Discuss About The Work Engagement Of Public Sector Employees.
Landmark Group is a Dubai-based conglomerate. This company offers a diverse range of products to its customers. This organization has initiated its journey in the year of 1973 with 1 outlet in Bahrain. It has a presence all over the globe. These items are fashion apparels, furniture, healthcare, baby products and footwear. In addition to this, it offers furniture, electronics, etc to its customer base in Dubai. It is a private multinational conglomerate. It is considered as one of the biggest retail as well as hospitality conglomerates in countries like Africa, Middle East as well as India. Landmark Group operating in more than 2300 outlets. It occupies more than 30 million sq. ft across 21 nations. This company owns 27 brands and 30 franchises. This organization was founded in 1973 (Landmarkgroup.com 2018). This company conducts its business operations in retail and hospitality sector.
It has many in-house brands. It is seen that this company works with rest business firms, acting as the retailer. As of December 2015, the total number of employees is 55, 000. Its core brands are Splash, Cenrepoint, Mothercare, Lifestyle, Shoemart, Max, home centre and Shoeexpress. Its founders are Renuka Jagtiani and Micky Jagtiani. It has been observed that above 27 brand concepts are being created by Micky Jagitiani. He believes in cultural integrity. On the other hand, it has been observed that Renuka Jagitiani has introduced Landmark International franchise division, thereby starting the E-commerce platform (Landmarkgroup.com 2018).
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Strengths 1. Landmark is one of the largest privately held organizations that work in the retail, hospitality and healthcare. It is a regional shopping centre and it offers a wide range of products 2. Landmark Group has a huge network of retail, licensing and malls that have channel across the globe 3. Landmark provides good advertising and brand presence; it has a presence through media and it has high brand recall in the minds of the customers 4. Landmark group has its outlets in more than 18 countries and it has more than 1800 outlets 5. Landmark group has more than 40,000 employees |
Weaknesses 1. Landmark Group has poor brand awareness despite being is the strong market player 2. The organisation face strong competition across the global players in the UAE 3. Market share is limited in the UAE |
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Opportunities 1. Landmark group has a tie-up with the affordable real estate companies and the properties can give an extra edge to the company’s performance 2. This brand can diversify the business to the consumer goods and the food category 3. Landmark group has the chance to do the global expansion |
Threats 1. FDI in retail segment in the UAE could force to develop the existing performance 2. Real estate price is rising 3. The strong brand recall is needed as the customers buy anything |
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Political |
UAE has different political conditions as each of the seven emirates has individual governmental agencies allowing the flexible management. UAE has political conflicts with other countries. UAE has healthy trade relations with other countries. |
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Economic |
Saudi Arabia has current GDP of $640 billion and the current GDP growth is 1.1%. GDP per-capita income is $21,800 and labour force touches the figure 12.34 million. In Western Asia, Saudi Arabia is the third largest FDI recipient; however, FDI inflows decline by 8% (Al Mallakh and El Mallakh 2018). |
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Social |
The people live in UAE are believe in a comfortable lifestyle. Globalization plays the role to mix up the culture and religion is significant matter in the area that affects the society. |
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Technological |
The population is young and the people are tech savvy that allows the companies to leverage technology. The wealth of the country allows purchasing the new equipment for the technological development. In the retail organization, the technological development is very much necessary. |
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Legal |
New federal laws in the UAE that prohibit the sharing of the information online and the agreement must be signed in the business case for the country. Intellectual Property Right is there in UAE and the organizations have to follow the Industry Property Law 2004 and Law of Trademarks 2002 (Wilson and Graham 2016). |
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Environmental |
UAE has the dry climate and it may result in many of the different things. The company can find the few coastal areas so that they can allow the easier trade by the sea. |
It has been noticed that Landmark Group requires a strategic change in their working environment. It has been observed that they are running short of staffs so that they have to recruit many skilled and experienced professionals who can handle its business activities effectively. It has been noticed that it has several in-house brands and each of these brands have different requirements (Hoefer and Green Jr 2016). In other words, every brand has different requirements. In order to mitigate those requirements, staffs from different fields need to get hired by senior managers of Landmark Group Ltd. In order to fulfil the vacant positions in the company, it is required for the staffs to get a shift from one department to another department (Williams, Chen and Agarwal 2017). It has been noticed that internal transfer of skilled professionals will make them more capable as well as efficient. Not only this, internal transfer of staffs make them more experienced professionals. Restructuring of the company is needed for providing better services to its existing users and buyers in Dubai. It will help the company to offer high-quality products and services to its customers (Cameron and Green 2015). New ERP software would be installed in the workflow of the respective organization. This new software is capable of automating the business activities related to finance as well as logistics.
