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MGT 501 Human Resource Management Assignment Sample
Case Discussion Topic: Designing Organisation (Topic 8)
Name of the Case:“Can a Strong Culture be too Strong”
Q1. What conflicting values are evident in this case?
Response:
One of the prime conflicting values that are identified in the case study is related to organizational culture which does not align with employees working in the firm. The name of organisation is ‘Parivar’ which in Hindi means ‘family’ and probably the senior management has taken inspiration from this word and established a family like organisational culture, wherein all the employees are treated as family members. This culture is not very much preferred by the employees as they are more money oriented. With the increasing profitability of the firm, the employee turnover rate is also increasing as the workers are unable to fully embrace the culture. The organisation fails to understand that needs of the employees are not always value-oriented but money oriented also. Due to this issue between culture and employee needs, the company is getting affected.
Q2. What advice would you give Indira Pandit and Sudhir Gupta about a way forward that resolves the values conflict?
Response:
Seeing the issues with the current environment of the company, there certain suggestion for Sudhir Gupta and Indira Pandit. The company should make the decisions while considering the satisfaction of its employees and managers along with the due care of their “Future Vision Exercise” which is based on the idea of “People Support.” This provides a better insight into current organisational culture. The main motive of this idea is to encourage the employees to reach senior management and convey the problem they face. The senior employees would try to determine the apt solution to such problems. This also highlights the current organisational structure being followed in the company (Garvin, et.al., 2014). Also, the human resource manager should mediate and try to resolve the issue from their end. There should be a well-established communication network to resolve the employee issues by senior management. In addition to this, mentoring can also work for Parivar in retaining its best talent for a longer duration.
Q3. What management competencies do you believe this case highlights that are important for the 21st century leader-manager in VUCA world?
Response:
It is important to note that manager should keep in mind the country of origin of the business. It would definitely have an impact on the types of organisational structure of the company. The country of origin influences the organisation’s approach to problems and modus operandi of carrying out its functions (Adeoye& Fields, 2014). The management competencies important for this case are keeping a right balance between culture and employees need (Gilani& Cunningham, 2017). The needs of the employees can be determine by Maslow’s Hierarchy of Needs theory. The manager should focus on hiring employees who fit into organisation’s core values and motive. Such employees are required to be motivated on regular basis and through mentoring.Also, the human resource manager should mediate and try to resolve the issue from their end. The management can provide incentives and recognition as a reward to keep the employees motivated while reinforcing the culture (Hameed, et.al, 2014). All this require a visionary approach from the manager and this would ensure a better retention rate of employees in the firm.
References
Garvin, D. A., Natarajan, G., & Dowling, D. (2014). Can a strong culture be too strong?. Harvard business review, 92(1), pp. 113-117.
Gilani, H., & Cunningham, L. (2017). Employer branding and its influence on employee retention: A literature review. The Marketing Review, 17(2), 239-256.
Hameed, A., Ramzan, M., &Zubair, H. M. K. (2014). Impact of compensation on employee performance (empirical evidence from banking sector of Pakistan). International Journal of Business and Social Science, 5(2).
Adeoye, A. O., & Fields, Z. (2014). Compensation management and employee job satisfaction: A case of Nigeria. Journal of Social Sciences, 41(3), 345-352.
