International Business Sample 1
November 23, 2023Essay Sample 2
November 25, 2023Executive Summary
The report on “Constructive Relations at Top Trucking Company” helps the readers to understand the repercussions and importance of thorough human resource management. It demonstrates how challenging working conditions and unprofessional practices can be replaced with proper working models and encourages the workforce to improve their productivity.
It highlights the significance of proper workplace practices and skillful attitudes of people and their implications on the efficiency of the organization. The impact of the new and improved work model on the better coordination between manager and workers and the leadership role undertaken by the new manager has been brought out in the report.
We have certain takeaways from the analysis – appropriate steps taken by the manager to attain the current goodwill and workers’ satisfaction to generate maximum yield in Top Trucking Company.
1. Introduction
The effective management of human resources forms the backbone of any business since managing manpower is a complex activity. According to the case, initially, even though Top Trucking Company had a good reputation for being a productive workplace, the internal environment was pretty harsh with a poor leader leading the yard. As this report moves further into the case, it can be understood that the implications of sound human resource principles and how well-integrated practices and apt leadership skills can assist an organization to achieve objectives and have a content workforce (Arnold, 2014).
The central point of the report is to make the reader understand how proper employment relations play a vital role in workplace scenarios.
2.
As per Kramer et al, the management made significant changes while placing the workers in the central position. It was willing to spend money to create a professional and productive environment. The most important change was brought about when the old yard manager “retired” and a new yard manager was appointed (Kramer et al., 2011).
2.1 Communication
As per Anteby & Bechky, the new manager was open to new ideas and considered the views of the workers. He believed in maintaining a transparent communication channel and he started having conversations with the drivers and their union representatives. He was able to establish productive communication with enraged union members and delegate with George who existed in the system for quite some time (Anteby & Bechky, 2016).
At times of distress or problems, he showed maturity and his approach was very open-minded. Instead of blaming others, he preferred to have an open discussion with the drivers. He tried to conclude by thinking logically and rationally.
2.2 Infrastructural changes
According to Boxall, there were some infrastructural changes like the old trucks were replaced with new ones; and a new computer system was installed in the yard. Initially, the drivers had having unwelcoming attitude toward these changes, but with time they realised its benefits (Boxall, 2016).
The drivers were given new uniforms which evoked a sense of pride and ownership in their work.
2.3 Focus on Training
The drivers were given training in technical aspects and customer service aspects. Since during the tenure of the old yard manager, there were issues of conflicts and accidents, the new manager focused on making the drivers technically strong and competent. He genuinely worked towards upgrading occupational health and safety.
2.4 Involvement and Ownership of Workforce
The new manager involved George and the drivers alike in the affairs of the company. He consulted George while taking steps to improve the image and working of the yard. He also shared relevant information regarding the yard’s performance with the drivers. He believed in maintaining an open and transparent communication network all around the yard.
He was rational in his approach and this reflected in the performance of Top Trucking Company’s performance and productivity. There was a better environment and improved relations among the workers in the yard (Godard, 2014). Thus the changes brought about by the new manager brought positive change in the overall performance and helped it get new contracts. The Wollongong yard was set as a benchmark in terms of some key indicators of yards.
3. The risks to sustaining these changes if George or the yard manager moves on
As per Lakhani, Kuruvilla & Avgar, when a significant figure in an organization changes his company or moves to a different level to handle a different role, the human resource department plays a vital role in managing such affairs (Lakhani, Kuruvilla & Avgar, 2013).
In this particular case study (Kramer et al,2011), the new yard manager and George are both indispensable resources to the Top Trucking Company. The manager had the challenging task of establishing a proper working environment and maintaining a good and transparent communication network in the yard (Gould, 2016). He was able to achieve his task. George was the union delegate, who had been in the system for a very long time. The loss of any manpower could affect the performance of the work teams within the company hampering the performance of George (Kramer et al., 2011).
The risks associated with the changes if George or the new yard manager moves are stated below:
3.1 Incomplete Task –
If a vital resource like George or the new yard manager moves from the organization, there is the risk associated with incomplete work that was introduced or planned by the respective people. Since both of them were an integral part of the system, the yard would definitely be affected and the morale of the drivers would go down (Kathuria, Urdhwareshe & Ghosh, 2014).
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3.2 Insecurity and Uncertainty –
The new manager was very competent in his work. Since George was in Top Trucking Company for a fairly long period he knew how activities were conducted in the firm. He invested his time and energy to win the confidence of the drivers and their union representatives (Van Craen, 2016). His move would create a sense of insecurity and uncertainty among them relating to the growth and operations of the company (Kramer et al., 2011).
