Complete a write-up on the attached HR case study with 2,750 words. Writing in APA 7 format with 1.5 line spacing – number of the ordered words stays the same (around 2750) but the amount of pages decrease.
General Instructions:
Adapt a change management project and propose measures to evaluate it, propose recommendations to improve organisational culture, develop measures to improve organisational fairness, and address the implementation of a human resource management process.
Structure the write up based on critical situations you identify in this case study so that you write a stand-alone response for each situation. The response for each situation should consist of three parts:
1 Identification and description of source-related critical and/or noticeable (important) content in the case study.
2 development of recommendations for optimization, and
3 discussion of recommendations for optimization.
Use the mentioned sources (at the end of this instruction text under the point sources) and ones you have researched additionaly to provide scientific evidence for the answers. In the write-up, indicate in-text quotation where necessary and fitting. Cite in accordance with APA 7.
4 Create and attach a reference list that is complete and free of errors.
Content creation Instructions:
Part 1: Identification and description of module-related critical and/or noticeable (important) content in the case study:
– Identify eight critical and/or noticeable (important) situations from the case study by identifying two situations for each meeting participant (Marc Conner, Lars Keanon, Laura Gomez, and Lisa Silver). Critical situations are those that require a different approach than stated by the respective head of department or meeting participants.
– Describe what is critical and/or noticeable (critical) about the situation.
– Explain what is problematic about the behavior and/or statements of the meeting participants and refer to specific statements from the case study or to scientific sources.
Part 2: Development of recommendations for optimization:
– Develop one optimization recommendation per critical and/or salient situation.
– Justify each recommendation scientifically.
Part 3: Discussion of recommendations for optimization:
– Discuss one advantage and one limitation per recommendation for optimization that you make.
– Conclude each critical and/or salient situation.
The Scenario on which the case is build:
Scenario
This week you have started your new job in the HR department of an insurance company that primarily has companies as clients but also has private clients. The company employs approximately 1,200 people at its headquarters, working in different departments and at different hierarchical levels. The total size of the company is approximately 7,000 employees distributed in 12 company locations. The company has just completed a growth process, but would now like to structure itself uniformly, re-link departments and generally become more efficient. Furthermore, the company values are to be expanded to include the dimension of participation, thus strengthening the opportunities and importance of the individual employee.
This week, there will be an interdepartmental HR meeting at the headquarters with various heads of department, also from the headquarters. Your manager, Susann, would like to take you to this meeting. In advance, you have received an e-mail from Susann in which she briefly introduces the heads of department to you and summarizes the contents of the upcoming meeting.
E-mail from Susann
“Dear x,
I am pleased to bring you along to our monthly HR meeting this week. It takes place with alternating heads of departments providing updates on HR projects in their departments. In addition, our colleague Lisa Silver will also present the talent management process for managers to the head of department. In advance, I have asked for the topics of the heads of department, you will find them attached with their names. Additionally, I have attached helpful information for you to prepare for the meeting to this e-mail. This morning, I received information from the Board on the introduction of the corporate value Participation. I think this will be relevant for some departments, which is also indicated by the topics below.
Participating heads of departments and their topics for the meeting:
– Marc Conner (Head of Finance): development of organizational culture
– Laura Gomez (Head of Sales): change management project to introduce a key account management
– Michael Back (Head of IT): fairness perception in own team
I am looking forward to the joint meeting.
Kind regards
Susann”
Attachment to Email: Company Information on corporate value Participation:
Customer Focus: passionate – service oriented – evolving
Integrity: ethical – trusting – stable
Sustainability: economical – ecological – social
Community: divers – reliable – equal
Innovation: forward-thinking – curious – full of ideas
Transparency: clear – direct – uncomplicated
Meeting:
The meeting begins with a short round of getting to know each other, as this is your first personal contact with the heads of department. You and all heads of department briefly introduces yourselves. The meeting follows an agenda that includes the heads of department presenting the status of their HR projects. After that, Sarah Goldmann will present the talent management process that is now to be implemented uniformly in the company. Each head of department has about 15 minutes to do so. You are assigned to keep an eye on time management and taking notes of the meeting, while Susann moderates the meeting. Enclosed you find situations and issues that were presented and discussed in the meeting.
Marc Conner (Finance)
Marc Conner describes that the finance department is divided into two teams: 1) external accounting and 2) internal accounting. Employees are assigned to one of the two teams when they are hired into the organization based on their own strengths and weaknesses, as both teams have different requirements. In this way, the finance department ensures that the strengths are distributed in the best possible way. Different values of the organizational culture have become particularly well or less well entrenched in the two teams. For example, in Marc Conner ’s opinion, the external accounting team does not demonstrate the value Community enough, while the internal account team has deficits with regard to the value of Customer-orientation. To bring the respective values closer to the team, Marc Conner plans to create brochures with recommended actions for each value and distribute them to the teams. The fact that these brochures can be placed on every desk makes the culture change particularly effective.
