Assignment Sample on Strategic Human Resource Management
Introduction
The report will be focused on identifying the aspect of increased competition that led to the requirement for an increase in flexible workforce to achieve cost-effective labour management within the workplace of BJC. Thereby, it will also focus on the potential for increased flexibility within the management of BJC. Apparently, limitations of increased flexibility will also be discussed within the findings of the report in accordance with the case study of BJC. Whereas, it will also showcase the implementations for suggestions in the case of BJC to effectively recruit flexible workforce culture for better cost-effective labour management.
Potential for increased flexibility
Through a variety of strategies, BJC has the capacity to boost employee flexibility within its current practices. Implementing flexible work arrangements, such as splitting duties, part-time work, and telecommuting, is one possible approach (Ferreira et al. 2021). These arrangements allow workers to carry out their allocated tasks while working at times and places that accommodate their own requirements. Increasing work satisfaction can result in better performance and lower staff turnover, both of which are positive outcomes. Offering these kinds of arrangements can also aid in attracting and retaining top employees at BJC who set a high value on work-life balance (Davidescu et al. 2020).
The present business environment at BJC has made it more necessary than ever for staff to be flexible to manage labour costs effectively. Flexibility is the capacity to respond to shifting conditions and swiftly adjust to new settings. There are several ways to look at the possibilities for improved labour management flexibility, including from an organisational, managerial, and employee standpoint. From an organisational standpoint, greater flexibility may assist businesses like BJC in cutting costs and boosting productivity. Companies that have flexible workforces are better able to react swiftly to shifting market conditions, shifts in demand, and technological advancements (Angelici and Profeta, 2023). This can assist businesses in avoiding understaffing or overstaffing, both of which can result in unforeseen expenditures.
From the perspective of the employee working at BJC, greater flexibility can result in a better work-life balance, less stress, and more fulfilling employment. Employees may more effectively handle their personal obligations, such as looking after their family by having greater control over their time spent at work (Ipsen et al. 2021). Additionally, flexible work schedules may allow workers to work from home or other remote locations, which can cut down on travel costs and time while promoting a better work-life balance.
Employers in various jobs receiving cross-training is another method BJC may boost flexibility. This enables workers to take on as many duties as are required, which can decrease downtime and boost overall efficiency. Additionally, because they have a greater knowledge of how their work fits into the overall picture of the organisation, cross-training can result in employees who are more motivated and engaged. Subsequently, by using a contingent labour approach, BJC may boost flexibility (Davidescu et al. 2020). This evolve using contract or temporary employees as needed to address staffing shortfalls. A contingent workforce can give BJC flexibility by enabling fast adaptation to shift business requirements and preventing overstaffing during sluggish times. Additionally, contingent workers may infuse an organisation with new viewpoints and competencies, which may boost creativity (Kim et al. 2020).
To justify these potential possibilities for increased flexibility, BJC and its management can draw upon the Human Capital Theory (Galiakberova, 2019). According to this theory, a company’s workforce’s capabilities, knowledge, and skills affect how successful it is. As a result, BJC may enhance their performance and competitive advantage by growing the number of its employees. Implementing flexible working arrangements, cross-training staff, and using a temporary workforce can all be considered investments in human capital in the context of more flexibility (Al Rawashdeh et al. 2021). BJC can enhance employees’ performance and achieve cost-effective labour management by offering employees the competencies and resources they require for successfully achieving their organisational objectives.
Limitations of increased flexibility
Although more flexibility in the BJC workforce has the potential to be very beneficial, it is vital to consider any potential drawbacks. The possibility for higher expenditures related to personnel development and training is a significant restriction. BJC may need to spend resources on training programmes that let staff members cross-train in several fields or learn new skills to adopt a more adaptable workforce (Hunter, 2019). This can be expensive in terms of both time and money, necessitating a change in the company’s financial priorities. The prospect of lower job security among employees is another drawback of greater flexibility. A more adaptable workforce may place greater emphasis on contract or temporary workers than on full-time employees with more stable jobs (Dung, 2020). Employee morale and productivity may suffer because of these sentiments of instability and uncertainty. Additionally, contract employees might not be as loyal or committed to the organisation as full-time employees and therefore have a lower stake in its long-term success.
The impact of increasing flexibility on the work environment is another possible drawback. BJC has an extensive track record of creating an environment where employees feel supported and part of a family. However, there is a chance that this culture could become dispersed or diluted with more flexibility. If they are not working in a similar location or on the same team, employees could feel less a part of the firm and each other. As a result, it could be more challenging to preserve the positive workplace culture and cultivate the sense of belonging that has been essential to BJC’s success (Rubin et al. 2020). Additionally, trying to implement a flexible working culture which emphasises autonomy might make collaboration and communication more difficult. Apart from that, it could be more challenging to make sure that everyone is on the same track and that projects are moving along as planned when workers work remotely or on flexible schedules. Making sure that everyone is kept informed and that problems are resolved quickly, may require a bigger investment in communication tools and tactics. The risk of employee burnout is a further limitation associated with greater workplace flexibility (Azizi et al. 2021). Employees may experience pressure to constantly be present and work with flexible schedules and work arrangements, which might result in longer working hours and more stress. This may have a detrimental effect on workers’ productivity and well-being, which will ultimately hurt the profitability and productivity of BJC. Additionally, inadequate training or support for employees in terms of flexible work arrangements might result in confusion and discontent which can negatively affect productivity.
