HUMAN its employees and taking actions on issues

                       HUMANRESOURCE MANAGEMENTNameProfessorInstitutionCourseDateQuestion 2            In consideration that employee engagement has become oneof the Holy Grail strategies towards the success of an organization. Engagingemployees is the key but keeping them focused and connected is the less obviousthing. Saud Bahwan Group has adopted four main ways in order to gain itsemployees commitment (Meyer, Becker&Vandenberghe, 2014 p.86)Maintaining Employeecommunication            Saud Bahwan Group management has committed itself tocommunicating with its employees and taking actions on issues and concernsimpeding worker commitments. They openly state priority issues, what shouldchange, what expected to improve and how the workers will be part of thechanges.

The biggest issue behind this change is that the management beforeused to sit on the information with believing that the employees will readtheir intentions which eventually can’t work. Clear and direct communication isvery important to making engagement happen. This has really helped maintainemployee’s commitment in Saud Bahwan Group (Meyer, Becker &Vandenberghe, 2014 p.86)Adapting strategies forits workers specifically            Working environment has always been a very complicatedplace. This is because apart from managing the needs of the workers, theorganization also manages and works with multicultural and multigenerationalattitudes.

We Will Write a Custom Essay Specifically
For You For Only $13.90/page!

order now

The perception of commitment varies within the 3 generations anddifferent cultures in the working environment. Saud Bahwan Group management hasadapted to its workers engagement strategies while balancing its perception onthe differences. This has really helped the organization capture employee’scommitment (Meyer, Becker, 2014 p.86)Question 3            The external and influential factors which affects SaudBahwan Group organization decisions on its business model, strategies anddirections are based on the increasing necessity to have solutions in regard tothe forces that affect the external business model. These factors haveinhibited the organizations market share and revenues. These external factorsare based on the organization’s Five Forces analysis, in relation to theporter’s model, indicating the strengths of external business environment (Meyer, Becker , 2014p.86)            They can be grouped into three main categories, thestrong forces, moderate forces and weak forces. The strong forces includes butnot limited to Saud Bahwan Group competitive rivalry and clients bargainingpower.

Danger of substitution and the bargaining power of the suppliers are theweak forces while the entry of new competitors into the market industry is amoderate influence on the organization (Meyer, Becker , 2014 p.86)            In order to withstand these forces, the HRM team hasensured that it constantly hires employees who are innovative enough to enablethe organization remain relevant across the whole industryQuestion 4            Workforce planning is very important when an organizationis forecasting both its current and future staffing requirements in relation toits strategic objectives and addressing the matters related to labour supplyand demand. Getting the right balance between labour supply and demand ensuresthat an organization has right number of employees with right skills and at theright time (Blyton , 2012p.43)            In my case scenario, where Saud Bahwan Group has plannedto diversify its operations to Kuwait, workforce demand and supply is veryimportant. The brand vehicles produced in Saud Bahwan Group is unfamiliar inKuwait.

Considering this fact, marketing the brand will be of much requirementon establishing the branch than selling since most of the people are not awareof the products. Therefore, more marketers will be required on launching theorganization in this country than sellers (Blyton , 2012 p.43)            Comparing the cost and quality of vehicles in Kuwait withthe products of Saud Bahwan Group, in the next 3-5 years the products of thisorganization will have become familiar hence attracting more customers.

Similarly, the products range and services of Saud Bahwan Group will haveexpanded in this locality. To ensure that the objectives of the organizationare realized, it will have to hire more sellers in the sales department to beable to meet demands of its customers (Blyton , 2012 p.43)Question 5            Every person at the workplace shares relationship to hisfellow workers to some extent. This is because people are not machines whichworks with just a mere button push. They need people to talk to, sharehappiness and sorrowful moments as well as discussing ideas. Good employees’relations in Saud Bahwan Group and the favorable elements of employmentlegislation like workers benefits have positively impacted and influenced HRMdecision making in this organization (Blyton &Turnbull, 2012 p.43)            The good relationship between the employees hasencouraged consultation from the HRM department in whichever the decisions theymake. Where the department misses a point in the decision making process hasalways got brilliant ideas which helps it achieve its targets as a departmentas well as the targets of the organization as a whole.

The Human resourcemanagement has therefore established a work culture that motivates a conduciveworking relations, anchored in a creative and less destructive competitionspirit (Blyton &Turnbull, 2012p.43)Question 6Performance managementsystem in Saud Bahwan Group            In the case of Saud Bahwan Group, the organization hasbeen largely driven by the culture which was set by the founder of theorganization Saud Signer. At the heart of his approach, he emphasizes onpushing everyone to do more to help the organization more competitive. This hasmade the organization to be increasingly demanding with its employees. Toensure that all the workers are working effectively as expected, the organizationhas a performance management system (Haesli &Boxall, 2013 p.

23).            The performance management system achieves its target byfirst ensuring that best people are hired for different positions in theorganization. This entails having candidates meeting the basic requirements ofthe positions through their education and experience. The recruits who meets theserequirements are then moved to areas where the organization evaluates thespecific skill tests. This involves Saud Bahwan Group having employees takeexams which are in practical form and go through a series of interviews with anaim of locating the best employees (Haesli&Boxall, 2013 p.23).

            Once someone starts working for the organization, he/sheis provided with competitive benefits package. The elements offered include;tuition reimbursement, life/health insurance, stock options and flexiblescheduling. Combination of outlined factors helps Saud Bahwan Group find thebest employees. With time, the employees are provided with lots of other benefitsto motivate them do more in the organization. This has made Saud Bahwan Groupcreate innovative products (Haesli&Boxall, 2013 p.23).

