cipd level 5 assignment 5co01

5CO01: Organisational Performance and Culture in Practice

• AC 1.1 Advantages and Disadvantages of Two Types of Organisation Structures
• AC 1.2 Connections Between Organisational Strategy, Products, Services and Customers
• AC 1.3 External Factors and Trends and their Influence on Organisational Priorities
• AC 1.4: The Scale of Technology within Organisations and its Impact on Work
• AC 2.1 Theory/Model of Organisational Culture and Theory/Model of Human Behaviour
• AC 2.3 Different Approaches to Managing Change
• AC 2.4 Models for how Change is Experienced
• AC 2.5 Importance of Wellbeing and Factors that Impact Wellbeing
• AC 3.1 Links between Employee Lifecycle and Different People Practice Roles
• AC 3.2 Connection of People Practice and With Other Areas of an Organisation
• AC 3.3 Processes for Consulting and Engaging with Internal Customers to Understand their Needs

Leave a Comment Cancel reply

You must be logged in to post a comment.

Or copy link

www.cipdforum.co.uk

• Username or email  *
• Password  *

Remember me

Lost your password?

• Email address  *
• Username  *
• Confirm Password  *

Want to become an instructor?

5CO01 Assignment Example

New Brief_ CIPD_5CO01_24_01

To complete the task, please provide a written response to each of the questions below. Use academic theory and practical examples to elaborate on your answers and illustrate key points effectively.

Assessment Question

Evaluate the advantages and disadvantages of both a divisional structure and a matrix structure. within the evaluation, you should include the reasons underpinning each structure. (ac 1.1).

A divisional structure is an organizational structure in which the company is divided into semi-accounted divisions with self-contained resources and control. Commonly, such divisions correspond to the products and services or geographic regions as they help to target specific market segments more effectively (Gillikin, 2019). 

Advantages and disadvantages

Divisions can work independently, which means that managers can adjust strategies by taking into account local conditions. The result is better decision-making and a closer understanding of the customers (Gillikin, 2019). For example, Unilever is a UK-based global firm that has separate sections of personal products, foods, and home products. This results in the idea that each division targets its particular market to improve its performance and thus satisfy the customer (Samuel, 2023). 

However, there is a possibility of overlapping resources. Each division can have its separate marketing, finance, and HR departments, which creates duplication of work and, thus, adds greater expenses (Ellis, 2023). In Unilever, it could refer to the fact that different divisions may have other teams performing similar tasks, which can be ineffective. 

Appropriateness 

 A divisional structure is especially suitable for organizations that are large and involved in diverse operations, such as Unilever, where there are numerous markets and products to deal with. This structure enables them to respond quickly to their segment, hence enhancing their growth and sustainability (Gillikin, 2019). 

Matrix Organisational Structure 

Employees in the matrix organizational structure report to functional managers, project or product managers, and a dual line of authority.  

Matrix structure enhances flexibility since it enables project teams to address specific projects from the requisite functional areas. This increases the capacity of the company to provide fast solutions to market conditions and venture into new frontiers (Charthop, 2024). For example, GlaxoSmithKline (GSK) – the multinational pharmaceutical and consumer goods company based in the UK – employs a matrix management structure for the research and development department to leverage the cross-functional teams’ skills to advance the company forward (ICG, 2020). 

Nevertheless, the fact that people report to two managers in organizations that adopt matrix structures leads to confusion and conflict among the employees. These employees may have issues with schedule conflicts and numerous supervisors putting pressure on the team members (Charthop, 2024). In this regard, at GSK, working relations between project managers and functional managers can, at times, be frosty, and this is because they are expected to make decisions when working together (ICG, 2020).

Appropriateness

When competition is high, industries are constantly changing, and cross-functional integration is needed, matrix structure suits organizations like GSK. These make it possible to have much better project management and come up with ways and means of intertwining various skills and knowledge that are particularly necessary for pharmaceutical companies (Charthop, 2024).

Analyse the extent to which the organisational strategy in your organisation (or an organisation with which you are familiar) helps to ensure products or services meet customers’ needs. (AC 1.2)

As a remarkable technological firm, Apple Inc. uses several organisational strategies to keep the competition in check, including;

Product Innovation

At Apple, it is evident that strategic management concentrates on developing new product lines. This strategy involves developing new versions of the existing gadgets accompanied by improvements, such as iPhone, iPad, Mac, and Apple Watch (Podolny and Hansen, 2020). Management decisions aim to deliver solutions that bear the best technological values and are relevant to changing consumer expectations and demands. 

Ecosystem Integration

Apple also puts much value on integrating its products and services where one complements the other. This strategy implies offering solutions based on hardware, software and associated services. For instance, it is easily noticeable that Apple develops its devices in a complementary manner as this allows it to increase their usability and user satisfaction (Podolny and Hansen, 2020) 

Connection to the Higher Strategic Goals and Objectives 

Apple’s product innovation strategy aligns entirely with this strategic objective of being a technological pioneer. More often, Apple comes up with new products, distinguishing it from other companies and fuels growth (Singh, 2023). For example, Apple’s iPhone changed the entire look and feel of the smartphone market and made Apple a market leader. 

The concept of ecosystem integration can be seen to fit Apple’s strategic direction of trying to lock in customers. Thus, by linking the devices and services, Apple ensures that the consumer remains within the Apple environment, investing in a few products and services (Singh, 2023). It improves the customer experience and generates continuous income from items ranging from iCloud, Apple Music, and the App Store (Singh, 2023). 

Meeting Customer Needs 

Product innovation, as part of the overall strategic management, enables Apple to create products that meet customers’ needs since it is in the vanguard of providing new technology. It also demonstrates the direct results of continuous innovation of new features and improvements driven by the consumers’ need for the latest technology (Cypris, 2023). For example, the Face ID introduced focused on the customers’ security and convenience issues, making the experience much better for them.

External Factors Impacting Strategies 

Several external factors can impact the success of Apple’s strategies 

Economic Landscape

Economic fluctuations such as recessions lower the purchasing power of the consumers. Hence, fewer people will be able to afford Apple’s high-end products. Since this is a business product, its sales may be affected during the lean years, resulting in negative results for Apple’s income (Guillén, 2024). 

Technological Advancements

Technology is characterised by constant evolution, and this comes with both prospects and risks. They allow Apple to introduce new products and services to the market but demand a huge investment in research and development (Guillén, 2024). 

Regulatory Environment

Laws governing the protection of data and trade can influence Apple’s way of operation. For instance, enhanced regulations on data protection might necessitate Apple to alter some of its products’ characteristics or provide different services to cut expenses (Guillén, 2024).

Analyse the current impact of interest rates, inflation and one other external factor on your organisation (or one with which you are familiar). Identify organisational priorities arising from your analysis. (AC 1.3)

Interest Rate Fluctuations and Their Effects on Apple Inc. 