Marc Conner reports that the two teams sit in separate open-plan offices and the greatest possible distance is kept between employees within the offices to ensure the best possible working atmosphere and the greatest possible concentration. He is considering strengthening the corporate value of Sustainability by putting up more plants, thereby making the office “more beautiful” and “homelier” at the same time.
Lars Keanon (IT)
Lars Keanon reports that team members in IT are beginning to complain about the way they are treated. The complaints that prevail in the team relate to the directive and non-participative leadership behavior of the two managers who report directly to Lars Keanon, on the one hand. On the other hand, the two managers complain about increased sick leave reports by employees. He reports that in IT, employees’ perceptions of fairness are measured using a short six-item scale on overall fairness. This scale is the only one that is suitable for measuring employees’ perception of fairness in a scientifically sound manner, says Lars Keanon. It indicates a moderate to good perception of fairness by employees, so he cannot understand the negative perception. Nevertheless, Lars Keanon would like to strengthen employees’ perceptions of fairness, since this could have an impact on their intention to change jobs and the IT department should be regarded positively. At the same time, the social support between colleagues should be strengthened through voluntary team events outside of work. He has already addressed the topics of transparency in management behavior with the two managers and explained to them how important it can be, for example, to do holiday planning as a team and to talk to the respective team about the circumstances under which special leave is permissible.
Lars Keanon also reports that there are many non-native speakers in the IT department, as IT typically hires professionals from abroad because the technical qualifications are often greater. A mutual antipathy has developed between the native speakers and the non-native speakers because there is no integration by the native speakers. The non-native speakers usually communicate in English. Both groups now complain that they feel unfairly treated. Lars Keanon is now considering whether he should introduce mandatory English courses for everyone so that he can ensure that the English of all employees is equally good.
Laura Gomez (Sales)
Laura Gomez describes the planned structure of the key account management as four-part. There are going to be team within the Sales department that are responsible for 1) private customers, 2) service companies, 3) companies operating in the public sector, and 4) companies that are producing goods. Each account manager will cover market analysis, product and pricing, communication, and distribution. The introduction of the key account management has already been running for two months and has not yet been accompanied by HR. Laura Gomez was explicitly invited to this HR meeting by Susann after she learned about the change management project.
Laura Gomez first reports on the status of the project so far. The sales department has already taken the following steps in the following order: stated the goal of having the introduction of the key account management completed by the end of the year, recruited managers internally and externally for the positions in the new key account management structure, communicated the urgency of having the new key account management to all employees due to the competitive situation, and convened a meeting to discuss how the change will affect the company culture. This meeting will take place the following week. Whether the change management project was successful, could be determined in retrospect within a year. To do this, Laura Gomez plans to ask each employee how satisfied they are with the new structure and to compare whether the sales department’s profits have increased or not.
Lisa Silver(HR)
Lisa Silver presents the talent management process which has already been in place at the organization’s headquarters for two years and is now to be extended to the company’s other locations. The talent management process is an annual process of assessing the potential and performance of all managers. The assessments are saved in a database so that the development of employees can be monitored over the years. The process runs bottom-up, i.e., it starts at lower management levels and is carried out successively from there to the top management level. Lisa Silver reports that as a result of last year’s talent management process, 70% of open management positions were filled by managers who were already part of the organization, and 30% were filled by external applicants and candidates. Going forward, she is confident that all open leadership positions can always be filled by the best qualified internal manager, regardless of their location. This also stimulates exchanges between locations and creates variety for employees, who automatically change locations as a result and thus continue to develop. Lisa Silver is now ready to roll out the final talent management process across all of the company’s locations.
Meeting closing
Feedback is collected at the end of the meeting. All heads of departments are very happy about the meeting, as it gives them the opportunity to gain insights into other departments. In addition, they appreciate the exchange across departments.
Sources:
Cohen (2015). Culture, Values, and Organizational Fairness
Conte Landy (2019). Fairness, Justice, and Diversity in the Workplace
Conte Landy (2019). Training and Development
Eib Soenen (2017). Definition, Relevance, and Consequences of Justice of Work
McKenna (2020). Organizational Change and Development
McKenna (2020). Organizational Culture
Trost (2020). Development and Career
Trost (2020). Managing Change and Transformation
and other relevant ones.
Soft copies of the pdf s are not provided.
Last Completed Projects
| topic title | academic level | Writer | delivered |
|---|