lifestyle (Bravo, Matute and Pina 2012). On the other hand, the employees have ethical qualities, positive attitude and creative. Moreover, in United States and abroad the all employees belong to a similar age group.
‘Fun at work’ refers to the involvement of interpersonal , social or task activities at work that are of humorous or playful nature and is meant for providing enjoyment, amusement or pleasure to the employees (Raftopoulos 2014.). Fun and humor at work not only helps in improving the health condition but also relieves the stress of the employees and make them feel good. Therefore, Fun at Work should remain as a specific part of HR management. Every manager should be aware of the important relationship that lies between employees having fun at work with the customers having a pleasant experience. Thus, fun, humor and creativity must be part of workplace activities for reducing absenteeism, reducing employee turnover and retaining high quality people (Burton 2012). Lack of fun at workplace will not only make work mundane but will also result in less work engagement thereby affecting organizational goals. This is because; employees having high morale level can not only facilitate in achieving the goals of the organization but also result in increased sales and productivity. Therefore, implementation of ‘fun at work’ is necessary for boosting the engagement of employees at work (Jayakumar and Kalaiselvi 2012).
Thus, the environment of fun at workplace not only help in keeping the stress level down but at the same time help in increasing employee engagement and productivity. Therefore, team activities outside the work or an outing on a Friday afternoon will not only help the employees to know each other but become more confident amongst their peers (Plester, Cooper-Thomas and Winquist 2015). Moreover, this will also help in enhancing the engagement amongst the employees even at the workplace. However, as far as productivity is concerned, the reduced absenteeism with more fun at work place causes lesser stress, burnout, and increased productivity. A little bit of ‘fun at work’ also act as a motivational factor amongst the employees that help them in contributing better collaboration, more commitment and more cooperation.
However, three different types of fun at work include organic or natural fun, managed variety and fun related to tasks (Tews, Michel and Bartlett 2012). Thus, fun and humor can help the employees to have a temporary escape from the tensions of work. Therefore, an organization with ‘fun at work’ policies will ensure attracting new employees, better satisfaction of the customers, lower employee absenteeism and turnover and stronger commitment on the part of the employees.
The HR Management approach at Remedy designed in manner so that the employees not only enjoy working at Remedy but they also become productive. Thus, the company hires employees who are competent but also possess a sense of humor so that this quality reflected while they are on job (Khanna et.al 2012). These employees help in empowering other employees to build up such skills. Remedy also makes sure that the fun and humor is modeled by the higher authorities so that the employees becomes more cautious of the involvement of the top people in implementing the fun activities at work thereby using their sense of humor quite judiciously. The company has an established fun committee that helps in creating appropriate events and fun activities that are suitable for the company (Armstrong and Taylor 2014). The committee also helps in initiating new and fresh ideas of fun making sure the employees have a gala time while on job. The company also rent out mini cars but and allows competent job applicants to drive the cars. Remedy also has an aggressive referral program that ensures a payment of $5000 for referral of hires who put up with the firm. There are also programs initiated for the HR management where managers wash the cars of the employees indicating the appreciation of efforts of the employee at the company. Remedy also has policies where it allows the executives to wear animal costumes that are actually a part of the jungle recruiting campaign of the company.
However, in my present company the HR management follows an approach that is traditional where motivation of the workforce is mainly determined by incentives and pay (Petroni, Venturini and Verbano 2012). My company believes in the premise that job satisfaction can lead to improved performance thereby overlooking modern motivational approaches that can also be reason for productivity.
Moreover, the human resource approach of my company focused on establishment of procedures and policies, guidelines and contracts. They also believe that the process adopted for achieving organizational goals and driving employee performance must strictly adhere to guidelines put forward by the company.
The Company follows a traditional resource approach therefore, it undertakes a perspective that is resource centered and directed towards ensuring that the organization has suitable and adequate resources for meeting the needs (Berman et.al 2012). Moreover, they also do not identify with the interest of the management and develops an understanding of the views and aspirations of the workforce similar to an understanding of a sales representative.
Job analysis refers to the thorough analysis of the job skills, abilities, knowledge, duties and personal characteristics necessary for attaining success in a particular position. However, this analysis involves a certain amount of effort and time.
The main reason for an organization to perform a job analysis involves ensuring the selection procedures that the company uses for choosing between applicants that are defensible and valid. However, the selection procedure considered valid when actual requirements of the job accurately measured in a reliable and fair manner (Berman et.al 2012). This procedure involves only measuring the knowledge, abilities, skill and personal characteristics that the analysis has identified as the requirement for performing critical job duties. However, the procedure for valid selection must only consider the qualifications necessary for the job.