Interest rates have a large impact on Apple Inc., for example, in terms of credit costs and spending behaviour. Higher interest rates push up the cost of borrowing in Apple’s case and thereby decrease spending on research and development and capital-intensive expenditure (Makos, 2024). Furthermore, high interest rates negatively affect the sales of Apple’s products because consumers experience a constrained demand for credit, meaning that the sales of its highly margined products, including iPhones, Macs, and iPads, could be affected by high rates of interest (Makos, 2024). 

Based on the analysis of the effect of interest rates within the macro environment, the company should focus on the management of its finances in response to the change. This consists of means to increase the level of working capital to eliminate dependence on credit and effective use of credit (Makos, 2024). 

Effects of inflation on Apple Inc. 

Inflation influences Apple in a way that makes its input price for raw materials and production rise higher. This could be disadvantageous to the consumers, possibly making the prices of the products increase, thus low demand (Makos, 2024). 

Priority- Anti-inflation 

Thus, considering inflation needs to be addressed, cost management should be Apple’s key focus. This might entail the integration of supply chains to make them cheaper, the enhancement of production procedures, and the exploitation of scale advantages (MBA Skool Team, 2024). 

Contribution of Technological Developments to Apple Inc. 

Technological advancement is an opportunity and a threat to Apple in that it can be used by Apple as a strength while at the same time posing a threat to Apple by forcing it to improve its overall performance (Ferguson, 2024). On the positive side, they present chances to create new strategies and avoid competitors’ actions. Nevertheless, they also entail huge costs in terms of R&D, and they tend to compress product cycles, thus placing much pressure on the continuous development of new products (Ferguson, 2024). 

Precedence in Management of Technological Innovations 

 Given such a rate of technological advancements, Apple should also factor in collaboration and acquisition as a strategy to incorporate new technologies that will mean a competitive advantage. Continuing to provide a rich stream of new products and redesigning existing ones is indispensable for achieving market needs and remaining a leader (Ferguson, 2024).

In February 2024, Peter Cheese, current CEO of CIPD stated, “AI is transforming jobs, careers and workplaces. People professionals have a key role to play in encouraging safe experimentation and rapid learning, so that we can reap the benefits and mitigate the risks.” Assess the extent that AI is, or could be, used in your organisation (or an organisation with which you are familiar) and assess how AI impacts work. (AC 1.4)

AI Technology Examples 

Natural Language Processing (NLP) for Customer Support

Apple has an opportunity to apply NLP to improve its customer relations support services. By incorporating enhanced chatbots and virtual assistants in the organization, the specific client can be issued real-time and precise responses on matters they are inquiring about to increase their satisfaction while lessening the pressure on human support personnel (Reaburn, 2019). 

Predictive Analytics for Employee Performance

Apple could incorporate predictive analytics to control and evaluate the pace at which each sub-ordinate is performing its duties (Pathak, 2021). For instance, this AI technology or system must be able to analyze performance data to recognize such performance trends in the future. The results of this are that managers can facilitate the training of staff with the necessary expertise as well as rebalance resources to increase general productivity (Pathak, 2021).  

Degree of Integration and Outcome 

NLP for Customer Support 

Customer service can be notably enhanced through the decision-making result of NLP, which offers retorts to frequently asked questions and problem solutions. This has the effect of minimizing customer’s waiting time and hence improving their satisfaction (Reaburn, 2019). 

With high dependence on AI, there are certain risks for services, including the customer may end up feeling frustrated since they are attending to what they believe is a non-human interacting party (Reaburn, 2019). 

Impact on Working Practices

The integration of NLP in customer care tends to help increase the efficiency and effectiveness of the system and, therefore, prevent human agents from doing repetitive tasks (Mahtani, 2024). However, they forecast it as negative in some aspects as it may lead to a loss of jobs for some of the support personnel, a situation which is likely to demoralize employees and make them insecure in their workplace (Mahtani, 2024).

Predictive Analysis for Employee Performance 

Using predictive analytics in HRM for Apple can enhance the focus on performance management. With the help of Big Data, Apple can predict an employee’s performance issues and intervene before they lead to more significant problems in their performance appraisal. This, in turn, results in better talent management efficiency and output (Visier Team, 2024). 

The use or analysis of data can lead to unfair treatment or bias. Besides, the use of such data may weaken the significance of the human factor in management and interpersonal skills (Visier Team, 2024).

Predictive analytics can foster a decision-making culture at Apple through the compilation of a package of tangible evidence on decisions that managers should make. This may improve the efficiency of performance standards and staff training and evaluation (Vulpen, 2024). 

Explain Charles Handy’s model of organisational culture and explain David Rock’s SCARF theory. (AC 2.1)

Charles Handy’s model of organizational culture

Charles Handy’s model of organizational culture is a framework that categorizes organizational culture into four distinct types: Power Culture, Role Culture, Task Culture, and Person Culture. 

Power Culture

This places organizational decision-making authority in the hands of one person or a group of people at the top of the organization’s hierarchy. This culture is noted for fast decision-making and providing clear directives but is vulnerable to pleas affirming key person influence (L&D Hero, 2023). 

Role Culture

Role Culture relies heavily on the roles and responsibilities of personnel. It exists through its organizational charts and bureaucratic processes, which provide continuity and control but, at the same time, lack flexibility and creativity (L&D Hero, 2023). 

Task Culture

Task Culture emerges when the employees are selected to work in groups to achieve certain goals or solve particular tasks. It can be effective, up-to-date, and competitive and encourages innovation while taking less long-term overarching vision than the bureaucratic structure (Fraraccio, 2023). 

Person Culture

Here, everyone’s self-interests are looked into before that of the organization. They are frequently observed in organizations based on professional services because the uniqueness of skills and knowledge is highly regarded. (Fraraccio, 2023) The current culture creates a high level of decentralization and results in the organization lacking cohesiveness. 

Understanding Organizational Behaviour

Handy’s model assists people practitioners in knowing the culture, which includes the values, beliefs and norms of an organization. Awareness of the prevailing culture helps practitioners match change management processes, organizational communication, and employee engagement with the existing structure (L&D Hero, 2023).

David Rock’s SCARF Theory 

David Rock’s SCARF theory is a model that outlines five domains of human social experience: status, certainty, autonomy, relatedness, and fairness. 

Status deals with the degree of one’s self-worth within a given group of people in a specified hierarchy. Thus, feelings related to higher status are positive, while feeling that someone or something poses a threat to the higher-status position results in negative feelings and defensive actions (BiteSize Learning, 2024). 

It addresses the management requirements of an unambiguous working environment. Ambiguity leads to stress, while on the other hand, structure and order give people assurance and ease (BiteSize Learning, 2024). 

This is the great positivism for the manipulation of the outer environment. Positive outcomes are associated with increased autonomy, and negative outcomes with decreased autonomy over work (Fitzgerald, 2023). 