With the growth of the business, the company has started to enter new markets. Not only this, they have concentrated on offering diverse goods in the new markets. It has been noticed that the current IT system is unable to mitigate expectations of business. This is why the company wants to install ERP systems in the working procedures. It has been noted that scala 5.1 ERP possess the small base in both India and Africa. Recently, the present ERP system is taking more time to keep a track of daily transactions of business. As a result, it is creating a negative impact on the month-end closing procedure, thereby creating an adverse effect on the reporting procedures.
Need for more revenue, need for productivity and performance development are the key factors that drive strategic changes within the respective organization. In accordance with the opinion of Cabrey et al. (2014), new versions of ERPs equipped with the newest form of technologies are capable of enhancing organizational performance. In the opinion of Helfat and Martin (2015), by installing the new ERPs in the system, it is possible for the respective organization to enhance the functioning of logistics. As a result, organizational productivity gets increased. According to Hoefer and Green Jr (2016), it also improves the overall performance of the organization. It has been noticed that the organization wants to increase its overall revenue. As opined by Chowthi-Williams (2018), by hiring more expert and experienced skilled professionals, the organization can increase its overall productivity. By recruiting and selecting new staffs and shifting staffs from one department, it is possible for the respective business firm to improve the overall sales volume of the respective organization. In this context, Levy (2018) commented that increase in sales will result in increasing the revenue of the company.
The scarcity of human resources is creating a problem for the management working at Landmark Group UAE to implement these changes in a proper manner. Shortage of skilled expertise will create an issue for managers of the respective company for incorporating the new version of ERPs in its working procedures (Van der Voet and Vermeeren 2017). Moreover, the existing skilled professionals have become acquainted with an old version of ERP software and now they are not responding to these changes. In addition to this, physical resources such as new computers will be required for incorporating such changes within the respective organization. In this context, new systems should be equipped with an updated version of ERPs. In this context, it can be stated that lack of physical resources will pose a problem for the reputed company to install ERPs in old systems because its version is incapable of supporting the change. In addition to this, lack of money or financial resources is causing a problem for the management in providing training to its existing employees. In addition to this, the company will have to bear extra costs for hiring new employees in the organization, which is not possible in the current situation of the company (Rosenbaum, More and Steane 2018). In other words, lack of capital causes difficulty for the management to give sufficient training to all the staffs so that they can effectively handle ERP system. Besides, lack of sufficient capital causes difficulty for the management to give sufficient training to all the staffs so that they can perform well in other departments after getting internally transferred within the working environment of Landmark Group UAE. The absence of IT infrastructure will make it difficult for the management to implement such changes. In accordance with the opinion of Hansen and Clausen (2017), lack of commitment from the core members of the team creates a difficulty for the external consultants in mapping the business procedures.
There are eight steps in Kotter’s change management. These steps are the creation of urgency, forming a guiding coalition, creating a vision, communicating the vision. In order to implement such changes, the organizations, it is the responsibility of the leaders to state the current situation in the workforce. In accordance with the opinion of Teixeira, Gregory and Austin (2017), it is the duty of the leaders to explain the opportunities that the changes are going to bring into the organization. In this context, it can be stated that leaders need to initiate an open conversation with the employees. In accordance with the opinion of Rosenbaum, More and Steane (2018), it is the responsibility of the leader to highlight the major issues that can take place in future. As opined by Levy (2018.), this approach of the leader is capable of creating urgency within the workflow of the respective organization.
