7CO02 Assignment Example
- March 9, 2023
- Posted by: admin
- Category: CIPD Level 7
Meaning of vertical integration in human resource and people management and the extent to which my organisation implements this approach
According to Martinson and Deleon (2017), vertical integration in human resource and people management pertains to the alignment of human resource management practices, roles, and contributions with an organization’s strategic management processes. It also encompasses how these practices to aid in accomplishing the organization’s strategic goals, vision, mission, and other objectives. It is noteworthy that the human resource function in my organization provides a broad range of services, which include workforce planning, recruitment, induction and selection, performance management, training and development, payroll, employee relations, and compensation and benefits management. This report aims to explore how these functions are vertically integrated and contribute to the strategic objectives and realization of the company’s vision and mission.
In brief, Christina et al. (2017) define vertical integration as the degree to which the human resource strategy is consistent with the overall organizational strategy. This involves connecting the organizational strategy, departmental and functional strategies, and human resource strategies to ensure that all processes and policies are in line with organizational requirements. Vertical integration of human resources with the organizational strategy is a critical factor in achieving organizational success as it maximizes human resource capabilities and streamlines operations for greater efficiency.
In the development of its human resource strategy, my organization has adopted the concept of vertical integration. For example, the human resources department is in charge of job analysis and design for all other departments in the company (Christina et al., 2017). This is geared toward creating job roles that are engaging and fulfilling while also contributing to the achievement of organizational goals and objectives. This helps to improve retention.
The human resource department is tasked with ensuring that all departments have proficient and capable employees who can effectively carry out their job duties. They also aim to promote diversity during the recruitment process and inclusion during onboarding. To achieve this, the human resource department markets the company’s brand as an employer of choice to attract top talent. Additionally, they manage employee applications and selection processes to identify individuals who possess both the necessary skills and attitudes for the job. The department also oversees employee onboarding and training programs to help employees develop skills that are in high demand, ultimately leading to greater efficiency in the workplace.
Furthermore, human resource professionals play a crucial role in workforce planning by ensuring that the organization has the right employees with the appropriate skills at the appropriate time. This involves analyzing and predicting the demand and supply of labour within the organization to avoid disruptions and inefficiencies in operations. To achieve this, succession planning, gap assessments, and contingency planning are utilized.
The human resource department plays a vital role in developing an organizational culture and work environment that aligns with the company’s vision and mission, as stated by Martinson and Deleon (2017). They act as change agents and facilitators, influencing others to support the organization’s direction of change. Professionals within the department also serve as role models, embodying the desired culture and values of the organization. For example, by communicating openly and frequently, they inspire a culture of trust, honesty, and transparency. Furthermore, through collaboration and positive working relationships, a culture of trust can be established, creating a supportive and productive work environment.
In addition, professionals in human resources play a crucial role in creating a work environment that promotes employee success and contributes to achieving company goals and objectives, as noted by Davidescu et al. (2020). This involves providing suitable furniture, painting with vibrant colours, and ensuring proper ventilation. By creating a positive and comfortable working environment, employees can experience higher levels of job satisfaction and increased productivity. Furthermore, human resource professionals serve as advisors, representing employee interests on management boards and providing valuable insights to support organizational decision-making.
In my organisation, vertical integration is also evident in the management of employee performance (Christina et al., 2017). This involves aligning employees’ work with the company’s vision, mission and objectives. To achieve this, human resource professionals are responsible for setting employee goals and supporting their development through learning and development initiatives. This ensures that employees have the necessary skills to perform their jobs effectively. Additionally, rewards are provided by people professionals to reinforce positive behaviour among employees and motivate them to improve their performance.
Effective implementation of vertical integration in human resource management has presented certain challenges to the organization. One of the key challenges is the inconsistency in accessing information within the HR department, which can result in a lack of transparency and trust. Furthermore, there is a need for clarity regarding roles and responsibilities in human resource management within the organization. To address this issue, it is important to establish clear guidelines and protocols for information sharing and decision-making. Additionally, there is a growing need for HR professionals to enhance their credibility and capability to provide strategic support to the organization, which can be achieved through continuous learning and development.
