Human Resource Management In Indian Textiles HR7003 Assignment Sample
Executive Summary
Human Resource Managers play a vital role in confronting diverse issues related to the employees’ performance management, their health and safety, growth, motivation, and satisfaction. The present study has formulated an extensive analysis of the HR management practices of indian Textiles, a global clothing organisation, along with underlining its most prevailing HRM issues. Apart from identification of the current issues, the study consists of an explanation of AMO theory and Resource-based theory to share ideas about how to deal with all adversities. Plans are developed based on these suggestions followed by an identification of risks and formation of risk register for plan implementation.
1. Introduction
Wide range of scholarly studies have shed light on a direct association between efficient human resource management (HRM) practices and improved organisational performance (Storey, 2016). As a result, any kind of discrepancies in HRM leads to massive setbacks and this is the key concern of this study based on the example of global clothing firm, indian Textiles. The organisation obtains a leading position in the fashion industry with 9,000 employees and its regional headquarter is located at India. The mission of the company is to value for money by offering durable clothing with exceptional customer service level. The present study is going to figure out the existing problems in the company’s HRM thereby analysing risks and mitigation policies.
2. Primary HRM issues in Findian Textiles
DeCenzo, Robbins and Verhulst (2016) have stated that Chief people Officer (CPO) has the responsibility of designing, framing, and finalising the major HR policies that eventually contribute to the business strategies. The CPO of indian Textiles, Jess Fielding has mentioned in online employee review that the employee management practices as well as the employee performance and behaviour are getting worse continuously in last 4 months. The relationship management between the employees is not going alright and the biggest example is the tussle between team leader, Jo and the health and safety executive, Miles. The Chief Marketing Officer (CMO), Jarka Cuperova has expressed serious concern regarding the performance of marketing team by highlighting the problem of communication gap. She is facing several issues in maintaining virtual communication and monitor the performance and activities of marketing teams in different regions.
One of the major problems exists in the workplace is that the employees in indian Textiles are not ready to take ownership of anything. They show irresponsible attitude and tend to blame others, which is resulting in poor work environment. Another problem in people management is also arriving from the planning for introducing zero hour contracts for employment to minimise costs. However, a few of the managers are concerned with the adverse effects of this change on the current employees. High staff turnover rate is also a major issue as they fail to cope with the fast changing environment and accept the abrupt decision-making.
3. Suggested strategies for improvement HRM
Initially, indian Textiles has the responsibility to make the employees aware of their performance deterioration. Regular feedback system can be introduced for the employees, where the team leaders will rate the performance of individual employee and the major drawbacks will be discussed in weekly meetings. The problem, arrived between Jo and Miles, should be addressed immediately. Jo’s manager is recommended to arrange for a direct interaction between them in front of the manager rather than communicating with them individually. At the very initial stage of employment and also at every meeting and group discussion, the senior executives and board of directors of indian Textiles should make everyone aware of the company’s code of conducts.
The behavioral approach of the managers impacts the activities, mind set and attitude of their subordinates (Eusébio and Vieira, 2011). Jo’s manager is addressing Jo as a pencil pusher, who blindly follows rules in Jo’s absence in a conversation with Miles. It is an example of unhealthy work culture, so the organisation needs to focus on enhancing employee morale. The company may frame different payment structure for the new employees and they should be informed about this change at the time of hiring. Rather than abruptly relocating value chain in the low cost countries, the process may be performed by moving it partially step by step. On the other hand, the company may completely adopt contract-based hiring system.
AMO theory can be explained in this context as it will not only help to describe the present HRM practices but will also suggest strategies to frame the employee characteristics, which is very important for indian Textiles. Ability, motivation and opportunity are the three main components of AMO theory, and the theory suggests these 3 aspects have significant contribution to determine the employee performance (Bos-Nehles, Van Riemsdijk and Kees Looise, 2013). In Findian Textiles, discrepancies are observed in employees’ behavioural attributes, and an employee has mentioned about its long working hours. To motivate employees, monetary facilities can be provided for working extra hours. Regular training and weekly meetings are important so that a transparency can be maintained between the managers, team leaders and the staff. It also nurtures their interpersonal skills and inspires them to contribute to the organisational growth.
The Resource-based theory is also relevant to the current HRM scenario of indian Textiles because it is observed in this organisation that the managers or team leaders, who have the heavy responsibilities of managing their subordinates, are not conscious about their activities (Shaw, Park and Kim, 2012). This particular theoretical perspective helps in complete understanding of the value of different types of resources and organise them in perfect order so that these can be used to ensure maximum profit of the firm. In the case of Findian Textiles, the employees are complaining against the improper decision-making, rapid changes, and senior management. Lack of diversity is also mentioned in feedback, so it is important for the senior executives to take all these things into consideration. The contribution of employees and their value as the most important resource should be recognised properly.