The next step of Kotter’s model is to form a strong coalition. In the opinion of Chowthi-Williams (2018), leaders are assigned with the responsibility of convincing individuals that by bringing changes, it is possible for the leader to increase the overall productivity of the respective organization. In accordance with the opinion of Jones-Schenk (2017), leaders need to involve the employees as well as stakeholders to form a strong coalition in order to implement the changes within the workflow of the business firm (Heyden et al. 2017). In this context, it can be stated that it is very important for the leader to determine the loopholes present within the team so that it is possible for the leader to rectify them and implement the changes successfully (Pollitt and Bouckaert 2017). In accordance with the opinion of Hansen and Clausen (2017), coalition teams should be formed by involving several individuals from different cross-functional departments and employees of all levels should be included in this coalition team. In accordance with the opinion of Barney (2017), each and every member should be committed and dedicated towards their task. In addition to this, each and every member should be emotionally attached to the team. In other words, Hayes (2018) commented that each and every team member need to work in a collaborative as well as coordinated way.
It is essential for the business firm to create a clear vision so that it is possible for the leader to coordinate each and every activity with enhanced efficiency along with productivity. In accordance with the opinion of Collings (2014), it is needed for the leader to identify the values which are central to change. In the opinion of Piercy (2016), business strategies, schemes along with budget are included in the vision. All these things are required for creating a good future for all the stakeholders of the business organization. Hoefer and Green Jr (2016) asserted that creating clear visual aid the employees working at the company to understand the fact that what the company is attempting to attain within a limited time span. It makes modifications more concrete.
The next step is to communicate the vision. In accordance with the opinion of Williams Chen and Agarwal (2017), it is very important for the lead to communicate the formulated vision among the skilled professionals as well as the stakeholders. In this regard, it can be stated that simple as well as formal language should be used by the leader at the time of sharing the vision in front of the employees along with stakeholders. In accordance with the opinion of Lewis, Passmore and Cantore (2016), two-way interaction should be adhered by leader while he or she was sharing the vision among each and every member of the coalition team (Cameron and Green 2015). It has been observed that the leaders should deal with concerns as well as issues of individuals honestly.
Eliminating the obstacles is the next step of Kotter’s change management model. In this context, it can be stated that by eradicating the entire obstacle, it is possible for the leader to incorporate changes in a proper manner. It has been noticed that the by initiating an open conversation with the employees, it becomes easier for the leader to identify the individuals who are not accepting the changes (Helfat and Martin 2015). In this regard, it can be stated that is possible to motivate the skilled professionals if the leader incorporates ideas of the employees in the workflow of the organization (Doppelt 2017).
Short-term objectives should be created by the leader. In accordance with the opinion of Cabrey, Haughey and Cooke-Davies (2014), short-term objectives can be easily attained by the employees working at the organization. It is seen that by appreciating the good performance, an employee becomes motivated. In this context, it can be stated that by offering rewards to its employees, it is possible for the management to increase the level of motivation among the employees. Apart from this, Berry and Green (2016) commented that by recognition of its employees, it is possible to enhance their morale towards their work. In accordance with the opinion of Johnson (2016), short-term wins can be easily attained than that of long-term goals. In other words, these short-term goals are easily attainable by people than that of long-term goals.
In accordance with the opinion of Nakauchi and Wiersema (2015), consolidating the gains is the next step of Kotter’s change management model. It has been noticed that evaluating individual success stories constant development can be made in the organization after the implementation of changes in the organizational workflow.
Anchoring the modifications is the last stage of Kotter’s change management. A modification is considered as an integral part of the organization if the modification has become a section of the core of the company. Values, as well as standards, must be aligned with the vision (Goetsch and Davis 2014).
Figure 1: Kotter’s change management model
(Source: Berry and Green, 2016)
In order to implement the changes properly, step-by-step planning is required for the management working at Landmark Group Ltd. The initial task of the management is to envision the modifications among the employees working at Landmark Group UAE (Jones-Schenk 2017). It is needed for the leaders to explain the present condition of Landmark Group UAE in front of its workforce. Apart from this, it is the responsibility of the leaders to highlight the pros as well as cons related to changes in front of its workforce of the respective business firm. In accordance with the opinion of Cummings, Bridgman and Brown (2016), it is very important for each and every stakeholder of Landmark Group to see this modification as a positive change.
