BABSH 2 HRM Assignment Sample
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Human Resource Management issues in Fab Visage
Introduction
This assignment covers different HRM practices in order to deal with the issues which occur in the Fab Visage. However, Fab Visage is a hair and beauty salon which is suited in Galway City Centre and consist of 18 full time female staff. Kay Ryan is the current manager who handles the salon operations and it plans to take retirement soon. However, the Jane Wynne is the new owner of Fab Visage parlour. She found various issues in the working of Fab Visage salon.
In regards to this case study, the issues are addressed and identified the differences between the Jane HRM practice and Current HRM practice so that issues areas are correctly understand (Daley, 2012). In concern to case study, it will examine the significances of employee engagement for staff and management. Based on the study, certain recommendations will be offered to Jane for function the salon in an effective manner.
Discussion
This part addresses the questions of the case study. Likewise, it discusses the issues in the Fab Visage hair salon and also discusses the Jane HRM approach with the Fab Visage current HRM practice. At the same time, the benefit of employee engagement strategy is also covered. Thus, this part indicates the possible solution for the case study.
Three issues in Fab Visage salon and suggest recommendation for addressing such issues
There are various issues that are observed in the Fab Visage Salon due to which management does not improve their skills. In short, no staffs become independent and all are completely rely on the Kay Ryan manager (Brewster, 2017). Here are the issues which are identified in the case:-
- No external training
- Poor leadership style
- Improper working condition
Issues 1:
First and foremost no external training is provided to the staffs which create the major issue that’s need an immediate attention (Tooksoon, 2011). However, it is identified that Kay Ryan manager does not provide any external training to the staff of salon as she trains the new people through use of on-the-job training. This practice only allows the individual to learn the process of activity but it does not make the people specialized in the field.
However, external training allows the individual to strengthen their skills as outside consultants and professionals trainers exist which have a large knowledge about the particular field. The specialised training always supports towards the learning new techniques (Fong et al., 2011). Thus, it is necessary to conduct the external training to employees.
Recommendation:
It is recommended to Janes that she includes the external training activities into the training & coaching session (Bloom et al., 2012). In this, staff needs to be sent to the specialised trainer who having a more experiences. These practices enhance the employee morals and it improves their performance.
Issues 2
Another issue is the Poor leadership strategy of kay Ryan and due to which turnover rate is increasing (Yeatts et al., 2010). This statement can be justified with the distance relationship between staff members and Kay. As per the case study, it is identified that Kay follows the strict rules and regulation as staff members have proper dark colour uniforms in which they look uncomfortable and unengaging. In fact, there is lack of communication among the staff members and Kay and this is identified with the members are not developed the management skills after working so long.
Other than that, Kay follows the autocratic leading style in which she set ideas about staff, task and accordingly guide the individuals to perform without adding any people creativity. Similarly, she also handles salon different function like Payroll, procurement and deals with different issues of staff without making anyone involve.
Recommendation:
In regards to autocratic leadership style, it is recommended that the Kay should switch their leading style as per the situations (Meals et al., 2010). This is because autocratic style is suited till the individual are new to the company but continuously using such style makes the people more dependent.
So, it is recommended that Kay needs to improve its guidance’s techniques through allow the individual to take decisions as this practice increase their creativity and sense of participation in the work activity. The allotment of responsibility with authority also results in increasing the staff members’ knowledge and this result in enhancement of skills and work performances.
Issues 3
After completing the case study, the overall issue is found that the working environment of Fab Visage Salon is improper due to poor leadership style, insufficient availability of training sessions and inefficient policies of the business (Guest, 2011).
Thus, these areas give rise to the negative working environment. It directly affects the staff members and company productivity in the form of increasing turnover rate. However, the Fab Visage does not follow any type any type hierarchy as all work operations are managed by single women i.e. Kay Ryan. At the same time, company also not follow any beauty new trends that are why it losing its customer base from last 15 years.
Recommendation:
This is the key issues which need to give special attention for regaining the Fab Visage position in the USA market. In concern to this issue, the new owner Jane’s needs to be firstly create the friendly working environment because salon business requires more creativity to bring in the service (Batt and Colvin, 2011). So, there is need to distribute the work with authority and responsibility. Besides that, feedback system also needs to start so that staff member can identify the area where they are lacking to perform and make improvement.