To summarize, vertical integration has been adopted by my organisation to align human resource management practices with the company’s goals and objectives. The human resource department plays a crucial role in managing employee performance, providing rewards, organizational design, and training and development. Although beneficial, implementing vertical integration has not been without its challenges, including the need for greater clarity regarding hr roles and responsibilities and enhancing credibility.
It is widely accepted that employees are an organisation’s greatest asset and can significantly contribute to team productivity and overall organisational performance when managed effectively. In today’s fast-paced and highly competitive world, organisations must attract and engage employees, fostering their passion and enthusiasm for their jobs and the organisation. Numerous studies have demonstrated a direct correlation between employee happiness and team productivity. For instance, a study by the University of Oxford Business School found that happier employees are 13% more productive than unhappy employees (University of Oxford, 2019). This is further supported by a study by Corporate India, which indicated that happier employees deliver 60% more quality work and are 18% more productive (Pahuja, 2022). This report argues that promoting employee happiness can lead to positive emotions, better relationships, job satisfaction, innovation, creativity, and retention, ultimately improving team productivity (Gable, 2022).
The PERMA model highlights that employees who are happy at work experience a sense of purpose and meaning in their work, leading to improved physical and mental health. This sense of happiness also acts as a protective factor against negative feelings related to job demands, which can lead to reduced work-related stress (Gable, 2022). Moreover, happy employees are more likely to achieve a better work-life balance, leading to improved physical well-being, better concentration at work, and increased productivity.
Teamwork, collaboration and social cohesion
Employees who experience greater levels of happiness at work also tend to exhibit improved teamwork, collaboration, and social cohesion (Gable, 2022). This is because positive emotions, such as happiness, are closely linked to better interpersonal relationships and social interactions. Furthermore, happier employees tend to be more approachable and are more likely to get along with others, compared to unhappy employees (Pahuja, 2022). This fosters a sense of belonging among employees, leading to increased engagement, improved collaboration, and enhanced teamwork, all of which contribute to higher levels of productivity.
Unhappy employees tend to exhibit less collaboration with team members, instead prioritizing their own goals and interests over those of the organisation, which can ultimately hinder team performance and affect customer satisfaction and the achievement of company objectives. Additionally, unhappy employees may be less inclined to address conflicts or disputes in a productive manner, which can further harm team cohesion and overall productivity.
Employee happiness improves job satisfaction and retention.
Studies have shown that employee happiness leads to greater job satisfaction (Gable, 2022). Employee happiness is a crucial predictor of how employees feel about their work and organisation. When employees are happier, they tend to be more content with their work and their organisation. This, in turn, leads to increased commitment to their work and organisation and discretionary behaviours that enhance performance at work. It is important to note that satisfied employees are less likely to leave an organisation than dissatisfied employees. In addition, when employees are satisfied with their jobs, they are more likely to complete their tasks effectively, resulting in increased team efficiency and fewer mistakes. This leads to improved loyalty and morale among employees, which contributes to the organisation’s retention efforts. As a result, promoting employee job satisfaction and retention is essential for successful team projects and improved organisational performance.
High employee turnover can have negative consequences on team productivity and organisational performance. When employees are dissatisfied, they are more likely to exhibit low performance and have intentions to leave the company in search of better job opportunities with competitors (Aldana, 2022). Therefore, achieving high retention rates within the organisation is crucial in ensuring that highly skilled and talented employees remain. Losing knowledgeable employees can result in decreased team efficiency, low morale, and poor productivity.
Happier employees deliver better customer service.
Happy employees have a direct impact on better customer service, which ultimately affects the overall performance of the organization. Positive and cheerful employees leave a good impression on customers before, during, and after their interactions and communications (Aldana, 2022). This leads to improved customer experience and loyalty. Happier employees are more likely to maintain a positive attitude when interacting with customers, even when they are difficult or negative. They are also more likely to offer helpful information, prioritize customer needs, and follow up to answer queries. Conversely, unhappy employees are more likely to display negative behaviours and rudeness, which can adversely affect customer satisfaction and loyalty.