Relatedness

This is the general impression that seems familiar and welcoming. Working relationships improve relatedness as people in organizations are more likely to work together and trust one another, while the absence of interaction demoralizes a group’s productivity (Fitzgerald, 2023). 

This is the impartial and equal treatment that is expected to be received in social interactions. Perceived fairness results in trust and commitment, as well as increased organizational loyalty, whereas perceived unfairness leads to organizational resistance in the form of resentment and organizational conflict (Fitzgerald, 2023). 

Understanding Human Behaviour

The SCARF model benefits the people practitioners as it helps them understand the social aspects behind their behaviours. By identifying these domains, practitioners can manipulate environmental factors around the need’s themes to eradicate threats and increase rewards. Therefore, the consequence is a positive change in the motivation, commitment and well-being of the employees (Stokes, 2020). 

Assess how employee selection or employee development impacts organisational culture and behaviour in your organisation (or one with which you are familiar). (AC 2.2)

Employee Selection and its Effects on Organisational Culture in Apple Inc. 

Selecting employees defines organisational culture in Apple Inc. because personnel in the organisation are hired based on the beliefs and practices they support, hence protecting and promoting organisational culture. 

Benefits and negatives

Cultural Fit

Choosing good employees who have an appropriate outlook on Apple’s values helps to enhance such values. This ensures there is a mutual and consistent thrust and hold up of a single course that supports the organisation’s achievement (Employee Experience Magazine, 2022). 

However, with a focus on internal similarity, there can be a problem of low diversification of the staff. This homogeneity may bring rigidity and reduce the companies’ capacities for creativity and innovation, which are vital for an organisational form such as Apple in the technology industry (Employee Experience Magazine, 2022). 

 Impact on Organisational Behaviour 

Employee selection is a key factor in Apple Inc.’s organisational behaviour. New employees define how work is done and how objectives are attained in the organisation (the Team, 2022). 

Benefits and drawbacks

One of Apple’s objectives is the attitude that an employee exhibits at work. Hence, hiring people who display behaviours that reflect high-performance standards guarantees proper performance and contribution towards the company’s objectives (the Team, 2022). 

Besides, employees who are chosen for team playing ability promote togetherness and create a positive working environment (the Team, 2022). This is especially the case in Apple since cross-functional teaming forms the main process for identifying new ideas and driving product innovation. 

However, when the criterion of employee selection is based primarily on mere cultural adjustment, it becomes detrimental because it results in the formation of a closed group of people with no development of creative and critical thoughts (Meyer, 2024). 

An organisation is planning a change relating to hybrid working. Many employees moved to home working during the Covid-19 pandemic. Whilst this approach worked well at the time, the organisation now wants all employees to work at least two days a week on site.  Explain how Kotter’s approach to managing change could be used to successfully implement this change. (AC 2.3)

Kotter’s Change Management Model 

Kotter’s change model outlines the process of organisational change in eight stages: 

Create a Sense of Urgency

This emphasises the significance and need for the change to encourage the employees (Aktas, 2021). 

Form a Guiding Coalition

This emphasises recursively mobilising a group of current leaders from the organisation and related fields to gain support for the change. 

Develop a Vision and Strategy

Deals with bringing clarity and vision to wanting to change as well as the measures to be taken towards ensuring that the transformations desired are accomplished (Watts, 2023). 

 Communicate the Vision

This addresses communicating and enforcing the vision and strategy at the employee level so that everyone understands and respects the firm’s plan (Aktas, 2021). 

Empower Employees for Broad-Based Action

This stage deals with eliminating barriers to change and also ensures that the required change enablers for enhancing the employees’ contribution are available. 

Generate Short-Term Wins 

Notably, small early successes lead to big results as people are motivated to continue.  Persistently pursuing goals and gradually obtaining minor accomplishments can enhance morale and increase one’s motivation because one always has something to strive for (Aktas, 2021). 

Consolidate Gains and Produce More Change

This addresses leveraging the credibility that comes with early victories to effect more change. 

Anchor New Approaches in the Culture

This is to install them into the organisational culture of the company to make the changes last. 

Kotter’s eight-step model applied to the change of a hybrid working environment. 

In particular, Kotter’s model can be applied to facilitate the changes from a fully remote-working model to the hybrid model where employees are required to spend at least two days a week on-site. 

To address the challenges related to the implementation of hybrid working, it is necessary to describe its advantages, for instance, the integration of knowledge and sharing of best practices, which will yield benefits for the firm (Watts, 2023). 

Have a meeting with all the encouraging managers and the key employees who are in a position to support the change. In this coalition lies the leadership for the change initiative, where all worries will be attended to, and the transition will be accomplished. 

Under this section, it is recommended to create a clear and concrete plan of how such a transition is to be implemented, what resources and time limits will be needed, as well as what concrete steps the organisation will have to undertake (Lucidchart, 2019). 

Communicate the Vision 

It is necessary to disseminate the vision and strategy through the formal and frequent use of communication media among personnel. Meeting people, communicating by email, and using interfaces to clarify the changes taking place and their manners to the employees (Watts, 2023). 

Education should be offered so that workers are ready to accept the new hybrid work situation with the efficiency of the change witnessed (Lucidchart, 2019). 

Generate Short-Term Wins

Keep track and show moments of achievement, for example, successful trials of a hybrid approach or testimonials of employees who switched to the hybrid work model (Watts, 2023). 

Consolidate Gains and Produce More Change 

Use the success to build on it and bring about even more modifications. This might involve extending the mentioned hybrid model to the four departments or even redrafting it in light of feedback and experiences that would have been gathered (Lucidchart, 2019). 

To sustain hybrid working, it is enabled in the organisational culture by including it in organisational policies, organisational practice, performance assessments, and others (Watts, 2023).

Using the Kubler-Ross change curve, discuss how change is experienced. (AC 2.4)

Kubler-Ross Change Curve 

Kubler-Ross’s Change Curve is useful in explaining how people encounter organisational change. It outlines five key stages: Denial, Anger, Bargaining, Depression, and Acceptance. It addresses each of the stages that post-change behaviours and emotions employees can display in a firm. 

Organisational change and development have been defined as a process that has several stages that are important when it comes to the process of reacting to change among employees. 

Denial is when the employees do not acknowledge the change is going to occur, and if it is, it will not impact their lives (Malik, 2022). For instance, when switching from office-based to hybrid working, the staff could persist with remote work in the same manner, infringing on new rules (WalkMe Team, 2024). 

With the change being more manifest, employees are likely to develop frustration and display anger towards the management or the change situation (WalkMe Team, 2024). This can be seen in employees refusing to accept new schedules or working structures instigated by the incorporation of hybrid working. 

In an attempt to have things changed in their favour, it is not surprising that employees would try to come up with some bargaining on the change being proposed (Malik, 2022). For example, they may ask to be allowed to work some days from home or ask for exemptions. 

