The topic of the report is to manage business analytics with the use of proper theoretical frameworks and make sure to overcome the business issues and problems faced by the company named Thrive consultancy in Australia. The topic will illustrate about the problems faced by the company while managing the human resources and how it can be resolved with the use of relevant theories and concepts required to ensure successful business functioning (Giauque, Anderfuhren-Biget & Varone, 2013). Thrive Business Consulting is one of the major consulting firms in Australia that offers a wide range of strategic marketing and business solutions to assist the small and medium sized businesses to become successful in the global competitive environment. The company is specialized in human resource consulting, advertising and marketing activities consulting along with the strategic planning. The major issue faced by the company is the low morale and performance of the workers, which has increased the turnover of employees along with absenteeism (thriveconsulting.com.au, 2018).
Considering the human resource management issues faced nowadays, it has been believed that the lower morale of staffs and higher turnover of employees have largely contributed to the poor business functioning and decline in business profit and failing to achieve competitive advantage too. From the case study, it has been understood that the consulting firm has been facing problems regarding the management of staffs due to the morale among the employees, which has resulted in degrading the performances of the workers and affected the business’ revenue generation capabilities too (Brauchli et al., 2013). These consequences are mainly associated with the long working hours and due to cuts in funding, which has made the employees unsatisfied and unable to cope up with the changes in the new policy. According to Bakker & Demerouti (2017), it is to be believed that the new policy implemented has made drastic changes to the working hours and even made the employees free from access to office materials like getting coffee, tea, biscuits or milk during their working hours (Bakker & Demerouti, 2017). The working hours are also higher, which may have lowered the morale of employees and even hindered them to work from home or have flexible working hours. Their performances have deteriorated and this has also affected the business functioning and revenue achieved by the company through its strategic consulting and human resource planning services’ delivery (Tims, Bakker & Derks, 2013).
According to Bakker & Demerouti (2017), the Job Demands Resources Theory related to occupational health psychology can be a major theoritical framework that can deal with the management of stocks and look forward to ensure successful business functioning (Bakker & Demerouti, 2017). Based on the statements of the authors, it has been understood that the major risk factors that have contributed to the lower mroale of emplpoyees and incerased tiurnover have been asociated wih the overload of work, lonmg working hours, emotyional and physical job demands and also the work from home conflicts (van Woerkom, Bakker & Nishii, 2016). This has lead to exhasutsion among the employees and unabe to cope up with the stress and this has fiurther affected the business performance. Bakker & Demerouti (2014) argued the fact that it is important to allocate the right job reosurces at the right time and at the right place for promotiunbg job autonomy, porovide social support along with performance feedbacks from the employees and supervisors and maintaining stable quality relationships between the busness manager and oits employees (Akkermans et al., 2013).
Objectives
The job demands reosurces theory or model focus on the occupational stressthat can deal with the streess caused due to poor working hours and flexibility at job, furthermore overcome the imba;lamce netween the job demands and the resources required to meet those demands. The theoritical model incorporates tghe various working conditions on the organisation and employees and overcomes the burnout, ill health and stres sfaced by the employees, due to which, there could be lower mroale and lack of performance along with higher turnover rate (Schaufeli, 2013). Based on the statements mnade by Schaufeli & Taris (2014), the job demands resources model has improved the work allocation at the organization and improved the health and wellbeing of theirs, thereby allowing them to increase their morale level and feel interested in fulfilling their job roles and responsibilities carefully (Schaufeli & Taris, 2014).
The managerial decision should be essential for crafting or redesigning the jobs and gain spirals with the use of this JD-R model and ensure that a good working environment is created for the employees while setting their individual targets to be achieved, descrive the job roles to be acomplished by them along with abundanty supply and management of reosurcs to meet the job demands of theirs too (Hu, Schaufeli & Taris, 2013). As stated by Tims, Bakker & Derks (2013), the emplyees are reactive to changes and with the implmentation of new polciies, so it is important fopr the business organisatoion to provide rich variety of working conditions and maintain diversity at the workplace to improve the mroale of employees through sharing and exchange of infoprmation and furthermore reduce the chances of absenteesim (Giauque, Anderfuhren-Biget & Varone, 2013). This would improve the business performance and allow the co pany to manage its human reosurces properly along with the complishmnet of business obejctievs in a timely mannher and with much convenience.
The qualitative data analysis is an important aspect of the research methodology for a research that is needed to be analysed and interpreted for drawing conclusions to the research. The analysis of qualitative data can be quite complex due to the unstructured nature. The right methodology has been here while undertaking the research to understand the validity and reliability of the project undertaken. The qualitative data are the non-numeric data and information that are obtained from research transcripts and by watching video recordings and text related documents (Miles, Huberman & Saldana, 2013). The qualitative data includes content analysis where the verbal messages obtained through interviews with the manager of the organisation and obtaining behavioural data to summarise the data. The qualitative data analysis enables narrative analysis where the answers provided by the respondents, i.e., the managers based on different contexts are summarized by the researcher along with the written texts available in documents. The analysis of qualitative data has then identified a thematic framework and enabled coding, charting interpretation of data and mapping. While the analysis of a specific context happens, the grounded theory further has helped in formulation of the grounded theory. Therefore, for this research, the qualitative data has been obtained from five members of Thrive Consulting Group through responses based on the questions asked to them during the interviews (Neuman, 2013). The non probability convenient sampling method has assisted in arranging the right time that has been possible for those members working at the organisation. Thus, the opinions and responses provided by them are the qualitative data obtained during the research.