While team happiness is undoubtedly crucial, it is not the only factor that affects team productivity. Alongside employee satisfaction and happiness, people professionals must focus on other critical elements that drive team productivity, such as skills and competence. One of the best ways to enhance team productivity is through comprehensive training and development programs that upskill and reskill employees. Such programs not only make employees more effective at work and reduce mistakes but also foster creativity and innovation, which can have a significant impact on overall team performance (HR Daily Advisor, 2018). By combining efforts to promote employee happiness with training and development, organisations can create a winning formula for driving team productivity and success.
Belbin’s Team Roles theory suggests that the success of a team is determined not only by individual capabilities but also by how team members complement each other’s strengths and weaknesses. This theory emphasises the importance of identifying team roles and selecting team members based on their strengths and weaknesses to ensure the right balance of skills and abilities (Channell, 2021). By doing so, teams can work more effectively together and achieve higher levels of productivity.
Proper leadership and a clear team vision and mission are essential for team productivity and performance. Without a shared goal, team members may work independently, leading to poor collaboration and inefficiency. In addition, poor leadership may lead to power struggles, unclear responsibilities, and conflicts within the team. Micromanaging and lack of job autonomy may also contribute to work-related stress, reducing team member satisfaction and productivity. Therefore, leaders must provide clear direction, effective communication, and a supportive work environment to enhance team productivity and performance (Aldana, 2022).
A well-designed work environment can have a significant impact on employee happiness and productivity. Research suggests that an aesthetically pleasing work environment with good ventilation, natural light and comfortable furniture can boost employee satisfaction and performance (HR Daily Advisor, 2018). People professionals should ensure that the workplace is designed in a way that promotes employee happiness and motivation. This could involve adding greenery and natural elements to the workplace, providing comfortable and ergonomic furniture, and ensuring that the workspace is well-lit and has good ventilation. By creating an attractive and visually appealing work environment, employees are likely to feel more engaged and happier, which can lead to increased productivity and better overall team performance.
In summary, this report has shown that team happiness is a crucial factor in enhancing team productivity. Happier teams are more likely to work cohesively, be satisfied with their jobs, and deliver better customer service. However, it is also essential to consider other factors that affect team productivity, such as training and development programs, effective leadership, and the presence of a mission and vision. Additionally, the work environment plays a crucial role in team happiness and productivity, as an attractive and visually appealing work environment can enhance employee morale and productivity. Overall, by considering and addressing these factors, people professionals can create a conducive work environment that promotes team happiness and productivity.
The extent to which the organisation’s voice channels provide employees with meaningful voice and my advice about improving the effectiveness of the current voice channels.
Employee voice, according to the Chartered Institute of Professional Development, is the opportunity for employees to express their ideas, perspectives, and concerns to influence decision-making and policies that affect their work (CIPD, 2022). Employee voice implies that the organization’s leaders communicate with employees and act on feedback. This could be accomplished by embracing their ideas and innovations, improving organizational culture, and resolving workplace issues. Employee voice has significant benefits for both employees and organizations. It increases employee engagement, motivation, productivity, retention, and the organization’s brand, making it easier to attract and recruit talented candidates (Woodfield, 2022). Notably, my company, which specializes in retail, offers a variety of voice channels. This report investigates the extent to which these channels give employees a voice and how existing voice channels can be improved.
My organisation recognises both direct and indirect forms of employee voice. Direct employee voice allows employees to influence decision-making by themselves, without the need for representatives. This can be achieved through various mechanisms such as regular feedback sessions with managers, suggestion boxes, and employee surveys. On the other hand, indirect employee voice involves employees expressing their collective voice through trade unions and non-union representation. In my organisation, there are union representatives who negotiate with management on behalf of employees, and there are also employee forums that provide a platform for employees to discuss and present their views on workplace matters. These mechanisms allow for effective communication between employees and management, leading to improved employee engagement and satisfaction. However, there is always room for improvement, and this report will explore ways in which the existing voice channels in my organisation can be further enhanced.
