Sample on Coursework 1 HRM Report
Introduction
Papa John’s Pizza has been operating with around 16,500 employees with revenue of $ 1 billion during recent times. The company has been struggling with a 220 % employee turnover rate for delivery. With regards to notifying more than doubled employee turnover rate, the investigation of the organisational HRM can point out different attributes that are required to be improved. Due to this reason, it is worth investigating Papa John’s Pizza in terms of HRM.
The present report will pay attention to highlighting valuable human resource management attributes on behalf of us oriented pizza restaurant franchises namely Papa John’s Pizza. The report will include a distinctive evaluation of the HR roles within the organisation along with different teaching methods including profession and functions.
HR Roles
HRM objectives
Human resource management (HRM) can be termed as the most efficient management approach that allows the business to attain the competitive advantages in the marketplace (Ren & Jackson, 2020). Along with this, HRM has the ability to improve the employee performance and productivity of the organisation. Papa John’s Pizza, a U.S based restaurant has been considered for evaluation of the HRM, in this report. Papa John’s Pizza’s main objective is to achieve the best of three products from their existing resources along with satisfying the consumer (Papa John’s International Inc, 2018).
HRM policies
The organisation has a set of policies that are being structured in order to improve their customer base and loyalty. The policies suggest that if any consumer is dissatisfied by their offering of the product then the individual will not have to pay and it will be free of charge (Papa John’s International Inc, 2018). Furthermore, the organisational management has a single goal “Better Ingredients. Better Pizza”, which is potentially providing several advantages and a better customer base. Moreover, the following objective and their policies are providing significant advantages, which are reflected through their improved revenue of US$1.81 billion along with the net income of US$ 57.932 million (Papa John’s International Inc, 2018).
Goal and significance with Ulrich model of HRM
The theoretical interpretation is known for highlighting the aspects of human resources that are highest value added for an organisation. The prime contribution of this model highlights functional HR orientation along with distinctive HRM functions. With regards to this understanding, four different roles can be recognised for an HR including strategic partner, employee champion, change agent, and administrative expert (Keegan et al. 2018).
From the perspective of Papa John’s Pizza, valuable business strategies have been underpinned by the HR department. For illustration, the conceptualisation of organisational growth strategy can be recognised that was led by the HR department. This strategy highlighted the consideration of product innovation as an integral part of the organisational growth strategy undertaken during the previous year (Litman, 2021). The removal of guardrails around innovation has been highly emphasized by the organisation and HR department that has been helping to progress the organisational innovation engine. Similar consequences can be notified from the perception of a change agent as another role of the HR department. Papa John’s HRM has been looking to transform the organisational internal culture with the help of increasing diversity and inclusion initiatives. Significant investments are also announced from the organisational perspective up to $50 million for mitigating the negative publicity and thereby supporting internal changes (Gurchiek, 2018). In this regard, Papa John’s Pizza appointed their first Chief People Officer during 2019 who was also awarded the membership of the brand for executive leadership team. This initiative from the organisational perspective is estimated to play a leading role behind the cultural transformation and change management concerns within Papa John’s.
With regards to this concern, a critical leadership role has been provided to the newly appointed chief people officer concerning the organisational talent management strategy. This strategy has included profound surveillance of people’s operations within the company along with benefits and compensation, development and learning, and others (Pizza Market Place, 2019). This attribute highlights the employee-centered thinking from the organisational HR department that may be supportive to empower the internal workforce.
This model has been undertaken in order to highlight significant HRM approaches undertaken by Papa John’s Pizza considering the improvement in productivity by efficiently managing employees. In this regard, relational consequences of the organisational HRM approach have highlighted significant focus upon employee motivation and morale empowerment that might be supportive for addressing the high employee turnover rate within the company.
HR Methods
In terms of highlighting valuable HR functions within Papa John’s Pizza, the Hard and Soft model of HRM has been undertaken.
Hard and Soft HRM approach
In this context, “Hard and Soft HRM” has been taken into consideration in respect to Papa John’s Pizza. HRM approaches are different types of strategies to manage the employees and make them focus on productivity (BrightHR, 2021). Both hard HRM and soft HRM are different from one another. Hard HRM focus on the outlook of business, which is traditional, and identify the requirement of recruitment of the workforce as per the needs. Hard HRM believes in changing the number of employees with lower wages and little transparency level. Soft HRM focus on outlook that is progressive in nature. Soft HRM treats the employees as assets and valuable resources (BrightHR, 2021). Furthermore, Soft HRM believes in good communication and long-term business planning along with employee empowerment.
The more the employees will be involved there are higher chances of productivity and higher retention rate. Through the implementation of this HRM approach, the organisation will effectively receive long-term advantages and several opportunities along with encouraging the culture of the organisation into the society. The reason behind adopting the “Hard and Soft HRM” model is because the business world is evolving, and changing the HRM practices in Papa John’s Pizza is essential. A regular and constant HRM practices will become a threat for the organisation because the competitors will be able to measure every step and strategies regarding the organisation (Cregan et al. 2021). Therefore, considering this HRM approach will be efficient for Papa John’s Pizza. Moreover, the approach has several advantages as well such as having a control over the organisation which will eventually be easier in decision-making as well. Adding to this, with this HRM approach, employees will be morally boosted along with appreciating the values of the workplace (Obeidat et al. 2019).