According to Pollitt and Bouckaert (2017), the next task is to identify potential leaders who will assign with the responsibility of forming the coalition team within the working environment of Landmark Group UAE. Different leaders have to perform different tasks and they should belong to various cross-functional departments. It is the responsibility of the Administrative Head to look after the administrative activities of the respective company. It is the responsibilities of the Technical Head to look after all the technicalities of the company. It has been noticed that Marketing team will take care of the marketing strategies and the HR team will take care of the recruitment procedures. This team will also be responsible for recruitment of skilled professionals. Apart from this, the Finance Head will look over into the financial aspects of Landmark Group (Worley and Mohrman 2014). In accordance with the opinion of Booth (2015), leaders need to identify the main issues present in the coalition team so that they can provide solutions to them. In this way, it is possible for the leader to increase the working spirit of the team. In accordance with the opinion of Al-Haddad and Kotnour (2015), the leaders would ensure the fact that the employees are showing their commitment towards their work. In accordance with the opinion of Hossan (2015), leaders of Landmark group would ensure the fact that skilled professionals are showing their dedication towards their work. In addition to this, the leaders would make sure that the employees are working in a coordinated as well as collaborative manner. It is needed for the leaders to explain clearly the advantages as well as disadvantages related to modifications in front of the employees.
It is needed for the reputed company to build a clear vision for the company. A clear vision comprises of business schemes as well as strategies. Without vision, they could not implement the changes successfully in the working procedures of Landmark Group. It is needed for the management of Landmark vision to form a vision so that it becomes easier for them to build strategies as well as schemes in order to achieve success in business after implementing changes properly.
Each and every skilled professional should be constantly motivated by the leaders of Landmark Group UAE. In accordance with the opinion of Williams, Chen and Agarwal (2017), this approach of the leader is capable of improving the performance of the respective business organization. In this context, it can be stated that effective communication between the managers and employees enable the company to achieve it specified business objectives. In case of Landmark Group, it is seen that top-down approach should be followed throughout the working procedures. The CEO of the company would communicate to the leaders what kind of changes they are going to bring into the company. Based on the instructions of the CEO, the leaders would communicate the vision to its subordinates so that they can carry out their responsibilities properly. As opined by Hoefer and Green Jr(2016), this approach of the leaders makes it easier for the subordinates to implement the changes positively within the workflow of this renowned business firm of Dubai. It has been observed that adherence to top-down approach would bring success the company.
Eradicating the obstacles is necessary for implementing the changes in a successful way. In accordance with the opinion of Lewis, Passmore and Cantore (2016), by eliminating the hindrances, it is possible for the company to incorporate changes in a successful manner. According to Piercy (2016), The initiation of open conversation with the skilled professionals will help the leaders to find out showing their reluctance to accept the modifications. It is very important for the leaders to empower the skilled professionals to act on vision after eliminating obstacles. For this purpose, leaders should conduct workshops for the employees.
Short-term wins should be created by the top-level management of Landmark Group UAE. It has been noticed that short-term objectives enable the organization to reach its targeted objectives. In accordance with the opinion of Cameron and Green (2015), the creation of short-term objectives makes it easier for the coalition teams to accomplish their task of implementing modifications in the working procedures of the respective business firm. It has been observed that by offering rewards as well as recognition of the employees, it is possible for the management to boost the confidence of skilled professionals who are successfully attaining the short-term objectives of Landmark Group UAE (Helfat and Martin 2015). By planning workshops for the employees, it is possible for the higher authorities of Landmark Group to create short-term objectives for the skilled professionals.
It is needed for the top-level management working at Landmark Group to align their vision with that of values as well as standards. In accordance with the opinion of Doppelt (2017), this approach of the management will help the leaders to successfully incorporate the required modifications in its working procedures (Berry and Green `2016). Besides, these training sessions, as well as educational programs, help the employees to understand the new working procedures. These training sessions, as well as educational programs, boost the confidence of the employees thereby motivating them to perform better in the respective business firm. On-job training sessions, as well as educational programs, are useful ways for increasing the motivation level and confidence of skilled professionals. This approach of the leader encourages them to deliver their best performance in the organization.