Face-to-face team meetings
Senior leaders in my organisation organise regular face-to-face team meetings with employees to communicate changes and developments that have taken place in the organisation (Sinclair, 2022). During these meetings, senior leaders also gather feedback, concerns, ideas, and questions from employees on a wide range of issues in the organisation. The face-to-face meetings provide employees with the opportunity to express their views and feel heard. Additionally, volunteers among employees may be requested to participate in further discussions regarding improving the workplace and ensuring the efficiency of workplace processes. This direct form of employee voice provides a platform for employees to engage with senior leaders and influence decision-making in the organisation.
Face-to-face meetings are an effective approach to employee voice in my organisation for several reasons. Firstly, they demonstrate genuine commitment from the organisation’s leadership to gather employee feedback and opinions on how the workplace can be improved, indicating that their voices are being heard and valued (Kat, 2022). Secondly, they establish an open and direct line of communication where employees can get instant answers to their queries and offer a better chance of building open and trusting relationships between employees and the organisation’s management. However, it is important to acknowledge that face-to-face meetings have their challenges, particularly in scheduling and finding appropriate dates when all employees are available. Moreover, poorly organised meetings lacking an agenda can lead to time wastage and prevent meaningful discussion.
Employee engagement/ satisfaction surveys
Employee engagement and satisfaction surveys are essential tools for measuring employee satisfaction and engagement levels in the workplace. These surveys enable the organization to gather valuable insights into employee attitudes and perceptions regarding their work and the organization as a whole (Kular et al., 2008). The results of these surveys can inform necessary interventions and improvements to promote satisfaction, performance, and retention. Additionally, these surveys enable the organization to identify areas of strength and areas that require improvement, allowing for targeted efforts to enhance employee engagement and satisfaction.
Employee engagement and satisfaction surveys offer several benefits for both employees and the organisation. Firstly, they enable the organisation to collect feedback from a large sample of employees, thus providing a more comprehensive picture of the organisation’s culture and work environment. This information can then be used to identify areas of improvement and implement appropriate interventions to address any issues (Lockwood, 2022). Secondly, surveys provide employees with a confidential platform to express their opinions without fear of repercussions, thus enhancing their willingness to share their views on various aspects of their work. This can lead to better communication, increased trust, and greater employee engagement (Society for Human Resource Management, 2022). Finally, survey results can be used to recognise and reward employees for their contributions and efforts, thus promoting job satisfaction and retention.
It is important to note that employee engagement and satisfaction surveys have limitations, as experienced in my organisation. For instance, they may damage employee morale when it is perceived that the feedback provided is not taken seriously, and no corrective measures are taken (Miller, 2020). Similarly, poorly worded survey questions may lead to vague responses from employees, which are prone to misinterpretation. Additionally, some employees may fail to complete the survey, leading to skewed results. Therefore, it is essential to ensure that engagement and satisfaction surveys are designed carefully, with clear and concise questions that reflect the organisation’s goals and objectives. Moreover, the organisation should ensure that survey feedback is acted upon promptly to maintain employee morale and trust in the process.
Online suggestion boxes are a popular method of supporting employee voice in my organization. This mechanism invites employees to share their ideas and opinions, which are then posted online for coworkers to view, interrogate and vote on (MacLeod & Clarke, 2021). Ideas that receive significant support from employees are then considered for implementation. This approach has proven effective in activating employee voice by allowing the best ideas to be considered and implemented with the consent of all employees. Additionally, it promotes creativity and innovation as employees continually seek new ways to improve the organization. However, the vast amount of data generated can make it difficult for both coworkers and management to determine which feedback and ideas are worth considering.
My organisation values the input of trade unions as a critical channel for indirect employee voice. This pluralistic approach recognises the benefits of allowing employees to work collectively with their representatives to address workplace issues. Collaboration between the organisation and trade unions fosters a positive work environment and strengthens the organisation’s reputation as a responsible employer. For example, by working with a recognised trade union, the organisation can better understand the concerns and opinions of employees regarding various policies and practices. This ensures that the organisation remains relevant and responsive to the needs of employees. It is important to note that a collaborative relationship between the organisation and trade unions requires continuous dialogue and trust-building to ensure that both parties achieve their objectives.