HR profession
Deliberate development of the HR profession can be recognised within the organisational perspective where respective HR functions might be added with a greater value. It can be highlighted by notifying cultural transformation in Papa John’s Pizza. The company had to experience toxic consequences due to racist comments during a conference call that enforced them to ramp up diversity and inclusion initiatives. Moreover, the involvement of the chief people officer can simplify respective human resource management operations and activities by establishing a profound interrelation between the organisational workforce and the management. The teacher professional development in Papa John’s Pizza has been also looking to satisfy strategic transformation with regards to the empowerment of the organisational internal workplace culture. Papa John’s Pizza is already noticed to struggle with the retention of delivery drivers that accounted for 60% of the entire organisational employee base (Litman, 2021). Employee turnover has reached up to 220 % followed by a subsequent decline in orders along with negative publicity (Litman, 2021). This issue highlights the gap in the development of HR professional within Papa John’s Pizza that has been disrupting the organisational workforce flexibility to some extent.
This negative reputation has been making the organisational HR department liable behind high employee turnover rate. However, the company is strictly recommended to empower their employee-centric approach with the inclusion of lucrative rewards and performance incentives that might be supportive to increase their motivation and dedication level with the core organisational business values. The intrusion of an independent ombudsman can also benefit the organisational management with regular reporting of the issues faced by the company workers and respective employees. However, the implications of the soft HRM model can be supportive to conceptualise a suitable workplace culture within Papa John’s Pizza concerning an employee-centric approach to develop the workforce (Muthuku, 2020).
Conclusion
The overall report has highlighted different HR instincts and operations from the perspective of Papa John’s Pizza. Both the theoretical understanding with the Ulrich model and hard and soft model of HRM have highlighted different HR roles and responsibilities within the organisational business activities. However, the organisational strategy transformation, cultural transition and others are eventually responsible for the HR department. Concerning the negative issues as mentioned, Papa John’s Pizza is recommended to ensure a strict code of compliance emphasizing an employee-centric approach according to the soft model of HRM. The appointment of an ombudsman can also be suggested in this concern for ensuring regular reporting of issues experienced by the organisational workforce.
References
BrightHR, (2021). Hard and soft HRM. [Online] Retrieved on 4 November 2021 from: <https://www.brighthr.com/articles/hris/hard-and-soft-hrm/>
Cregan, C., Kulik, C. T., Johnston, S., & Bartram, T. (2021). The influence of calculative (“hard”) and collaborative (“soft”) HRM on the layoff‐performance relationship in high performance workplaces. Human Resource Management Journal, 31(1), 202-224. Retrieved on 4 November 2021 from: <hhttps://onlinelibrary.wiley.com/doi/abs/10.1111/1748-8583.12291>
Gurchiek, K., (2018). Transforming Your Culture: Lessons from Papa John’s. [Online]. Retrieved on 4 November 2021 from <https://www.shrm.org/resourcesandtools/hr-topics/behavioral-competencies/global-and-cultural-effectiveness/pages/transforming-your-culture-lessons-from-papa-johns.aspx>
Keegan, A., Bitterling, I., Sylva, H., & Hoeksema, L. (2018). Organizing the HRM function: Responses to paradoxes, variety, and dynamism. Human Resource Management, 57(5), 1111-1126. Retrieved on 4 November 2021 from <https://researchrepository.ucd.ie/bitstream/10197/10365/2/POSRREVIEWVERSION%20FOR%20SA%20HRM%20012018.pdf>
Litman, J., (2021). Product innovation propels Papa John’s growth in 2020. [Online]. Retrieved on 4 November 2021 from <https://www.restaurantdive.com/news/product-innovation-propels-papa-johns-growth-in-2020/595786/>
Muthuku, M. (2020). Soft HRM Model: Human Capital as the Greatest Asset for Organizational Performance. Journal of Human Resource & Leadership, 4(2), 14-29. Retrieved on 4 November 2021 from <https://stratfordjournals.org/journals/index.php/journal-of-human-resource/article/download/502/605>
Obeidat, B., Tawalbeh, H. F., & Akour, M. A. (2019). Reviewing the Literature among Human Resource Management (HRM) Practices, Total Quality Management (TQM) Practices and Competitive Advantages. Journal of Social Sciences (COES&RJ-JSS), 8(2), 327-358. Retrieved on 4 November 2021 from: <hhttp://centreofexcellence.net/index.php/JSS/article/view/jss.2019.8.2.327.358>
Papa John’s International Inc, (2018). Papa John’s Online Ordering can not take your order at this time due to technical difficulties. [Online] Retrieved on 4 November 2021 from: <https://www.papajohns.com/company/quality-guarantee.html#:~:text=If%20you%20are%20not%20satisfied,is%20not%20of%20satisfactory%20quality.https://www.aihr.com/blog/human-resources-models/>
Pizza Market Place, (2019). Papa John’s names new HR exec with ‘organizational change’ expertise [Online]. Retrieved on 4 November 2021 from <https://www.pizzamarketplace.com/news/papa-johns-names-new-hr-exec-with-organizational-change-expertise/>
Assignment Services Unique Submission Offers:
