INDIVIDUAL

COURSEWORK HR

Name of the Student:

Name of the University:
Module title:
Module Tutor Name:
Words: 1502
References: Harvard
INDIVIDUAL COURSEWORK HR

Executive Summary

The Report was prepared to focus upon the HRM issues in Clethan clothing. The report
comprises a brief introduction of the company and then proceeds with outlining of Primary
Issues and finally proposals have been recommended along with the best possible results that
is measured by employing HR models and theories. Furthermore, implementation of the
models has been shown with relation to the estimated costs and human resource process and
plans. The overall report will focus upon the issues and recommendations that need to be
implemented by the HR department of Clethan Clothing.

1
INDIVIDUAL COURSEWORK HR

Table of Contents
Introduction................................................................................................................................4
Outlining Primary issues in Clethan Clothing...........................................................................4
Warehousing Issues................................................................................................................4
Logistic Issues........................................................................................................................5
Proposal to Improve HR delivery Process at Clethan Clothing.................................................5
Implementation of plan including Outline costings and Responsibilities..................................7
Risk Register..............................................................................................................................9
Conclusion................................................................................................................................10
References................................................................................................................................11

2
INDIVIDUAL COURSEWORK HR

Introduction 

Clethan clothing is a global company that deals in fashionable Clothes. The company has
presently 9,000 employees and operates with the aim of producing high quality clothing at
reasonable price. The company presently operates in all regions of every country. It deals in
Men’s and women’s casual wear, Workwear, Children’s school clothes and Trendy and
classy Urban clothes. The company is presently facing warehousing and logistics. The report
will focus upon these major issues ALONG WITH the improvement strategies that the
company needs to implement
. 

Outlining Primary issues in Clethan Clothing 

Clethan clothing is facing issues in Warehousing and logistics. The detailed analysis of both
issues is discussed below:
Warehousing Issues

The recent benchmarking exercise carried out revealed that the production costs are
relatively higher than the other competing business. This has resulted in inflating prices of
major products. The clothing items are directly related with the price and any deviation might
result in overall fall in the production, thereby affecting the overall profits. The issue of
higher productions costs mainly aroused due to the following aspects:
 Longer working hours of warehousing employees, leading to a higher cost per
unit of output.
 Higher overhead costs due to extra working hours, thereby increasing the final
costs of the production.
 Poor communication system built within the warehouse which leads to delay
in the production process. 
 Traditional Production Method
Furthermore, the company is facing inflexibility in its workforce and this has forced it to
introduce zero hours contracts for employees. The company HRM managers have also
identified that the present employees have failed to perform their duties and responsibilities
and this is one of the several major issues that needs to be sorted immediately. 

3
INDIVIDUAL COURSEWORK HR

Logistic Issues

This issue relates to workplace conflicts between production managers and employees at both
factories as well as office sites. Clethan Clothing employee’s workforce is in disarray since
dissatisfaction emerged between all production line employees. Furthermore, lack of
communication between the corporate central functions and local recommendations. leading
to uncleared situations around the production area. The conflict issue has been one of the
major forces that led to increased production costs and the main reasons behind it are:
 Central decision making regarding the functioning: This issue relates with the
decision making impacts the time of delivery, thereby leading to rapid increase in
warehouse costs.
 Internal conflict: This issue relates with the conflict of ideas and interests amongst
employees and between production manager and employees. This issue has a direct
bearing on the relationship with suppliers.

The company has further been facing internal conflict in relation to health issues as it could
be evident from one of the allegations that a team leader has made on the health department.
The allegation is mainly concerned with the lack of safety measures adopted leading into a
dangerous working atmosphere. This conflict has led to an unpleasant working atmosphere
within the organisation. Moreover, the issue has created a sense of dissatisfaction among sets
production line employees, thereby leading to poor production of goods at higher costs. The
inflexibility of the health department and production manager has resulted in the rise of
overall health issues in the company, as the loss of trust has become an inevitable result.

Proposal to Improve HR delivery Process at Clethan Clothing

Human Resource Management is a tricky aspect that an organization is always confronted

with. HRM is regarded as the replacement of the term personal management in organization.
In this regard experts like Holland, (2019) defined HRM as ‘Old wine in New bottles. On the
other hand, Savaneviciene and Stankeviciute, (2013), opines that human resource
management is not replaceable as it differs from personnel management. It suggests that
Human Resource should take the administrative tasks like recruitment, promotion, reward
introduction in terms of bonus and incentives and training of personnels. Moreover, it