Implementation for suggestions
Based on the overall situation of BJC, as mentioned within the case study, there are significant suggestions that could be recommended to the management to effectively increase a flexible workforce to achieve cost-effective labour management.
Splitting Duties
The initiative of splitting duty among potential employees within the workplace provides the ability to successfully enhance the rate of flexibility within the workplace (Lei et al. 2021). The selection of accurate workers in reference to the requirements of the activities within the workplace will provide the advantage to successfully increase flexibility as well as reduce the cost of labour management. Therefore, the implementation of a suitable approach for splitting duties can be considered as a beneficial activity, which could be adopted by the management facility of BJC.
Part-time Work Facility
Part-time work provides the ability to significantly increase the level of flexibility within the workplace for the employees (Ellingsæter and Jensen, 2019). Accordingly, it also helps in significantly developing a positive bond of employer and employee. It will provide the employees with the ability to adjust their work schedule with flexible hours with the ability to decide work days and whenever they want. The implementation of this particular approach might help the management of BJC to successfully increase the rate of flexibility within the workplace for the employees.
Telecommuting
The implementation of telecommunication within the workplace might also be considered as a prime initiative that could be adopted by BJC to enhance flexibility. In accordance with the findings of Kargas and Tsokos (2020), the implementation of telecommunication provides the ability to the employees to increase flexibility among the communication between the employer and employee and utilise the time more effectively.
Conclusion
Based on the overall findings, it has been concluded that there was a significant potential for increasing flexibility within the workplace of BJC. However, due to the ineffective change in appraisal system, the management of BJC faced a significant downfall in employee motivation and relation impacting the flexibility of the employees and the management. On the other hand, the report has also concluded the limitations that impacted the increase in flexibility within the workplace of BJC. Based on the overall findings, there are three basic suggestions that need to be implemented within the management such as the splitting duty approach, part-time work facility and telecommunication.
References
Angelici, M., and Profeta, P. (2023). Smart working: work flexibility without constraints. Management Science.
Azizi, M. R., Atlasi, R., Ziapour, A., Abbas, J., and Naemi, R. (2021). Innovative human resource management strategies during the COVID-19 pandemic: A systematic narrative review approach. Heliyon, 7(6), e07233.
Davidescu, A. A., Apostu, S. A., Paul, A., and Casuneanu, I. (2020). Work flexibility, job satisfaction, and job performance among Romanian employees—Implications for sustainable human resource management. Sustainability, 12(15), 6086.
Davidescu, A. A., Apostu, S. A., Paul, A., and Casuneanu, I. (2020). Work flexibility, job satisfaction, and job performance among Romanian employees—Implications for sustainable human resource management. Sustainability, 12(15), 6086.
Dung, D. T. H. (2020). The advantages and disadvantages of virtual learning. IOSR Journal of Research and Method in Education, 10(3), 45-48.
Ellingsæter, A.L. and Jensen, R.S., (2019). Politicising women’s part-time work in Norway: A longitudinal study of ideas. Work, Employment and Society, 33(3), pp.444-461.
Ferreira, R., Pereira, R., Bianchi, I. S., and da Silva, M. M. (2021). Decision factors for remote work adoption: advantages, disadvantages, driving forces and challenges. Journal of Open Innovation: Technology, Market, and Complexity, 7(1), 70.
Galiakberova, A. A. (2019). Conceptual analysis of education role in economics: The human capital theory. Journal of History Culture and Art Research, 8(3), 410-421.
Hunter, P. (2019). Remote working in research: An increasing usage of flexible work arrangements can improve productivity and creativity. EMBO reports, 20(1), e47435.
Ipsen, C., van Veldhoven, M., Kirchner, K., and Hansen, J. P. (2021). Six key advantages and disadvantages of working from home in Europe during COVID-19. International journal of environmental research and public health, 18(4), 1826.
Kargas, A. and Tsokos, A., (2020). Employer branding implementation and human resource management in Greek telecommunication industry. Administrative Sciences, 10(1), p.17.
Kim, J., Henly, J. R., Golden, L. M., and Lambert, S. J. (2020). Workplace flexibility and worker well‐being by gender. Journal of marriage and family, 82(3), 892-910.
Lei, C., Hossain, M.S., Mostafiz, M.I. and Khalifa, G.S., (2021). Factors determining employee career success in the Chinese hotel industry: A perspective of Job-Demand Resources theory. Journal of Hospitality and Tourism Management, 48, pp.301-311.
Rubin, O., Nikolaeva, A., Nello-Deakin, S., and te Brömmelstroet, M. (2020). What can we learn from the COVID-19 pandemic about how people experience working from home and commuting. Centre for Urban Studies, University of Amsterdam, 1(9).
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