The one to one or face to face interview is the best possible way of carrying out the analysis of qualitative data. The researcher has asked the interviewee face to face and it has been informal and most of the questions were open ended questions. The focus groups or group discussions are another way to collect qualitative data with most of the respondents having knowledge about the research topic about the impact of Job demand Resources theory on resolving the business issues of lower employee morale and increased absenteeism (Smith, 2015). There are case studies that have been accessed to gather in-depth knowledge of the research, which has further contributed to the combining of research aspects and drawing inferences afterwards.
The job resources included the availability of career growth opportunities made available for the workers, training sessions provided to them and even the management of power, autonomy and clarification of jobs to deal with the stress factors and risks emerging due to the lack of performances of the employees of the organization. The job pressure caused by lack of flexible working hours, cuts in pay or funding and the business failing to fulfill the demands of employees have resulted in absence and lower morale (Cho & Lee, 2014). The continued job strain is another component that has caused health issues while the availability of enough job resources could motivate the employees to engage altogether, furthermore put their best and remain committed to their roles and responsibilities efficiently.
Conclusion
From the business report, it was understood that the business issues were caused due to lack of flexible working at the organization and lower benefits provided to the employees, which caused higher employee turnover and lower morale of theirs. From the literature, it could be understood that the purpose of implementing the policy at Thrive Consulting was to increase the productivity and improve the business performance but the outcomes were negative. This was the main reasons for which the job demand resources model had been used. The major components of the model included the job demands, job resources and outcomes of job strain as well as the sufficient job and personal resources’ availability. The job demand included the physical and psychological aspects of the job that were associated with the costs incurred along with the efforts put by employees to fulfill their job roles at their specific positions. The results of implementing the new policy were inevitable because most of the employees failed to cope up with the stress caused due to the longer working hours and cut in wages, thereby resulted in absence and lower morale. Thus, it could be stated that the flexible working hours, good performance based pays along with training programs arranged for the employees by the manager could be effective or dealing with the business problems.
References
Akkermans, J., Schaufeli, W. B., Brenninkmeijer, V., & Blonk, R. W. B. (2013). The role of career competencies in the Job DemandsResources model. Journal of Vocational Behavior, 83(3), 356-366.
Bakker, A. B., & Demerouti, E. (2014). Job demands–resources theory. Wellbeing: A complete reference guide, 1-28.
Bakker, A. B., & Demerouti, E. (2017). Job demands–resources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 22(3), 273.
Brauchli, R., Schaufeli, W. B., Jenny, G. J., Füllemann, D., & Bauer, G. F. (2013). Disentangling stability and change in job resources, job demands, and employee well-being—A three-wave study on the Job-Demands Resources model. Journal of Vocational Behavior, 83(2), 117-129.
Cho, J. Y., & Lee, E. H. (2014). Reducing confusion about grounded theory and qualitative content analysis: Similarities and differences. The qualitative report, 19(32), 1-20.
Giauque, D., Anderfuhren-Biget, S., & Varone, F. (2013). Stress perception in public organisations: Expanding the job demands–job resources model by including public service motivation. Review of Public Personnel Administration, 33(1), 58-83.
Hu, Q., Schaufeli, W. B., & Taris, T. W. (2013). Does equity mediate the effects of job demands and job resources on work outcomes? An extension of the job demands-resources model. Career Development International, 18(4), 357-376.
Miles, M. B., Huberman, A. M., & Saldana, J. (2013). Qualitative data analysis. Sage.
Neuman, W. L. (2013). Social research methods: Qualitative and quantitative approaches. Pearson education.
Schaufeli, W. B. (2015). Engaging leadership in the job demands-resources model. Career Development International, 20(5), 446-463.
Schaufeli, W. B., & Taris, T. W. (2014). A critical review of the Job Demands-Resources Model: Implications for improving work and health. In Bridging occupational, organizational and public health (pp. 43-68). Springer, Dordrecht.
Smith, J. A. (Ed.). (2015). Qualitative psychology: A practical guide to research methods. Sage.
thriveconsulting.com.au, (2018). [online] Available at: https://thriveconsulting.com.au/ [Accessed 21 Sep. 2018].
Tims, M., Bakker, A. B., & Derks, D. (2013). The impact of job crafting on job demands, job resources, and well-being. Journal of occupational health psychology, 18(2), 230.
van Woerkom, M., Bakker, A. B., & Nishii, L. H. (2016). Accumulative job demands and support for strength use: Fine-tuning the job demands-resources model using conservation of resources theory. Journal of Applied Psychology, 101(1), 141.
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