In accordance with the opinion of Al-Haddad and Kotnour (2015), by collecting feedbacks from employees and making modifications for change procedure and actions associated with transition procedure is another technique which can overcome the resistance from its employees. Feedbacks from the employees will help the management of Landmark Group to understand the loopholes present in their change management system based on which they will make rectifications.
Unfreezing, freezing as well as refreezing are the three stages of Lewin’s change management.
Unfreezing is the initial stage of Kurt Lewin’s Management model. At this stage, it is necessary for the organization to prepare itself for the changes that are going to take place within the workflow of the respective organization. It is quite normal that there will be individuals who will be opposing the changes. Therefore, it is required for the management to complete break the present status quo and implement the new one within its working environment. In accordance with the opinion of Cabrey, Haughe and Cooke-Davies (2014), it is very important for the management of Landmark Group to break the old status quo and incorporate the new one. In addition to this, they have to make the employees clearly understand the fact that old status quo is creating an obstacle for the smooth functioning of individuals. In this regard, it can be stated that old thinking, as well as behaviour, are require to be examined in order to make the employees understand the fact it is important the changes in the respective business firm (Johnson 2016). Besides, employees, as well as company structures, need to be examined by the management of Landmark Group (Hossan 2015). The main motive is to make the workforce understand the fact that it is important the changes in the respective business firm (Worley and Mohrman 2014). They want the employees to realise the fact that this change is going to strongly position the business firm in the market (Al-Haddad and Kotnour 2015). In this context, it can be stated that interaction is required at this stage because workforce will become knowledgeable about imminent modification and logic behind modification. Communication is required as it informs the skilled professionals of the advantages that the changes would bring to the respective company. In order to communicate the changes to its employees, management of Landmark Group can fix meetings with them at least twice in a week.
Figure 2: Lewin’s change management model
(Source: Nakauchi and Wiersema 2015)
Change is a procedure where the business firm must move to a new state of being. It is important that the changes in the respective business firm should move to a new state of being (Cummings, Bridgman and Brown 2016). At this particular stage, individuals are driven by fear, anxiety as well as uncertainty. It is seen that incorporation of modifications takes place at this particular stage. It has been observed that majority of individuals find it hard to cope up with new modifications. As a result, they are instilled by fear and anxiety. It is seen that individuals start learning new behaviors, along with procedures. It has been noticed that incorporation of modifications would create a difficulty among the employees of Landmark Group to make adjustments with these new changes. They are suffering from fear as well as anxiety. In order to cope up with applied changes within the workflow of Landmark Group, it is required for the employee to start learning new behaviors as well as procedures. In this way, strategic changes can be implemented successfully within the working procedures of Landmark Group. In other words, in order to remove fear as well as anxiety, it is required for the Landmark Group, to provide training sessions to its employees so that they can learn new behaviors along with procedures.
It has been observed that solidifying the modification is included in the refreezing stage. It has been noticed that after the implication of changes in the organization, people tend to go back to their old habits or behavior. It has been noted that it is essential for the management of any organization to make ensure the fact that individuals do not go back to old thought process or they exhibit the same behavior. This is applicable for Landmark Group UAE. It is seen that rewards act as a positive reinforcement for the employees. In this context, it can be stated that rewards should be given to employees so that they become motivated and they accept the new changes. These rewards should be given to employees so that they do not return to their old thinking, habits or behavior (Nakauchi and Wiersema 2015). Apart from this, promotions should be given to them by the management of Landmark Group so that they restrain themselves from returning back to their old thoughts as well as old behaviors.
The stakeholders of change procedure at Landmark Group UAE are workforce, supervisors, trainers, IT officers of the respective organization.