3.3 Lack of Confidence –
If George moved out it would surely affect the union since in any labor union, the union delegate is highly respected and the workers have high regard and confidence in him. If he would move out, it would give rise to unsolved issues (Schulz, Luthans & Messersmith, 2014).
3.4 Ineffective Communication –
According to Kalleberg, the yard manager believed in maintaining a transparent communication network. He communicated with the drivers the overall performance and operations of the company which enhanced their coordination. If he moved out, it would have a significant impact on the communication channel in the yard (Kalleberg, 2015).
The Top Trucking Company would be negatively impacted if either the new yard manager or George moved out of their respective roles.
4. The Transport Workers Unions are more or less likely to engage
According to Human Resource Management Literature, the Transport Workers Union is better adaptive to workplace changes as compared to the Public and Service sector.
Blue-collar union refers to the union of workers, who work as drivers, firefighters, etc. They enjoy high union support as compared to the people or workers working in the service and public sector.
These blue collared people are the workers who possess high manual skills but they have limited academic knowledge and most probably they have not obtained formal education. The remuneration is paid to them based on time – might be hourly, daily, or weekly which generally depends on the work structure of the organization. These people are more concerned about the union rather than the management of their firm (Kaufman, 2014). As per Kramer et al, these workers have significant demand in the market since their work mainly involves manual and physical labor. These people are recruited for production work and have the least communication with management. They opt to have a union representative who can negotiate their demands with the top management (Kramer et al., 2011).
The people working in the public and service sectors have academic knowledge and professional experience. They have a specific designation in the firm. They have casual views and acceptability opinions about workplace changes as compared to the people working in unions like the transport worker union. These people are much closer to the management about communication and have much better reach.
In the case of the Top Trucking Company, the management, the new yard manager and their union delegate brought about the changes and there was minimum scope for any negotiation between the management and the drivers. But in the case of the public and service sectors, the employees have a greater say over the policies of the firm (Kersley, et al., 2013). Hence it can be rightly stated that the transport union workers are more likely to engage in workplace changes.
5. Conclusion
The case study helps the readers to understand the importance of effective Employment relations and the importance of effective Human Resource Management. Straight and open communication plays a vital role in increasing productivity at work and for the entire organization.
It is important to have a strong leader who can lead from the front. The case shows how a rational approach of the management team can have a positive impact on the employees and bring about a positive change in the professional environment and the attitude of the people.
Thus major changes like infrastructural improvement, influencing leader selection, rational approach, and sense of ownership among staff are important for any firm to increase the productivity and overall work environment.
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6. References
Arnold, A. (2014). Trust in employment relations: a multiple-foci and dynamic perspective.
Schulz, S., W. Luthans, K., & G. Messersmith, J. (2014). Psychological capital: A new tool for driver retention. International Journal of Physical Distribution & Logistics Management, 44(8/9), 621-634.
Anteby, M., & Bechky, B. A. (2016). Book Review: Editorial Essay: How Workplace Ethnographies Can Inform the Study of Work and Employment Relations. ILR Review, 69(2), 501-505.
Boxall, P. (2016). Employment relations in the shadow of the recession: findings from the 2011 Workplace Employment Relations Study.
Godard, J. (2014). The psychologisation of employment relations. Human Resource Management Journal, 24(1), 1-18.
Gould, A. (2016). International and Comparative Employment Relations. National regulation, global changes. Relations Industrielles/Industrial Relations, 71(2), 375-377.
Kalleberg, A. L. (2015). Financialization, private equity, and employment relations in the United States. Work and Occupations, 42(2), 216-224.
Kathuria, R., Urdhwareshe, P., & Ghosh, D. (2014). Institutional pathways to promote efficiency in logistics: the case of India. Asian Journal.
Kaufman, B. E. (2014). History of the British industrial relations field reconsidered: getting from the Webbs to the new employment relations paradigm. British Journal of Industrial Relations, 52(1), 1-31.
Kersley, B., Alpin, C., Forth, J., Bryson, A., Bewley, H., Dix, G., & Oxenbridge, S. (2013). Inside the workplace: findings from the 2004 Workplace Employment Relations Survey. Routledge.
Kramer, R., Bartram, T., De Cieri, H., Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2011). Human Resource Management in Australia-Strategy, People, Performance.
Lakhani, T., Kuruvilla, S., & Avgar, A. (2013). From the firm to the network: Global value chains and employment relations theory. British Journal of Industrial Relations, 51(3), 440-472.
Van Craen, M. (2016). Understanding police officers’ trust and trustworthy behavior: A work relations framework. European Journal of Criminology, 13(2), 274-294.