Depression 

This is when the employees come to the understanding that bargaining does not work anymore and the change is going to happen anyway (WalkMe Team, 2024). In the case of hybrids that are working partially, they may experience issues adjusting to the new working schedule, and therefore, their levels of productivity will be affected. 

At this level, the employees start conforming to the change, which is organisational reality (Malik, 2022). They begin to realise that flexible working, including working from home and in the office, is not as disadvantageous as they once believed. 

Emotions on the Other Side of Change Identification of Behavioral Change 

The employees experience certain feelings and act in a specific manner during these stages. First, employees may show aggressiveness and even disappointment, but as they shift to the stage of acceptance, they change into active and efficient workers (Cruse Bereavement Support, 2024). Knowledge of these stages enables the managers to give proper intervention, which includes clarification, counselling, and training to ease the experience. 

Positives of Change 

Hybrid working brings more flexibility to the employees, improves work-life balance, and improves face-to-face working, which necessarily leads to higher innovation and creativity. Besides, the organisation can see the increased productivity and satisfied employee rates as the predictable outcomes (Cruse Bereavement Support, 2024). 

The CIPD’s Health and wellbeing at work survey 2023 found the percentage of organisations that have a standalone wellbeing strategy has risen from 40% in 2018 to 53% in 2023. Although the percentage has increased, this means that 47% of organisations do not have a standalone wellbeing strategy.  Assess the importance of wellbeing at work and assess how good work could impact wellbeing. (AC 2.5)

Well-being plays a central role in enhancing the productivity of employees and acts as a foundation for a good working environment that provides satisfaction in the overall working process of any employee. 

Promoting workers’ health leads to increased happiness in the workplace and improves productivity and performance. When employees feel someone cares for their welfare, they are willing to work in order, be productive, and be loyal to their employers. This results in an improvement in oral and written communication employee efficiency, which translates to improved quality of the work done and fewer cases of work-related absenteeism and employee turnover (CIPD, 2023). 

Also, if the organisation ensures that employees are treated well, then it will get the reputation of being a good workplace, hence attracting and nurturing talent (CIPD, 2023). For instance, Apple Inc. has instituted employee benefits that enhance the overall health and well-being of the workers, such as disease management or workout regimes and the liberty to work from home (Newsroom, 2023). 

Consequence of Not Paying Attention to the Well-being 

Failure to pay attention to well-being results in stress, burnout and other health complications for the employees. This harms their physical and psychological health alongside the productivity and the quality of work they produce (Bold, 2022). 

Well-being Consequent to ‘Good Work’ 

Job security and fair rewards 

In “good work”, elements such as fair wages and job security that define employee benefits and that directly affect their health are analysed. If the pay structures of the firm are perceived by employees as fair and the jobs of the employees are secure, then the financial pressure on the employees is relieved, and the latter can work with enthusiasm (Perkbox, 2021). For example, organisations that have been noted to provide the employee with attractive remunerations and attractive health benefits in addition to job security are such companies as Unilever, and they have their employees happy and loyal to their companies (Unilever, 2024). 

Supportive environment and work-life balance

Another organisational factor that influences employees’ standards is the work environment – work-life balance. Flexible work arrangements are agreeable to employees since flexibility helps them reduce workplace stress while enjoying more job satisfaction (Perkbox, 2021). For example, employed by Salesforce, flexible working hours and work from home are available to facilitate the employees’ caregiver duties. It also improves their mental and physical condition and is disease-free, thus making them more productive and innovative. 

Provide a brief overview of the employee lifecycle and discuss people practice roles at the recruitment, development and separation stages of the lifecycle. (AC 3.1)

Lifecycles of the Employee 

The employee life cycle is a model that seeks to explain the process that an employee undergoes during their working period within a given firm. The stages are: 

Job seekers learn about the organisation and the jobs it has to offer. 

Recruitment

This includes the methods of recruitment, employee selection, and conversion to the organisational workforce. 

Development 

This involves employee training to acquire new skills and improve and empower them to have a better career path (Holliday, 2021). 

It includes tools to retain employees and make them more productive and loyal to the company (Holloday, 2021). 

It is the instance whereby an employee gives in their notice, either formally or informally or is fired from their job (Holliday, 2021). 

Recruitment Stage Roles 

During the recruitment stage, people practitioners are responsible for ensuring that the organisation recovers the best employee talent. Key activities include job analysis and description. Job analysis is conducted by people practitioners to determine and establish the competency demands and prepare comprehensive job specifications that will appeal to the right candidates (Breton, 2023). 

Development Stage Roles 

 In the Development stage, the people practitioners’ key activities are concerned with employees’ skill development and their organisational advancement. Key activities include training and development programs. A company relies on such centres to develop and implement training solutions that enable the acquisition of new skills and promotion (Breton, 2023).

Separation Stage Roles 

During this stage, people practitioners oversee employees exiting the organisation. Key activities include exit interviews. Separation interviews are conducted to find out why employees are leaving and collect information for the improvement of the organisation (Verlinden, 2020). 

Analyse how people practice supports organisational strategy through vertical integration and how people practice supports wider people strategies through horizontal integration. (AC 3.2)

Example of Organisational Strategy 

Apple Inc.’s organisational strategy focuses more on innovation and ensures that it adapts to change and maintains its competitive advantage through the subsequent development of new products and technologies. This is a strategic plan that seeks to maintain market dominance while expanding market share and revenue by introducing and selling differentiated and superior goods. 

Vertical Integration

Endorsing Innovation Plan 

Individuals support Apple’s innovation strategy through the implementation of vertical integration at the HR executive level. 

Talent Acquisition and Development

To sustain its innovation, Apple needs highly skilled human capital. Organic employees have discussions with the upper management of the organisation to determine the skills that must be hired and the ways to recruit such skills in technology and design. (Wharton, 2022). 

 Leadership Development 

Besides, innovation must have strong leadership at the Apple Company. Larger people practitioners support the delivery of leadership programs, which are able to grow visionary leaders who can lead and motivate creative-filled teams (Wharton, 2022). 

Horizontal Integration

Managing innovation can be considered a fundamental element for any organisation’s continuous improvement; one of the key competencies that must be developed when constructing the operating model for an enterprise as a business is the competency of supporting innovation strategy (Cypris, 2023). 

Horizontal Integration 

Supporting innovation strategy

People practice supports Apple’s innovation by offering horizontal integration to maintain congruity of different business units in the firm and the policies of expansion. 

Policy Development and Legislative Compliance

The people practitioners at Apple establish policies that will support innovation and flexibility without violating the laws and regulations that govern the company. For instance, they formulate policies on working conditions that enable one to feel at liberty to come up with new ideas for developing efficient handling methods (Cypris, 2023).