Thus, job analysis considered as an essential part of the corporate change process at Bethphage due to several beneficial outcomes. However, the job analysis of Bethphage has enabled the human resource (HR) department of the company in the development of job descriptions for new jobs. The new compensation program initiated as a part of the job analysis process helps the HR department in ensuring a more equitable system for increasing pay and in providing a better method for development of pay levels and pay structures. Further, the job analysis has enabled the managers with better system for conduction evaluations related to performance and thereby make sure that they gets completed accurately and promptly. The job analysis also helps the managers in making sure that the pay for performance used and developed (Fine and Getkate 2014).
Human Resource (HR) Management considered as the most important function in an organization that helps in sorting out complicated problems of people in situations when it is operating not only under uncertain but also highly competitive environments. Thus, strategic human resource emphasizes on the implementation and development of strategies and policies that helps us in getting the desired output (Buller and McEvoy 2012). Thus, there is a relation between strategic human resource management and job analysis.
However, job analysis helps in identification of the person fit at a particular place and the reason for fit. This procedure helps in the alignment of the other functions and processes of HR. In addition to this, job analysis helps in dealing with market competition and talent crisis as it designed in a way for supporting the strategy of the organization (Knowles, Holton and Swanson 2014). The process of such an analysis however involves collecting information that is job related and thereby assembling it in a manner that will help in designing the corporate strategy thereby helping the HR managers to determine the target and the ways for filling up job vacancy.
Job analysis also helps in creating a linkage between other verticals of HR that includes selection and recruitment, analysis of training needs, performance appraisal, evaluation, and entry and exit of talent. Thus, strategic human resource management helps in connecting all the functions of the HR with work quality, organizational goals, organizational culture, profit, annual turnover, meeting resources for organizational needs of the future.
Thus, strategic human resource management deals with the weakness, strength, threats and opportunities of an organization. However, for the success of an organization identification of the flaws and competencies are extremely important. The process also helps in providing a clear vision to the managers for recruiting, sourcing, retaining, developing skills and competency, addressing concerns and issues, motivating people for producing desired output and thereby ensuring proper future planning.
Job analysis is an integral to strategic planning as it helps in providing a descriptive analysis of responsibilities and tasks, hazards and risks, duties and functions, equipments and tools used and output that is expected (Kavanagh and Johnson 2017). The primary objective for conducting the process is for understanding the person ideal for a certain place that is effective in getting the work done. However, the basic aim of strategic human resource management is for determining the ways for exploiting human capital for achieving the goals of the organization
The job analysis also helps in the determination of the training needs and thereby analyzing employees for getting the output that is the desired. On the other hand, strategic human resource management depends on deciding the training content and how and when to train employees for increasing the output for achieving greater profits in business. However, for successful planning of future strategies of a company, the job analysis serves as an important procedure (Flamholtz 2012). Thus, if the collected information is genuine then the managers can effectively decide on the policies and strategies and accordingly be pro active for dealing with situations that are unforeseen.
The process of job analysis also helps in determining the things that affects the behavior of human beings in an organization (Brannick, Cadle and Levine 2012). The basis of the idea is to find out whether the employees are competent in successfully performing the assigned job or if there is a necessity of placing them somewhere else. Therefore, strategic human resource management refers to making policies and strategies for placing the right person at the desired place as per the right time for getting the maximum output from the employee. In other words, one can say that process of job analysis helps utilizing the human resources optimally.
Conclusion:
The report ends in the light of answering two questions related to job analysis of Bethphage that is one of the cases in the second assignment of the report. There is also discussion about the importance of “fun” as a part of the HR management approach. In this part there is also a comparison drawn between the HR policies of Remedy and some other company. This report also has a part which deals with not only identifying the cultural factors important in the training program of food handlers at McDonalds in Qatar but also focuses on the similarities that exists between the customers and the employees of McDonalds and abroad
References:
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Berman, E.M., Bowman, J.S., West, J.P. and Van Wart, M.R., 2012. Human resource management in public service: Paradoxes, processes, and problems. Sage.
Brannick, M.T., Cadle, A. and Levine, E.L., 2012. Job analysis for knowledge, skills, abilities, and other characteristics, predictor measures, and performance outcomes. The Oxford handbook of personnel assessment and selection, pp.119-146.
Bravo, R., Matute, J. and Pina, J.M., 2012. Corporate social responsibility as a vehicle to reveal the corporate identity: A study focused on the websites of Spanish financial entities. Journal of Business Ethics, 107(2), pp.129-146.
Buller, P.F. and McEvoy, G.M., 2012. Strategy, human resource management and performance: Sharpening line of sight. Human resource management review, 22(1), pp.43-56.
Burton, K., 2012. A study of motivation: How to get your employees moving. Management, 3(2), pp.232-234.
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