4. Plan implementation
As stated by Malik, Froese and Sharma (2020), HR management plays the role of endorsing positive attitude in workplace thereby accelerating the overall productivity of the firm. Therefore, it becomes foremost priority for the organisations to mitigate their HRM issues strategically. The problems currently existing in the HRM system of indian Textiles are severely affecting its work culture and the employees are getting a poor image of the management. A few strategies are mentioned below that can be implemented to get rid of the present adversities.
Plan 1: A serious communication gap and problems in managing diverse regional marketing team have been reported by the CMO. Communication mediums like WebEx Meeting Center, Slack, and others can be used to maintain regular communication by daily meetings. An all-in-one software like Scoro can also be used for efficient management of team and various projects.
Plan 2: An open portal can be developed where employees can complaint against any health and safety related problem. It will help to figure out any case of negligence or any major inconsistency in the work process by the regulatory board, and senior officials.
Plan 3: Strict working hours should be maintained because long working hours is causing inconvenience to some employees. In order to increase their engagement along with improving motivation, monetary incentive system can be introduced and it can be paid for every extra hour, they are working. Discounts on Findian Textiles’ clothing apparels can also be provided as non-monetary benefit.
Plan 4: In order to maximise clarity in reporting, and enhance the employee morale, regular meeting is certainly an effective strategy. The managers may also use personal email method to address individual staff.
| Responsible Person | Estimated Costs | |
| Responsibilities of Plan 1 | HR manager | $4500 |
| Responsibilities of Plan 2 | Advisory board, Operation Manager | $8000 |
| Responsibilities of Plan 3 | Senior managers, Financial management team | $10,000
(initially) |
| Responsibilities of Plan 4 | Line manager, HR manager | $500 |
5. Risk register
Identification of risk is one of the most important stage in plan development as it not only helps in figuring out the harmful events or possible hazards, but also assists in deriving strategic approaches to mitigate these hazards (Aven and Renn, 2010). Risk register is a tool, which is used in project management and plan development and a risk register is developed here containing possible risks for indian Textiles while implementing the plans (Patterson and Neailey, 2002). The risks are categorised based on the degree of impact, likelihood, and severity.
| Potential Risks | Description | Likelihood | Severity | Impact |
| Gap in health and safety measures | The health and safety executives may not be highly responsive | |||
| Lack of cooperation and coordination | Employees may feel lack of motivation and affected by inconsistency in workplace | |||
| Communication gap | Failure in selecting the appropriate tools | |||
| Lack of technical knowledge | All of the employees may not have adequate knowledge of using advanced communication tools and reporting software | |||
| Low response from employees | All of the employees may not be equally responsive due to poor behavioural attributes of their immediate hierarchy |
6. Conclusion
It can be concluded that indian Textiles is certainly undergoing some major HRM issues that are affecting its internal work process as well as work environment. However, it should be mentioned that the disorder in people management and internal operation is usual problem in a global organisation like indian Textiles, where nearly 9000 people are employed. It is observed that the organisation is somewhat failing to address the issues related to communication, health and safety, and responsiveness, faced by the employees. 4 plans are suggested in this study with estimated costing. However, there are several risks that may occur while implementing these plans and severity and impact of each risk factors are also presented through a risk register.
References
Aven, T. and Renn, O. (2010) “Risk Management”, Risk Management and Governance, pp. 121-158. doi: 10.1007/978-3-642-13926-0_8.
Bos-Nehles, A., Van Riemsdijk, M. and Kees Looise, J. (2013) “Employee Perceptions of Line Management Performance: Applying the AMO Theory to Explain the Effectiveness of Line Managers’ HRM Implementation”, Human Resource Management, 52(6), pp. 861-877. doi: 10.1002/hrm.21578.
DeCenzo, D., Robbins, S. and Verhulst, S. (2016) Fundamentals of human resource management. John Wiley & Sons.
Eusébio, C. and Vieira, A. (2011) “Destination Attributes’ Evaluation, Satisfaction and Behavioural Intentions: a Structural Modelling Approach”, International Journal of Tourism Research, 15(1), pp. 66-80. doi: 10.1002/jtr.877.
Malik, A., Froese, F. and Sharma, P. (2020) “Role of HRM in knowledge integration: Towards a conceptual framework”, Journal of Business Research, 109, pp. 524-535. doi: 10.1016/j.jbusres.2019.01.029.
Patterson, F. and Neailey, K. (2002) “A Risk Register Database System to aid the management of project risk”, International Journal of Project Management, 20(5), pp. 365-374. doi: 10.1016/s0263-7863(01)00040-0.
Shaw, J., Park, T. and Kim, E. (2012) “A resource-based perspective on human capital losses, HRM investments, and organizational performance”, Strategic Management Journal, 34(5), pp. 572-589. doi: 10.1002/smj.2025.
Storey, J. (2016) Human resource management. Edward Elgar Publishing Limited.
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