An organisation is planning to introduce a four-day working week. Discuss the processes the people function could use to consult and engage with managers and employees to understand their needs when moving from a five-day to four-day working week. (AC 3.3)

Stakeholder Analysis 

According to the plan, the change to a four-day workweek affects numerous stakeholders, and stakeholder analysis entails documenting all the affected people. Some of the activities in this process involve mapping stakeholders according to their power and desire to influence the organisation. The management and staff of the organisation can be interviewed, and their opinions can be obtained through a survey to determine what they can offer or say concerning the issue. When applied to the planned change, such reactions can be grouped to fit its communication and support measures regarding all audiences (Lowler & Boudreau, 2020). 

 Needs Analysis Activities 

Focus group discussions and workshops are used in needs analysis to determine how the employees and managers want the change to be done. Thus, professionals can discuss expectations for the work schedule, potential issues, and necessary assistance (Lowler & Boudreau, 2020). This may be applied to the four-day week by developing action plans with particular ideas related to the ascertained needs. 

Employee Surveys 

Opinion polls are one of the direct ways of sourcing views on the proposed four-day working week across the masses of employees. Work preference questions that should be included in the surveys are about work preferences, possible decreases in productivity, and things that may worry the people being surveyed. This process offers a way of presenting quantitative data that an employee might need to use to make decisions (Lowler & Boudreau, 2020). Moreover, the results of surveys can be used as the basis for fine-tuning the corresponding policies and measures of support as part of the planned change. 

Regular Feedback Sessions 

Compiling the transition discussions into daily feedback with the employees and the managers guarantees a consistent conversation. These sessions can be done in town meetings or groups, thus creating a session of continual input and a dynamic one. Implementing such a process will mean that issues are dealt with as they occur, and changes may be easily made at the onset. Feedback is also used to monitor the effectiveness of the strategies; this is done by ascertaining the number of people participating and the nature of the feedback given to sustain the participation (Lowler & Boudreau, 2020).

• 5C001 ORGANISATIONAL PERFORMANCE AND CULTURE IN PRACTICE

• CIPD Level 3
• CIPD Level 5
• CIPD Level 7

+44 2871140060

[email protected]

Image Disclaimer:

The images used on this website are not our own and are solely utilised for research purposes. Any credit for these images belongs to their rightful copyright owners. We do not claim ownership or authorship of any images displayed on this website. If you believe that any image used here infringes upon your copyright, please contact us immediately, and we will promptly remove it or provide proper attribution as per your request.

Content Disclaimer:

The papers shared on this platform are provided for reference purposes only. Users are strictly advised against submitting these papers to any educational institution or academic platform for grading or assessment purposes.

© 2024 CIPD Modules. All rights Reserved.

• Privacy policy
• Refund and Returns Policy

5CO01 Assignment Guideline Task One

Introduction.

Students will be required to provide a formal business report of approximately 2500words. The following is a guide to answering the 5CO01 assignment Task One Questions.

AC 1.1 An evaluation of the advantages and disadvantages of two different types of organisational structures – BMC’s structure and another of your choice

Students will explain BMC’s Hierarchical organisational structure. Decisions at BMC are centralised at the top. Students will explain the advantages and disadvantages of hierarchical structures, and relate this with BMC’s operations. Advantages of hierarchical structures relate to clear line of authority and chain of command. Disadvantages are that it enhance centralisation of power and creates communication barrier.

Students will then differentiate Hierarchical structure with another form structure either functional, horizontal or divisional structures. Students may refer to the structure in the organisation where they work from and will explain the advantages and disadvantages of the organisational structure and then link the structure to the organisation’s purpose.

Starbuck’s Coffee has a functional structure with different departments operating to complete different job functions such as HR, Marketing and Finance. Advantages include specialisation, accountability and clarity of employee roles and responsibilities. Disadvantages include challenges related to employee collaboration, lack of good co-ordination and ineffective flow of information.

AC 1.2 An analysis of the connections between organisational strategy, products & services, customers and revenue generation.

Students will identify how organisational goals link to organisational products and services, the target for the sale of the products to enhance organisational survival and growth.

Students will explain how organisational strategies link to customers, with the aim of meeting customer’s needs and establishing customer loyalty.

Students will explain how organisational strategies link to revenue generation to enhance organisational growth and survival, as well as management of risks.

Example: Students will explain how BMC’s strategic goal is linked to the sale of different food products and the customers in Manchester and other locations as well. Students may refer to OGSM Model while answering this question.

1.3 An analysis of the external factors and trends that are impacting or are likely to impact BMC’s future strategic direction

Students answer this question by considering the analysis models such as PESTLE, STEEPLE, SWOT, BCG or Porter’s Five Forces Model.

From the models, students identify external factors that may affect BMC operations in Manchester.

Example: PESTLE analysis tool evaluates the following elements:- Political (tariffs, political stability), Economic (Covid-19 pandemic, economic growth or decline), Social (lifestyle, culture and norms), Technological (Artificial intelligence, social media), Legal (Employment regulations, labour market laws) and Environmental (Sustainability, green policies, CSR). Refer to https://www.cipd.co.uk/knowledge/strategy/organisational-development/pestle-analysis-factsheet . Students should then consider how these factors impact the business and HR operations at BMC.

Examples of external trends that may BMC business include:- Flexible working hours and employee demographics.

1.4 An assessment of two current strategic priorities for BMC and what has caused them

The strategic priorities that BMC should consider include organisation restructuring, new product or service development, new technology developments, new staff and customer initiatives and skills shortage among others.

3.1 A critical evaluation of the relationship between the employee lifecycle and your work (or potential work) as a people professional

The students will identify employee life cycle concepts and evaluate activities that people professionals engage in at the different stages. Stages of employee lifecycle include;-

• Recruitment
• Induction/onboarding
• Employee development
• Employee retention

Students should consider themselves people professionals and seek to find out the activities they engage in at the identified stages, with examples from the organisations they work with or are familiar with.

While giving examples, students may consider using first-person language to show their involvement and their organisation’s capability in completing the identified activities.

3.3 Explanation of two key themes that are currently impacting people practice and shaping how your area of people practice supports the organisation

The impact that the issues have on people practices and solutions are analysed to help shape the area of work among the people and in the organisation.  Themes moulding people practices include employee mental well-being, globalisation, new technology, flexible working and nationalisation.

Example: Students discuss issues affecting BMC operations, such as failure of the business to consider people and their well-being, thus resulting to low levels of employee satisfaction and employee turnover. Impact to people practice is that employees become demotivated and thus fail to perform. Solutions would be to develop strategies effective to retain employees through effective workforce planning. Expected positive outcomes would be increased productivity and performance, recruitment of qualified personnel or experts to carry out different organisation roles and responsibilities.

1.5 An assessment of how people practices can impact on organisational systems and structures

Organisational systems can be closed or open. Students differentiate between the open and closed systems.

Students will explain how people practices can affect effective employment.

Students will explain how people practices can affect and improve people management.

Students will explain how people practices can affect development among people in organisations.

