Discuss about the Human Resource Management for Top Trucking Company.
The study focuses on the change management practices on the aspects of human resource management in a trucking company. The company is initially owned by a family and is running on losses. However, as it has gained a reputation in the market initially hence a new company owns it. In this circumstance, the new owners decided to change the management activities of the company. The report will follow the structures that are new to the company as well as it is complementary to the old business models of the company. The new manager of the company compared to the old manager is adjusting in nature and is supported by the existing drivers of the company. The case study illustrates the fact that the company is developing to another level while the two managers work along with the drivers by using change management practices.
Initially Top trucking company has well reputation in the market. However, due to lack of investment of the owners in the trucks and in the operational procedures of the company are not meeting the demands of the market as well as the demands of the customers in the market. As the company is making losses, hence it is sold out to a new transport company. The new owner company wants to invest in the company to change the whole operations of the company as well as the training on drivers. Along with the investments, the new owner of the company also appointed a new yard manager who is very responsible towards his duty (Tantalo & Priem, 2016). He is responsible for the development of the yard as well as the other operations of the company. The big national transport group is taking the responsibility of rejuvenation of the fleet and provide training to the drivers. However, the old yard manager initially did not accept the working procedures of the new yard manager in the company. The new manager has a different practice of working style when compared to the working procedures of the old yard manager in Top Trucking Company. The differences between the working styles are the adaptive capability of the managers in the competitive business world (Lozano, 2015).
It can be said that the new workplace practices are complementary to one another. For developing new practices in the workplace, it is mandatory to consider the different old operational activities that the workers are habituated with it. Change in the business model is the only aspect that will increase the profitability of the company as well as in gaining recognition from the market. The new practice includes training to the drivers as well as huge investment in the development of the fleets as well as to the yard of the company (Rosemann & vom Brocke, 2015). However, it can be said that the new yard manager is involving the drivers in discussing every problems related to the company. It is a wise decision taken by the new yard manager in order to gain the trust and confidence from the drivers for smooth operation of the company. The drivers being trained in the aspect of technical aspect and customer services are responsible for gaining a proper understanding of the demands of the customers as well as demands of the market. The drivers are also feeling motivated in their field of work from previous as they are given importance from the company itself by providing training in different attributes (Cullen et al., 2014).
While incorporating any changes in the organization, there must be resistances and hindrances that will be coming from the existing employees of the organization. It is a part of the change management, that the change management initiator has to face in implementing changes in various fields of operations in the company. Change management aspects have many theories related to it. If the leader or the initiator of the organization who is responsible to handle all the risks associated with the new plan for the benefit of the organization as well as the employees associated with it. In this context, the change initiator is the new yard manager who is appointed in the company for initiating new changes in the company (Baumgartner, 2014). However, it can be said that initially the new yard manager faces issues with the old manager George while dealing things with him. There is a miscommunication between them. It is the cause of the hindrance caused by George while practicing new changes in the workplace, it can be said that while initiating training program for the drivers in the organization, the drivers are not conveyed properly by the old yard manager properly. There are risks involved in the changed operational procedures. However, it can be said that the misunderstanding between the new manager and old manager is responsible for the delay in the results of the new practices of business operations in the country (Purce, 2014).
The new manager apart from having various risks is able to handle all the disputes and hindrances among the blue-collar workers and other senior management officials of the Top Trucking Company. After implementation of the new procedures in the workplace, it can be seen that the drivers of the organization and other workers are in favour of the different types of the training modules and other approaches taken by the organization. However, the drivers are also accepting the changes along with the old manager in order to develop the different operational activities along with the training programs in the different activities of the company (Kuipers et al., 2014). The drivers are supporting the processes of the training and development in order to improve their skills in understanding the market trends as well as the different requirements of the customers. The risks related to it are overcome only when the workers of an organization are working as a team in the company in accepting the positive outcomes of the new implemented strategy. It can be said that there are many theoretical frameworks that the manager can apply within the organizational context for sustaining the risks in the new strategy implementation (Langley et al., 2013).