The feedback from employee satisfaction and engagement surveys in my organisation has demonstrated that employees are content with the current employee voice channels available to them. Employees feel that their feedback is valued and acted upon, which fosters a sense of appreciation and recognition. Additionally, employee satisfaction can also be inferred from the organisation’s retention data, which indicates that employees are committed and have a sense of ownership towards the organisation. In comparison to competitors, my organisation has recorded the highest retention rates, which further confirms the positive impact of employee voice mechanisms on employee satisfaction and commitment.
While this report has revealed that the current employee voice channels can provide employees with a meaningful voice, there is still room for improvement. To accomplish this, the organization should;
To further enhance the current employee voice channels, it is recommended that the organisation recognises and rewards employee participation (Wong, 2020). By showing appreciation and incentivising employees to share their feedback, the organisation can create a culture of continuous feedback and improvement. Rewards could include tangible items such as gifts, awards, coupons, or even a simple thank-you note. However, this may be impeded by a lack of buy-in from the organisation’s leadership, who may perceive the process as burdensome or costly.
The organisation should prioritize transparency and open communication to encourage employee voice (Wong, 2020). By providing regular updates on the company’s progress and sharing information about decision-making processes, employees will feel more informed and included. This can help build trust and increase participation in employee voice channels. However, barriers to achieving this include a lack of clear communication channels and a lack of buy-in from organisational leadership.
To further improve the effectiveness of the employee voice channels, the organisation should ensure that senior leaders set the right tone and climate for sharing employee voices (Investors in People, 2019). This can be achieved by training leaders on how to create a safe and trusting environment for employees to share their opinions without fear of retribution. Leaders should also participate in trust-building conversations and other activities that break down hierarchies, creating a sense of equality among employees. However, possible barriers include a lack of training for senior leadership and the hierarchical organisational structure, which may impede employee voice.
Additionally, the organisation should provide transparency and open communication regarding the development of the organisation (Wong, 2020). This can be achieved by offering clear communication channels and honest feedback regarding the progress of the organisation. By doing so, employees will feel more inclined to share their feedback, as ambiguity and a lack of trust will be minimised. However, the barriers to this include the lack of clear communication channels and a lack of goodwill from the leadership.
Lastly, the organisation should recognise and reward employee participation (Wong, 2020). By showing appreciation for employee feedback, employees will feel incentivised to continue sharing their input. This can be achieved through rewards such as gifts, awards, coupons, and thank-you notes. However, the possible barrier to this is a lack of goodwill from the organisation’s leadership, who may perceive the process as cumbersome.
Finally, employee input is critical in organizations. It ensures that employees feel valued and appreciated, which can have an impact on their motivation, performance, and decision to stay or leave the organization. Employee satisfaction and engagement surveys, face-to-face meetings, idea streets/social spaces, and trade unions are all available in my organization. However, improvements should be made to ensure that leaders set the right tone and climate for employee voice, promoting transparency, and rewarding employees who provide feedback.
Ethical concerns when analysing internal organisational data and how they can be addressed
People analytics is becoming an increasingly popular form of organizational innovation. It enables the collection, analysis, and visualization of complex information about employees, teams, and the entire workforce to generate actionable insights that can be used to implement effective interventions (Edquist et al., 2022). Notably, in the United Kingdom, the Data Protection Act 2018 guides the implementation of the European Data Protection Regulation (GDPR) (Legislation.gov.uk, n.d.). The law requires that employees’ personal information be used legally, transparently, and fairly for specific purposes (Legislation.gov.uk, n.d.). The law also requires that such data be accurate and up to date, handled in a manner that emphasizes its security against unauthorized access, and not kept for longer than necessary. This report investigates the ethical issues that may arise when analyzing internal organizational data on employee absenteeism, as well as the effective methods for addressing these ethical issues.