The students should provide a paragraph of the potential impacts that organisational structures and systems have on employee recruitment, talent management and priorities in the organisation.

3.2 An assessment of how the BMC People Practice Team: connects with and could support the two strategic priorities at point 4 above

Students evaluate the people practice concept and link them to strategic organisational functions organised by senior management. In addition, the students evaluate people practices’ partnerships to business operations functions. Finally, a link between people practices and organisation services to enhance success is provided to identify with the best support system to enhance organisational success.

3.4 An assessment of how the BMC People Practice Team: would consult with relevant parties to clearly understand needs for this.

Examples of parties that BMC practice team would consult include the organisational internal customers such as managers, employees and potential candidates. Various ways of engaging and consulting with these parties include;-

• Joint consultations
• Needs analysis
• Stakeholder analysis

3.5 An assessment of how the BMC People Practice Team: would plan relevant projects and ensure they were delivered in line with requirements.

Students should think of a project that they have been part of within an organisation. they should consider key components in the project, among them being the project goals and milestones, costs, risks, resources, times and team members’ roles and responsibilities.

The students should explain the project management stages that include;-

• Project conception
• Project development
• Project realisation
• Project termination.

Students also identify approaches effective to enhancing the delivery of the project. Some of the approaches include;-

• Effective communication among all stakeholders
• Leadership involvement in monitoring project activities
• Leadership involvement in evaluating project success and lessons learnt from completing the project.

Leave a Reply

You must be logged in to post a comment.

• CIPD LEVEL 3
• CIPD LEVEL 5
• CIPD Level 5_New Brief
• CIPD LEVEL 7

Latest Posts

Quick links.

Privacy Policy

Refund Policy

Terms of Service

[email protected]

Terms - Privacy Policy & Safety

© 2021 All Rights Reserved

• Tutoring Coming Soon

5CO01 Assignment Example

• February 21, 2022
• Posted by: Harry King
• Category: CIPD Level 5

Task One – Strategic Planning Meeting Report

As your report is being prepared for a formal senior management meeting, it should be written in formal business report format and style.

Your report is to be provided to BMC’s forthcoming Strategic Management Planning meeting where the main priority is to discuss implementing the new business strategy. The team is made up of mainly operational managers who have limited knowledge and understanding of the connections between organisational structure , strategy, and the wider business environment so the CEO has asked that your report should include an understanding of the connections between organisational structure, strategy, and the business operating environment.

The report must therefore include:

•  An evaluation of the advantages and disadvantages of two different types of organisational structures in different types of organisations, the range of products, services and customers
• Associated with each, and how they link to organisational purpose. (AC 1.1)
• An analysis of the way in which organisational strategy should be linked to products, services, customers and revenue (AC 1.2)
• An analysis of the current and ongoing impact on organisations of the range of external factors and trends. (AC 1.3)
• An assessment of two current issues and causes that identify key priorities within organisations that will affect product/service delivery, and the impact this may have on people practice and solutions. (AC 1.4 & AC 3.3)
• An explanation of the ways in which people practices can impact on organisational systems and structures, and therefore affect the effective employment, management and development of people (AC1.5)
• An exploration of the impact that technology has on people, work and working practices, and the current and emerging scale of the use of technology within organisations. (AC 1.6)

Task Two – Presentation Pack

The CEO has also asked you to prepare a presentation to the managers prior to their formal Strategic Management Planning meeting to position them for their meeting. The focus is to give theoretical understanding of organisational culture and workplace behaviour and how people practices should support the achievement of business goals and objectives. The presentation pack needs to include presentation slides and supporting notes.

The presentation must include:

•  An explanation of the principles of different approaches, theories and models of organisational and human behaviour that illustrate the factors that can influence how individuals, groups and teams contribute to organisational success. (AC 2.1)
• An identification of the main drivers of change in organisations, and using at least two established models, an explanation of how people might experience change (AC 2.2)
• An explanation of the steps that can be taken to increase diversity and inclusion in your work, and the implications for a positive and inclusive culture of not taking these steps (AC2.3)
• Using examples from your experience and current good practice concepts, an explanation of the positive and negative ways in which people practices can affect organisational culture and behaviours. (AC 2.4)
• An assessment of the importance of wellbeing in the workplace and identification of the different factors affecting wellbeing that can impact physically and psychologically and upon relationships, affecting health, commitment and performance. (AC 2.5)
• A critical evaluation of your experience of work and how this illustrates and supports the concept and principles of employee lifecycle (AC 3.1)
• Explains both the strategic and operational links and support between people practice and other organisational functions. (AC 3.2)
• Explores the principles of different approaches for engaging with internal customers to establish their needs (AC 3.4)
• Explains the key components of project planning strategies that can be used for ensuring projects are delivered in line with customer requirements. (AC 3.5)

It is essential that you refer to academic concepts, theories and professional practice for the tasks to ensure that your work is supported by analysis. Please ensure that any references and sources drawn upon are acknowledged correctly and supported by a bibliography.

Matrix structure

This is an organizational structure whereby the reporting relationships are designed as a grid or matrix instead of the traditional hierarchy. In this structure, the workers have dual reporting relationships generally to both a functional manager and a product manager (Armstrong & Taylor, 2020). The employees are answerable to two or more managers rather than just one line manager overseeing every aspect of a job role.

Advantages;

This kind of organizational structure lets various work divisions communicate easily and cooperate on a project. Since the workforces are answerable to numerous line managers and not just to their respective functional managers, resolution of issues is undertaken more quickly, and organizational-wide relations are enhanced. There is also improved sharing of resources across all the firm’s departments and efficient development of the employees (Sharp & Green, 2020).

Disadvantages;

It requires excellent collaboration between the functional and project managers and has the likelihood of conflicting managerial instructions and dictates. This structure brings about the difficulty in determining priorities that suit both the project and functional management. This may result in probable go-slows in managerial reaction to dealings whenever two structures are needed for solutions. There is also the possibility of structural breakdown during crisis moments and high overhead costs in the firm’s management.

Divisional structure

This is whereby the firms are designed to divide into semi-autonomous units termed divisions. These divisions have control over their daily organization’s operations. However, they are still answerable to a centralised management that provides the overall strategy for the company and coordinates its application among the divisions. Large multinational corporations typically use this structure (Beevers, Hayden & Rea, 2019).

For the reason that every single division is semi-autonomous, operational decisions are made by workers nearer to the exact issues and challenges. This type of structure offers a good deal of flexibility for the organization overall since each division operates independently. The labour force will specialize in technical know-how and skills best suited for problem resolutions. This can help companies gain a competitive advantage in the industry/market and enhance organizational culture.