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Key player |
Desired outcomes |
Fears |
Strategies |
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Skilled professionals |
Adjusting as per the new working procedures, coping up with ERP systems etc falls under its job responsibilities. |
Resistance |
Practical training would be offered to the employees. Meetings, as well as presentation, would be offered to the employees working at Landmark Group UAE. |
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Supervisors |
The supervisors are subjected to monitor the activities. The supervisor would make sure that short-term aims and objectives are attained. |
They will not communicate properly |
It has been observed that it is essential for the company to inform the supervisors about the schedules of the project, short-term goals along with deadlines. |
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IT officers |
They will set the new ERP software and they will procure the hardware goods which will be required at the time of a project. |
The IT officers will stop the communication process |
IT Officers should be informed regarding the number of ERPs should be installed at systems of various departments. In addition to this, they should be informed regarding the versions of ERPs that will be installed at various departments of the respective organization. |
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Trainers |
Trainers will train the employees so that they can perform better in the organization. They can also train the employees so that they can effectively handle updated version of ERP Software. |
Trainers may not know the overall process of communication |
Trainers would be informed regarding the schedule of the training program and they would be informed regarding how they will arrange training programs. |
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Key player |
What do we want them to do? |
What is the best way of communicating with them? |
When? |
Who? |
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IT Executives |
They can develop intranet software and handle the social media for creating brand awareness. Installation of the ERP software |
The best way to communicate with them is to do the meeting |
During the office hours |
The CEO |
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Supervisors |
We want them to segregate the team to fulfill the vacant posts and mitigate the requirements |
The best way to communicate is the formal meeting and the email |
During the office hours |
The senior managers |
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Trainers |
Restructuring process will create a problem for the Landmark and trainers will transfer the skills |
Internal trainers can be communicated through informal or formal meeting and external trainers can be communicated through email |
During the office hours |
The CEO |
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Stakeholders |
Objections |
What is behind the objection |
Strategy |
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IT executives |
Exploratory engagement with following IT executives as they do not make the changes in the traditional word-of-mouth communication |
Informative through meeting and documentation to the explain positions |
The senior managers will structure the team to maximize the potential |
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Supervisors |
Existing but unsystematic engagement practices of the supervisors and the supervisors object for the restructuring of the organization |
Restructuring can make shift the systems, process and people |
The strategy is to set a challenge, engage the target and achievable |
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Trainers |
The trainers object due to maintaining the existing workflow |
This objection is valid as the new software can make changes the automating business activities |
The strategy is to resolve the conflicts and show the persuasiveness |
There are different strategies by which employees can overcome resistance. In accordance with the opinion of Booth (2015), by offering sufficient training sessions to the employees, it is possible to overcome the resistance of the employees. In accordance with the opinion of Goetsch and Davis (2014), by organizing educational programs to the skilled workforce of Landmark group, it is possible for the employees to gain knowledge on what will be the new modifications and how it is going to create an impact on the working procedures of the reputed business firm. In this context, it can be stated that these training sessions, as well as educational programs, boost the confidence of the employees that will help them to perform better in the new working procedures of Landmark Group UAE.
In accordance with the opinion of Al-Haddad and Kotnour (2015), taking feedback from the skilled workforce and making modifications as well as actions associated with the transition procedure is considered as an effective method for overcoming resistance from the workforce. This feedback system will allow the employees and the stakeholders to express their problems which they will be facing when they have to work on new working procedures. Therefore, incorporation of feedback system will overcome the employee resistance (Collings 2014).
Conclusion
It is a suggestion for Landmark Group UAE to implement key performance indicator (KPI) in its working systems. A key performance indicator is a tool which is used for measuring the performance of the employees. This tool will be applied in the working procedures after changes are implemented in the working procedures of Landmark Group UAE. It is recommended for the respective organization to adopt ADKAR model in its working procedures. This model is objective-oriented change management model which guides individual change as well as organizational change. From the above discussion, it can be stated that strategic changes are made in the organization for increasing the productivity of the respective organization. It has been noticed that re-structuring of Landmark Group is necessary because it will increase the profitability of the respective business firm of Dubai. It has been noticed that proper implication of Kotter’s change management model and Lewin’s change management model will bring success to the company. In other words, the proper application of Kotter’s change management model and Lewin’s change management model will help the respective business firm to sustain a comparative edge in the market. It has been observed that factors that drive strategic changes are a need for revenue and need for productivity. Apart from this, performance development is one of the key factors that have caused strategic changes in the working procedures of Landmark Group UAE.
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