In the case study, it is illustrated that the blue-collar union like that of the Transport Workers Union are rigid towards the engagement of the different activities of the workplace changes. There are some specific characteristics of the blue-collar workers such as they can be categorised as manual labour. They are mainly the unskilled labour who does not have a proper knowledge regarding the competitive advantage of the market as well as the organizational objectives. They are not like skilled labours. Hence, it is tough to engage them in the new business models of the organizations. They are comfortable with the regular procedures of work they are following in the organization (Cummings & Worley, 2014). Whether the practices are giving results or not, it does not matter. Hence, the manager has to give extra labour while conveying the need of the change in the organization. They should be communicated frequently and the need of change is essential in increasing the profitability of the company along with the improved market reputation. However, it can be said that, the case study illustrates that the drivers of the fleet are categorized as blue-collar union as they are the people who are rigid to the training in the initial stage. To mitigate this issue, the manager has to put extra effort in the different types of the training needs regarding the necessities of the training (Galliers & Leidner, 2014).
Conclusion and Recommendation
It can be concluded that it is a common factor in every organizations while adopting the changing business environment due to acquisition of a new company. The human resource management practices are also changed a little bit while incorporating the changes of new business model in the company. The drivers of the fleets and the condition of the fleets of the company before the acquisition of the new company are not in the position of making profit from the market. However, it can be said that after the training received from the new yard manager, the drivers and the condition of the company in the market has gained a reputation in the market and the performance of the yard has been increased.
It is to be recommended to the company that the yard manager can use change management model in order to avoid the resistances and issues of the workers in the organization towards implementation of new procedures. There are several types of change management models that can be used in this situation. However, in this context, Lewin’s change management model has to be implemented in a smart way by the new yard manager in the transport company to increase the motivation of the employees along with diminishing the resistances of them in the new strategy implementation (Hayes, 2014). Lewin’s change management model consists of three stages unfreeze, change and refreeze. In the first stage, the manager has to communicate with the different workers who are associated with the change strategy. The manager must convey the need of change in the organization so that he can gain support from them. The second step of the change management model is change (Booth, 2015). After unfreezing the resistances, the yard manager must initiate the changes in the operational departments. In the change stage, the people will begin to solve their doubts and queries while search for new ways in doing the work. This is known as a transition phase. The last phase is the refreeze stage. The refreeze stage is the final step of finalizing the new steps taken by the yard manager to develop the business operations along with the profitability of the company. By practicing this, the new manager can lessen the impact of resistances of drivers of the trucks and other manages in the organization (Goetsch & Davis, 2014).
References
Baumgartner, R. J. (2014). Managing corporate sustainability and CSR: A conceptual framework combining values, strategies and instruments contributing to sustainable development. Corporate Social Responsibility and Environmental Management, 21(5), 258-271.
Booth, S. A. (2015). Crisis management strategy: Competition and change in modern enterprises. Routledge.
Cullen, K. L., Edwards, B. D., Casper, W. C., & Gue, K. R. (2014). Employees’ adaptability and perceptions of change-related uncertainty: Implications for perceived organizational support, job satisfaction, and performance. Journal of Business and Psychology, 29(2), 269-280.
Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage learning.
Galliers, R. D., & Leidner, D. E. (2014). Strategic information management: challenges and strategies in managing information systems. Routledge.
Goetsch, D. L., & Davis, S. B. (2014). Quality management for organizational excellence. Upper Saddle River, NJ: pearson.
Hayes, J. (2014). The theory and practice of change management. Palgrave Macmillan.
Kuipers, B. S., Higgs, M., Kickert, W., Tummers, L., Grandia, J., & Van der Voet, J. (2014). The management of change in public organizations: A literature review. Public Administration, 92(1), 1-20.
Langley, A., Smallman, C., Tsoukas, H., & Van de Ven, A. H. (2013). Process studies of change in organization and management: Unveiling temporality, activity, and flow. Academy of Management Journal, 56(1), 1-13.
Lozano, R. (2015). A holistic perspective on corporate sustainability drivers. Corporate Social Responsibility and Environmental Management, 22(1), 32-44.
Purce, J. (2014). The impact of corporate strategy on human resource management. New Perspectives on Human Resource Management (Routledge Revivals), 67.
Rosemann, M., & vom Brocke, J. (2015). The six core elements of business process management. In Handbook on business process management 1 (pp. 105-122). Springer Berlin Heidelberg.
Tantalo, C., & Priem, R. L. (2016). Value creation through stakeholder synergy. Strategic Management Journal, 37(2), 314-329.
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