It is not suitable for smaller firms, and lack of communication among the divisions may derail the growth and performance of the organization. It calls for many experts, hence costly to establish and implement. The heads of divisions are autonomous in executing their day-to-day tasks; as much as this accelerates decision making and actions performed by the division, it can generate corruption. Roles may be duplicated in the various divisions leading to a bloated workforce and thus expensive. This structure can produce aggressive and unhealthy competition as each division strains to outdo the other (Houghton & Young, 2019).

There are a lot of impacts of strategic planning on the performance of an organization, like excellent product quality, substantial variations in profit levels, huge client patronage, and upsurges in volumes of sales. The intensity of strategic planning is influenced by the management, structural and environmental dynamics (Houghton, 2020). Business strategies are the basis of survival in a competitive business climate and must be well crafted. A strategic plan is impractical unless implemented successfully, which calls for a good appraisal plan. For effective implementation of a strategy, firms ought to be aligned towards the recruitment of talented and motivated employees, who, grounded upon their accomplishments, should be promoted to higher hierarchical levels of management. The organization’s business leaders and all other workforces must have a vision for the development course of their company. This will promote the development of a culture of high performance. Additionally, the growth of financial autonomy will enhance the flexibility and ability to execute strategy.

Strategic planning helps firms to clearly set their objectives and vision for achievement within a specified time frame and resources. Organizations have to lay out blueprints, policies, and design structures for operations in order to realize their vision. Project management skills come to play in setting out and fusing organization structures (Beevers, Hayden & Rea, 2019).

Strategies should be innovative and inventive, while their implementation should be effective and efficient. A rapid and effective response will improve monitoring and evaluation and assist in executing the strategy and circumvent or minimize failure. Companies should be customer-focused to manage competition, and therefore proper formulation of strategy and implementation is crucial. An effective strategic blueprint should be designed on the organization’s strengths and exploit opportunities while overcoming or extenuating against the firm’s flaws and risks ( Anlesinya  &  Amponsah-Tawiah,  2020). It should be noted that having a strategic plan does not always assure business success. Still, a well-developed, inventive, and creative strategy that is well implemented will ensure success.

The external factors and trends that are impacting organizations:   social and cultural trends, technological advancements, demographic trends, and political dynamics. In response to the ever-changing tastes and preferences of the customers, firms are gradually adapting to a production pattern that suits best the interests and needs of their clientele. Fashion and styles trending are compelling manufacturing outlets to produce apparel and clothing demanded by c ustomers. Seasons necessitate what is offered for sale at the market. Improvements in technology, automation, and mechanization are changing the production patterns in organizations. Firms are adopting machines to produce goods or services; robotics and artificial intelligence take over human capital in companies (Parida, Sjödin & Reim, 2019). Biometrics and digitalized systems manage the employee life cycle in organizations ranging from sourcing, recruitment, payroll management, work supervision, and pensions and retirement benefits administration.

Political economy shapes the workplace policies and regulations used to govern and run organizations. This influences governments’ decisions regarding business regulations, labour laws, and even workers’ affiliations and relations to trade unions. Demographic shifts and population migration across regions influence the workforce composition and recruitment patterns in various organizations and the products to be produced and traded upon.

Another external factor is the massive growth and usage of social media platforms, which positively impacts business corporations since it offers them an avenue to market their goods and services and promote their public image and brand. Seasonal and climatic, and in some cases ethnic forces are also impacting the demand for some particular products in the market (Bombiak & Marciniuk-Kluska, 2019). As a result the business entities are compelled to respond in order to meet their clients’ needs for the period of such spells or terms. The companies can attain this through the following approaches: hiring more employees, changing hours of work, raising volumes of production and improving their marketing and distribution tactics.

This will ensure a continuous and uninterrupted supply of goods and services in the market.

The great and diversified demographics provide both opportunities besides challenges for business corporations (Sharp & Green, 2020). Legislative frameworks can impact revenue streams (by raising taxation and regulation), business aims, or competitiveness. Globalization and fluctuation in international market prices of commodities and wages also impact how companies operate. This affects their pricing and international trade policy. The economic setup entails factors that can impact the purchasing power of consumers as well as their expenditure patterns.

As it stands now, organizations are adapting to the current business atmosphere for them to cope and ensure business continuity. Amidst the Corona disease worldwide pandemics, firms have been forced to restructure by some firms scaling down their workforces, others closing down branches, and even others changing their production/service styles and approaches. So many organizations have prioritized and channeled more resources to promote remote working so in order to reduce physical interactions of employees, thereby curbing the spread of the disease.

The current issue within organizations which may affect service delivery is high employee turnover. This is a scenario in which more employees leave a firm than those hired. Employee turnover rates may result from a wide range of internal and external factors. Internal factors include lack of motivation, job dissatisfaction, lack of career growth opportunities, structure and culture, etc. Some external factors include intense competition for labour resources, legal issues such as high taxation, which may increase the cost of production, government policies (Buhalis et al., 2019). BMC’s challenges with employee turnover are caused by an internal factor: job dissatisfaction. The organization is well known for its tendency to neglect the human resource side of its operations. It is mainly concerned with the expansion and production part. Human resources are the backbone of any company’s success. Therefore much attention is needed there. The stiff competition in the labour market has worsened the situation, with most skilled employees seeking other companies. The company should therefore prioritize changing the status quo. This can be done by increasing employee motivation. Employee motivation can be achieved through employee engagement. Employees feel part of the company when they are engaged in most decision-making undertakings. Therefore, the company should make sure that the workers are engaged and pleased with the company’s strategies and policies. This will give them something to work towards, hence improving motivation.

Clear communication between the management and the junior employees is an issue. Enhancing communication through open and honest conversation and constructive feedback can help improve the situation.   Shortage of key talent is a current priority issue for firms in the labour market. Innovative and modern methods of running businesses are coming courtesy of technological advancements and innovations. Companies compete against each other to remain competitive in the market. They are rushing to train their staff to be IT compliant in line with the emerging trends in the tech world. Corporates are scouting for critical talents that are in missing in their firms. Personnel with expertise in machine learning, data science, analytics, remote sensor, artificial intelligence, and robotics are in great demand by organizations (Bombiak & Marciniuk-Kluska, 2019).

Companies are as well becoming more future-oriented. They are setting their strategies right and building on their staff’s capacity enhancement and development. This is to enhance their performance and also to keep them afloat with the current business trends (Houghton & Young, 2019). Mergers have been realized to help organizations reduce operations costs, improve profitability, and help the firms attain their other numerous objectives optimally and cost-effectively.

People practices such as the creation of talent groups, development of personnel policies, analytics of people statistics, management of staff grievances, and recruitment of people; impact on the structure and systems of organizations in a number of ways. Firstly, these practices will determine how employees are classified according to their talent and expertise to execute varied roles and responsibilities (Beevers, Hayden & Rea, 2019).