Moreover, reward system is another way to motivate the employees of salon. However, both monetary and non-monetary encourage the employees to perform better and improve their skill. At the same time, Jane needs to hire the specialised people so that they would train the existing staff and expand their learning. Thus, these practices would directly influence the salon ability to earn profit and capture large number of customers. Through this manner, Fab Visage gives strong competition to its key competitors such as Edit Salon, ARSOVA salon and Smith & Davis salon etc.
Discuss the differences in Jane’s HRM approach with the current HRM approach to Fab Visage salon
There are huge differences in the HRM approach exist between Jane and Kay as a salon manager (Gabriel et al., 2016). However, Jane is used to focus more on the leading, reward and technologies related areas under the busy salon in Chicago. Whereas, Kay Ryan HRM approach is quite different as she gives more importance to Norms, customs and established practices and this result in maximum turnover of staff. The difference between the HRM practice of Jane and Kay are studied through this table:-
| Jane HRM approach | Kay Ryan HRM approach |
| 1. She follows the modern human resource approach in managing the workforces in salon.
2. Jane focuses on new beauty trends. 3. Jane focuses more on the democratic leading style where authority and responsibility of work activity is given. 4. She conducts both internal and external training session for the staff members. 5. She includes various activities for motivating the employees such as Reward system, Feedback and recreational activities. 6. Jane remains impatient with rules and regulations and tends to make people relax about the policies. 7. She believes in spirit of contract rather than letter of contract. Jane is open for both job part time as well as full time. 8. She takes an immediate approach towards bring changes in goals, strategies and policies |
1. She follows the traditional way of managing the people.
2. Kan has a set of ideas and believes in following those practices. 3. Kan emphasis more on the autocratic leading style through not distributing any authority and responsibility to individuals. 4. She organise the internal training session only for the new candidate and ignoring the existing staff members. 5. Kan does not believes in the motivational practice and simply provide payroll timely to staff. 6. She concerns about establishing rules, policies and procedures. It enforces the staff members to adhere such rules and regulations. 7. Kan believes in the letter of contract. It tends to be full time job contract. 8. Kan tend to be rigid in terms change the goal, strategy and policies of company. |
As per the above discussion, it is identified that Kan Ryan has used traditional way for managing the human resources. It is because Kan focuses more on the rules and regulation implementation rather than employee personal growth (Dhamija, 2012). This practice is cleared with the case study. Likewise, it is stated that Kan does not conduct the external training session for the existing employees and she also not promote the maximum participation of employee into the decision-making, setting company policy etc.
Due to this, the owners of salon haven’t learnt the management skill and after Kan retirement, the situation of salon selling get occurs. It results in maximum employee’s turnover. This is happened because of poor management, inefficient leading skills of the Kan Ryan. On the other side, Jane follows the modern HRM approaches as it concentrate on the employee development as she knows if staff gets happy then they contribute productivity for the company.
For this, she focuses on reward system, performances appraisal and training session. These activities motivate the employees to perform better. Other than that, she is keen to adopt the changes in the business so that new fashion trends can be adopted. She uses largely democratic style of leadership for influencing the staff members (Adger et al., 2011).
As per this style, Jane creates the participative business environment which leads to development of new ideas and strategies. This exercise results in less employee’s turnover. Therefore, both of them use different HRM practices for managing the people of salon. Among them, Jane HRM approach is quite suitable as per the current scenario of Fab Visage.
Significances of Employee Engagement strategy for management and staff and recommend this strategy to the Jane for her salon
Employee engagement strategy plays an important role in today’s growing competition. This strategy helps to engaging the employee towards the attainment of business goals and develops the healthy relationship between the employee and management (Kompaso and Sridevi, 2010). This strategy has a special need in the service sector like salon where staff members are considered as valuable assets for the business.
It is because at the end of the day, it is the staffs that provide the service and customer perceive the quality of business based on the service (Macey et al., 2011). Thus, the employee engagement strategies are the important for the Fab Visage to bring management and staff together. However, this strategy includes various activities that push the staff and management engagement. The activities of employee engagement are as follows:-
- It involves the employee participation in various field such as decision-making, attend the meeting etc.
- Create the knowledge sharing system so that staff member increases their creativity.