Question 7Theories of managementand leadershipThere are many theoriesof management and leadership which can be associated with success of SaudBahwan Group. This paper considers only two of them: trait theory andtransactional theory (Knudsen, 2015p.179).            In consideration of trait theory, it can be definitelyseen from the above description that one advantage Saud Bahwan Group has can bedirectly associated with its founder, Saud Signer. The leadership qualities ofSaud Signer are inborn.

Saud Signer has an innate desire in controlling theorganization and accepting the responsibilities. He is a born risk-taker andhas many times avoided living a life of mediocrity. This has highly enhancedthe performance of Saud Bahwan Group under him (Knudsen, 2015 p.179).            In consideration to transactional theory, Saud BahwanGroup management has many times used rewards approach mechanism to motivate itsworkers.

Conversely, punishment has been used to correct members who don’tcomplete their tasks. This approach has highly motivated the workers in thisorganization as well as discouraged employees who are always against what isexpected. The performance of Saud Bahwan Group has therefore improved throughthis approach (Knudsen, 2015 p.179).Assignment Task 2: CaseStudy            There were several factors which led to closure ofEnron’s despite of the company adopting EVP strategy. Reports suggest that thecompany made its funds with smoke and mirror.

This was done through unregulatedprivate partnerships aimed at taking debts, hiding the company losses as wellas its kick off inflated revenues. The company executive sustained this game ofshell by refusing to disclose to the analysts where the funds came from. ArthurAnderson, who was the auditor of the firm also played a role in this crisis byturning a blind eye on the questions about the accounts. He did this out ofself-interests as he did not want to lose the lucrative consulting fees.            Additionally, Ken Lay, who was the company’s chiefexecutive and his protégé Jeffrey Skilling who had also served in the sameposition before resigning had set up a flawed system which self-enrichedthemselves at the expense of the other ordinary shareholders and employees. Inthis system, Fastow, who acted as a chief financial officer should also carry aportion of the blame. He manipulated the company’s financial statements toinflate profits and enrich himself and some other senior executives.            The failure of this company clearly depicts theconsequences of ethical deficit.

The most important lesson out of this scenariois to note that corporate culture matters. The Environs executive members createda culture of deception, greed and corruption; as a result, their house of cardsdeteriorated following the inevitable adjustment by the market forces. For thecompany to succeed the executive members would have avoided the above three evils (deception,greed and corruption) and do the necessary withdue diligence.             If I was appointed as the CEO of Enron in a similarcontext to turn the company around, there are several recruiting, talentmanagement and retention HR strategies I would implement to revive the companyback to its original laurels.

Such strategies include but not limited to; (Dyer &Reeves, 2015)Recruiting on the basisof qualifications            This approach could increase the company’s visibility inprofessional seminars and activities that give them and the company as a wholethe greatest exposure. To achieve this also, I would be conducting job fairswhere I can attract talented and qualified applicants.Tapping in-house talent            I would establish an employee referral program to recruitand retain individuals. I would ask the current employees for recommendationsand initiate employee referral program that would reward them. Since closemonitoring shows that this company uses 360 degree performance appraisalsystem, I would closely look at the feedback provided from the peers of theemployees. The insight from the peers will be more helpful.

Assignment Task 3            There was a starkly difference on the way Mazda andChrysler approached the bankruptcy in 1980’s. According to international HRstrategies, it is very important and perhaps most fundamental step to end allfavoritism towards managers. Many Companies tend to consider the top managementof the company as potential expatriates and then regard the rest of theirworkers as local employees. This clearly explains the reason behind Chryslercutting the salaries of its staff members different.            In Japanese for instance there is a tendency in mostorganizations of treating their employees as their own family. This impliesthat even if an employee acts negatively or against what he/she is expected,he/she may be just kept in its position. This is contrally to the case inAmerica. In America, they practice what they refer to as a hire and firepolicy.

The only consideration of an employee remaining in the organization isdirectly proportional to his or her performance. They don’t focus on peoplemanagement notion but in their ability to deliver and contribute positivelytoward the organization goals.            Additionally, in America, the culture of equality hasbeen adopted highly as opposed to the case of japan. As per the case scenario, Mazdapracticed equality to all its employees by deducting the salaries equallyacross all its employees regardless of the position held by the employees.

Thiswas extended to the bonuses as well. On the other hand, in Japan where theculture of equality has not been adopted, employee’s salaries were deductedwithout equality.                    ReferencesKaplan, R.S.

and Norton, D.P., 2014. How strategy maps frame anorganization’s objectives: in    anexcerpt from their new book, two noted authors on corporate management outlinehow      organizations can mobilize andsustain their intangible assets for value-creating internal             processes. FinancialExecutive, 20(2), pp.40-46.Churchill, N.

C. and Cooper, W.W., 2012.

Auditing Records: IndividualTask Accomplishment    and OrganizationObjectives. in: New Perspectives in Organization Research, New York           et al, pp.250-275.Meyer, J.P., Becker, T.

E. and Vandenberghe, C., 2014. Employeecommitment and motivation: a             conceptualanalysis and integrative model. Journal of applied psychology, 89(6),p.991.

Blyton, P. and Turnbull, P., 2012.

 The dynamics of employee relations.Palgrave Macmillan.Knudsen, C., 2015. Theories of the firm, strategic management, andleadership. Resource-based   andevolutionary theories of the firm: Towards a synthesis, pp.179-218.Haesli, A.

and Boxall, P., 2013. When knowledge management meets HRstrategy: an      exploration ofpersonalization-retention and codification-recruitment configurations. The International Journal of Human ResourceManagement, 16(11), pp.1955-1975.Dyer, L. and Reeves, T.

, 2015. Human resource strategies and firmperformance: what do we       know andwhere do we need to go?. International Journal of human resource             management, 6(3),      pp.656-670.