The mechanisms that seek to coordinate the divisions of labor are known as organizational systems. The structure of an organization is similar to a skeleton: it determines spatial linkages and impacts power dynamics among its different components. The frame does not perform much work on its own; it only serves as a framework within which the corporation coordinates its resources to achieve its mission. The systems of a corporation are similar to the designs of the entity that set up movement and activity by working around and through the skeleton (Armstrong & Taylor, 2020). Recruiting, performance management, reward, data processing, performance assessment plus promotion, and grievances are only a few examples of people practices in the workplace that enable organization systems and structure to work.

Staffing is necessary for every organizational structure. Wise business leaders carefully analyze how the individual skills of the people and the positions fit together. The mere presence of a job description on a piece of paper does not imply that someone in that position will be capable or willing to accomplish the duties stipulated in the job description. Many senior managers are more ready to make structural modifications than human adjustments when the abilities of available employees do not fit the work needs of certain portions of the organizational structure. Both choices are obviously available, each with its own set of expenses. People practices are the methods and approaches we utilize throughout the employment lifetime. A good organization will use the best human resource management to ensure that the people practice in the organization is managed correctly (Beevers, Hayden & Rea, 2019). When the organizational structure best suits the organization, the people practices will be handled seamlessly.

Technology has developed to be an integral part of contemporary society, and firms need to be innovative to counter the emerging technologies. A company’s organizational structure is frequently shaped by the technology it employs. Batch-technology organizations are usually structured differently from continuous-process companies. Organizational structures for technologies involving highly interconnected elements differ from those using autonomous, distinct pieces. The sequence of tasks and the equipment and people available to do them may significantly influence the management of the firm. As a result of the rapid development of technology and satellite-based information systems, new organizational structures are being created in today’s digital age (Buhalis et al., 2019). Organizations have learned that technology is essential to effective recruiting in recent years. Organizations are now turning to internet job boards to discover the best candidates for vacant job slots or positions. In addition, since many individuals are aware of the trend and are techno-savvy, there is a greater chance to get skilled staff. Portals allow employers to provide all necessary information on employment contracts, careers, and personal growth to potential employees and job candidates.

Technology is taking over most activities that people were initially carried out at the workplace. Technological impact, for example, in the communication and manufacturing industries has exponentially augmented the production rate of commodities and improved tremendously the speed at which business takes place. Technology at work has helped employees become extra efficient compared to before. Payment for business transactions, products have become cashless. Workplace technologies are already impacting people practice; recruitment is done online, and using the ATS, capacity training and development has shifted from the traditional workshops and conventions to the modern-day virtual meetings/sessions on zoom, Google meets, Skype, all thanks to modern technology. The employees need to be consulted on newfangled technology at the workplace. They need to be the focal point in making decisions regarding technology adoption that will impact their job roles (CIPD, 2019).

Adoption of advanced technologies at the workplace in service delivery is changing the way people practice ordinarily executes its role. In performing human resource data analytics, and performance-based evaluation programs to inform policy decision-making at the firm, the HR professional uses various management information systems. This saves time and cost and is user-friendly and straightforward to the personnel. This has enhanced service delivery and helped improve the performance of the employees and the organization at large. Strategies for better management of employees are developed and implemented promptly using reasonably practical approaches (Armstrong & Taylor, 2020).

The people practice will have to change how they deal with the staff at the workplace. In attempts to minimize operations costs, firms are closing some branches/offices and opting for remote working by their personnel. Technological innovations are enabling this. The people practice experts will no longer be supervising staff physically at work as traditionally done.

References/Bibliography

Anlesinya, A. and Amponsah-Tawiah, K. (2020), “Towards a responsible talent management       model”, European Journal of Training and Development , Vol. 44 No. 2/3, pp. 279-303. https://doi.org/10.1108/EJTD-07-2019-0114

Armstrong, M. and Taylor, S. (2020) Armstrong’s handbook of human resource management      practice. 15 th ed. London: Kogan Page.

Beevers, K., Hayden, D. and Rea, A. (2019) Learning and development practice in the      workplace. 4 th ed. London: CIPD Kogan Page.

Bombiak, E. & Marciniuk-Kluska, A., 2019. Socially Responsible Human Resource         Management as a Concept of Fostering Sustainable Organization-Building: Experiences of Young Polish Companies. Sustainability , 11(4), p.1044. Available at:             http://dx.doi.org/10.3390/su11041044.

Buhalis, D. , Harwood, T. , Bogicevic, V. , Viglia, G. , Beldona, S. and Hofacker, C. (2019),            “Technological disruptions in services: lessons from tourism and hospitality”, Journal of      Service Management , Vol. 30 No. 4, pp. 484-506. https://doi.org/10.1108/JOSM-12-        2018-0398

CIPD. (2019) People and machines: from hype to reality. London: Chartered Institute of Personnel and Development.

Houghton, E. (2020) Strategic human resource management. Factsheet. London: Chartered          Institute of Personnel and Development. Available at:   www.cipd.co.uk/knowledge/strategy/hr/strategic-hrm-factsheet

Houghton, E. and Young, J. (2019) Organisational culture and cultural change. Factsheet.            London: Chartered Institute of Personnel and Development. Available at: www.cipd.co.uk/knowledge/culture/working-environment/organisation-culture-change

Para-González, L. , Jiménez-Jiménez, D. and Martínez-Lorente, A.R. (2018), “Exploring the         mediating effects between transformational leadership and organizational performance”,             Employee Relations , Vol. 40 No. 2, pp. 412-432. https://doi.org/10.1108/ER-10-2016-      0190

Parida, V., Sjödin, D. & Reim, W., 2019. Reviewing Literature on Digitalization, Business          Model Innovation, and Sustainable Industry: Past Achievements and Future Promises. Sustainability , 11(2), p.391. Available at: http://dx.doi.org/10.3390/su11020391.

Sharp, S. and Green, M. (2020) Organisation development. Factsheet. London: Chartered             Institute of Personnel and Development. Available at:  www.cipd.co.uk/knowledge/strategy/organisational-development/factsheet

Wilmar Schaufeli. (2021) Engaging Leadership: How to Promote Work Engagement?, Frontiers in Psychology, 10.3389/fpsyg.2021.754556, 12

• Book a Call
• For Business Customers
• For HR Teams
• Reviews and Feedback
• Blog and Events

Blog - My take on all things "People"

Sign up to hear from me about blog posts, events and offers

• Privacy Policy

Bitesize HR Limited

Registered Office: Suite 16, Zenith House, Highlands Road, Shirley, Solihull, West Midlands, B90 4PD

0121 289 7108

Copyright © 2024 Bitesize HR - Human Resources Consultancy in Solihull, West Midlands B90 4PD - All Rights Reserved.

The Law is Changing

From 26th October an employer's obligations to prevent sexual harassment at work increase. 

Employers must train their employees and ensure appropriate policies and procedures are in place to support victims and manage allegations.

This website uses cookies.

We use cookies to analyze website traffic and optimize your website experience. By accepting our use of cookies, your data will be aggregated with all other user data.