Certainly, managing employee absenteeism is crucial to ensuring that organisations operate efficiently, but it is essential to recognise that employees have the right to privacy and dignity. The first ethical issue is whether the organisation should use people analytics to predict and monitor employee absenteeism levels. While the use of data analytics could provide helpful insights, there is a risk of data misuse and intruding on employees’ private lives. The second ethical issue relates to the interpretation of data. It is essential to ensure that any conclusion or action that the organisation intends to take based on data analysis is not discriminatory, especially against certain groups or employees with specific characteristics, such as age, gender or disability. Finally, the organisation must ensure that employee data is protected from unauthorised access, misuse or inappropriate disclosure, which could lead to negative consequences for employees.
The risk of disability discrimination
The Equality Act of 2010 prohibits employers from discriminating against employees based on nine protected characteristics: age, religion, gender, pregnancy and maternity, sexual orientation, marriage and civil partnership, gender reassignment, and disability (Equality and Human Rights Commission, 2020). There is a risk of incorrectly classifying the cause of employee absence when analyzing employee absence data. As a result, absenteeism caused by a disability, stress, or mental health issue may be deemed unauthorised and recommended for disciplinary action in the absence of complete information. This would then put the organization at risk of a dispute and claim before an employment tribunal.
Violating of the Access to Medical Reports Act 1988 (AMRA)
There is a risk of violating the Access to Medical Reports Act 1988 (AMRA) when analyzing employee absence data (Suff, 2022). The law allows an employer or any individual to obtain medical reports from a medical professional for employment or insurance purposes. Furthermore, the employee must provide consent to the employer or medical practitioner for the report to be viewed. As a result, accessing employee medical records without their consent to validate the cause of employee absenteeism would be an ethical violation.
Breach of the Data Protection Act 2018 (DPA)
Employees’ privacy is a crucial aspect when analysing internal organisational data, including employee absence information. As Suff (2022) notes, there is a risk of violating the Data Protection Act of 2018 during the gathering and analysis of employee absence information. This includes personal information relating to employee health. It would be a breach of the DPA if the absence of data was gathered without the employees’ consent. Additionally, processing employees’ data without their consent would also be a breach of DPA. Furthermore, there is a risk of unauthorised third-party access to employees’ personal information, leading to a breach of DPA and potentially exposing the organisation to a claim by employees.
Addressing the ethical concerns
To ensure ethical concerns, such as breaching the DPA 2018, are addressed, it is important to only collect and use the necessary employee information and store it securely to prevent unauthorized access or data leaks (Suff, 2022). As a legal requirement, employees must provide their consent for personal data to be used by their employer. Therefore, it is essential to protect employees’ privacy rights by obtaining their explicit consent before collecting and processing their data. This can be achieved by developing a comprehensive data privacy notice that informs employees of the type of data to be collected, the purpose of processing it, and the retention period of the data before it is erased (Suff, 2022). By implementing these measures, the organisation can comply with the DPA 2018 while ensuring the ethical use of employee data.
When analyzing employee absenteeism data, it’s important to consider making reasonable adjustments to accommodate employees whose cause of absenteeism is due to a disability (Waldman, 2017). These adjustments could include making recommendations to the employee absence management policy to accommodate disability-related absences, with a focus on ensuring that the employee is well integrated into the workforce and supported during their reintegration and return to work (Harrison & McKenzie, 2016). However, it’s crucial to avoid recommending formal sections to employees with disabilities due to absenteeism, as this would be considered discrimination against them based on their disability, especially in the absence of an objective justification.
In conclusion, managing employee absenteeism data requires a delicate balance between the needs of the organisation and the rights of employees. Ethical issues such as data protection, disability discrimination and employee consent should be considered and addressed. To manage these risks, it is important to ensure that employees’ privacy rights are protected by seeking their consent before collecting and processing their data. Additionally, measures should be taken to guarantee the safety of employee data, and reasonable accommodations should be made for employees with disabilities to avoid discrimination claims. Ultimately, effective absence management policies and procedures can help organisations support employee health needs while minimising the risk of legal disputes and claims.
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