- Provide opportunity to grow through organise the event and shows (Shuck et al., 2011).
- Hire the specialised staff for the training & coaching purpose. This will help the people to improve their skills.
- Provide personal growth opportunity to staff members conduct feedback and rewards system.
Thus, these activities support towards the engagement of staff and management. Based on the benefits of this strategy, it is recommended to Jane to use this strategy for retaining the existing staff and improving working environment. From the employee engagement strategy, the Jane can able to bring the staff interest again in the work and allows the staff to contribute towards the organization productivity.
Other than that, Jane should organize the training session for the employees in weekly manner then this also increase the staff motivational level and they start performing efficiently. Reward & recognition are the key engagement strategy that makes the employees satisfied (Crawford et al., 2010). Besides that, employee feedback also support towards improving working environment.
Likewise, if staff gets the area where they need to work then it start improving in such path and make them specialise. So, Jane can use all these practice for developing the positive working environment and retaining the employees into the Fab Visage (Mirvis, 2012). Thus, these activities prove to be useful for bringing the staff & management together and revive the Fab Visage salon in the America market.
Conclusion & Recommendations
From the above discussion, it is concluded that Kan Ryan fails to manage the staff of Fab Visage properly as there are various issues are identified in their working. However, insufficient training session, improper working environment and poor leadership style etc are the areas due to which the employee turnover rate gets increased.
At the same time, the employees tend to be unsatisfied with the regulation of Kan Ryan as she does not provide any opportunity related to personal development and growth. After the retirement of Kay, the Jane needs to give renovation of the parlour and require to changing the HRM practice so that existing employees can be retained. For this, it is recommended that Jane should adopt the advanced technology for bring changes in Fab Visage.
Likewise, Jane could use of digital platform for gaining the information about the new trends in hairstyle. She can also install the system for communication the information to all staff members. Other than that, she needs to adopt the reward and recognition strategy for motivating the employees. Thus, these areas will help Jane to reposition the Fab Visage in the competitive market.
References
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Batt, R. and Colvin, A.J., 2011. An employment systems approach to turnover: Human resources practices, quits, dismissals, and performance. Academy of management Journal, 54(4), pp.695-717.
Bloom, N., Genakos, C., Sadun, R. and Van Reenen, J., 2012. Management practices across firms and countries. The Academy of Management Perspectives, 26(1), pp.12-33.
Brewster, C., 2017. The integration of human resource management and corporate strategy. In Policy and practice in European human resource management (pp. 22-35). USA: Routledge.
Crawford, E.R., LePine, J.A. and Rich, B.L., 2010. Linking job demands and resources to employee engagement and burnout: a theoretical extension and meta-analytic test. Journal of Applied Psychology, 95(5), p.834.
Daley, D.M., 2012. Strategic human resources management. Public Personnel Management, pp.120-125.
Dhamija, P., 2012. E-recruitment: a roadmap towards e-human resource management. Researchers World, 3(3), p.33.
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Guest, D.E., 2011. Human resource management and performance: still searching for some answers. Human resource management journal, 21(1), pp.3-13.
Kompaso, S.M. and Sridevi, M.S., 2010. Employee engagement: The key to improving performance. International journal of business and management, 5(12), p.89.
Macey, W.H., Schneider, B., Barbera, K.M. and Young, S.A., 2011. Employee engagement: Tools for analysis, practice, and competitive advantage (Vol. 31). USA: John Wiley & Sons.
Meals, D.W., Dressing, S.A. and Davenport, T.E., 2010. Lag time in water quality response to best management practices: A review. Journal of environmental quality, 39(1), pp.85-96.
Mirvis, P., 2012. Employee engagement and CSR: Transactional, relational, and developmental approaches. California Management Review, 54(4), pp.93-117.
Shuck, B., Reio Jr, T.G. and Rocco, T.S., 2011. Employee engagement: An examination of antecedent and outcome variables. Human resource development international, 14(4), pp.427-445.
Yeatts, D.E., Cready, C., Swan, J. and Shen, Y., 2010. The perception of “training availability” among certified nurse aides: Relationship to CNA performance, turnover, attitudes, burnout, and empowerment. Gerontology & Geriatrics Education, 31(2), pp.115-132.
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