4
INDIVIDUAL COURSEWORK HR

identifies that HR administrators are not recognised as strategic partners in business and does
not contribute to the overall achievements of the business. 
Baporikar, (2020), further opines that “HRM is a distinctive approach that aims at achieving
competence benefits by employing the strategic deployment of a highly skilled workforce,
using an integrated array of cultural, personal and technical methods”. On the other hand,
Byars and Rue views HRM as an activity that aims at co-ordinating the workforce and overall
human resource in the organisations. This approach was criticized by Boxall and Parallel as
they feel that HRM is compressed of every aspect of with the management employment
relationship in the firm.
Clethan clothing can improve hr delivery process through several recommendations like;
Generally, all managers in the company are identified as HR managers and, in this regard, it
is important that the HR system is organised and managed in order to increase the
effectiveness of HR managers. Furthermore, it is irrelevant to employ a matron or an
engineering manager in the field of designing and administrative activities, for example pay
stream. In this regard medium as well as large business resorts to the formation of HR
departments and recruit HR specialists that can encounter intricacies involved in the
designing and administrative.
Supervisor and managers need to be held responsible for recruitment, selection and training
of employees. This requires both to focus upon the primary assignments which helps them in
reducing the time of production, thereby reducing the production costs.
The Four important HRM dimensions as suggested by Guest and can be implemented by HR
department of Clethan clothing are:
 Commitment: This is concerned with the identification and merger of
company interests with the personal interests, in order achieve a common goal.
 Flexibility: This signifies the importance of adapting to change in an
organisational structure.
 Quality: This is one of the essential dimensions as it relates with the shaping
of a product and includes high level workforce deployment.
 Integration: This is concerned with the matching of human resource planning
according to the needs of the business strategy.
Human Resource management operations and Practices have replaced the fundamental
management in organisation. In this regard the HR department can study and implement the
Karen Model .  The model classified HR practitioners into three categories;

5
INDIVIDUAL COURSEWORK HR

 Conformist Innovator- HR practitioners’ who identifies the business objectives by

analysing strategies like cost reduction, increase in productivity and reducing conflict
in order to achieve the organisational aims (Martin, Siebert and Robson, 2016).
 Deviant Innovator- This HR practitioner generally shifts from organisational
objectives and resort to an independent strategy. In this regard the management makes
recommendations to employees and the HR department to focus on the function
position and status (Martin, Siebert and Robson, 2016).
 Problem Solver- HR practitioners that assists management in resolving daily issues.
This practitioner developer is essential to smoothly conduct the activity of production.
In addition to the above discussed measures and strategies the Company must introduce New
Technology to transform the administrative role of HR practitioners and Outsourcing of HR
tasks in order to reduce labour costs. This will allow the business to focus more upon the
strategic roles, which will in turn reduce the number of staffs in HR departments.

Implementation of plan including Outline costings and Responsibilities

Proposed Execution of Plan Duties and HR Process Estimate

Plan Responsibilities d Costs
(US
Dollar)

6
INDIVIDUAL COURSEWORK HR

Karren  Classification  Allocation of  Planning 25000-

Legge of Human duties and cost and 6000
Model Resource fixing conflict
Practitioners responsibiliti reduction by
into three es of identifying
different Production organisation
categories: manager. al aim.
Conformist  Allocation of
innovator, duties of
deviant Employees of
innovator, and production
Problem department.
solver.
 Identification
of
organisational
objectives.
 Implementati
on of
identified
objectives
into the
production
process.

7
INDIVIDUAL COURSEWORK HR

Human  Classification  Control,  Planning the 9000-

Capital of assets guide, and allocation 18000
Manageme managed in mage use of of financial,
nt business. classified human,
 Verifying the assets to physical,
degree of meet and
operations organisationa intangible
with relation l goals. assets for
to classified  Identify the production
assets. deviation and other
between the departments.
actual use
and the
estimated
use.

Storey  Identification  Assessing  Arranging 25000-

Model of HR organisation resources 40000
managers needs. like
intervention  Derive introduction
in required of New
management changes. technology
process in the
 Identifying organisation
HR as .
Advisor  Arranging
practitioners for
who belong to provision of
HR welfare,
practitioners. training, and
growth
programmes
for
employees.

8
INDIVIDUAL COURSEWORK HR

Risk Register

I Date raised Risk description Impact 

D

1 1st February, 2020 Conflict between employees and High 

management

2 6th February, 2020 Demotivation of employees Amber  

3 12th February, 2020 Bribery and corruption  Low

4 16th February, 2020 Increasing warehousing costs. High 

5 19th February, 2020 Delay in delivery Amber  

Conclusion 

The rise of warehousing and logistic issues in Clethan clothing has led to increase in
production costs of the company and thereby reduced profitability. The importance of Human
Resource Management models like Karren Legge Model and Storey Model has been
recommended to incorporate major changes in the management structure and assigning duties
of employees. Furthermore, the report also recommends the management of the plan
procedures of the models and the estimated cost. This is regarded as important in order to
resolve conflict between employees and management and improve the overall productivity.

9
INDIVIDUAL COURSEWORK HR

References

Baporikar, N., 2020. Human Resource Management for Managing Cultural

Diversity. International Journal of Applied Management Sciences and Engineering, [online]
7(1), pp.74-99. Available at: <https://www.igi-global.com/article/human-resource-
management-for-managing-cultural-diversity/246857> [Accessed 11 March 2020].

Holland, P., 2019. Managing Talent: A Contemporary Issue or a Case of Old Wine in New
Bottles?. Contemporary HRM Issues in the 21st Century, [online] pp.15-28. Available at:
<https://www.emerald.com/insight/content/doi/10.1108/978-1-78973-457-
720191004/full/html> [Accessed 11 March 2020].

Martin, G., Siebert, S. and Robson, I., 2016. Conformist innovation: an institutional logics
perspective on how HR executives construct business school reputations. The International
Journal of Human Resource Management, [online] 29(13), pp.2027-2053. Available at:
<https://www.tandfonline.com/doi/abs/10.1080/09585192.2016.1239118> [Accessed 11
March 2020].

Martin, G., Siebert, S. and Robson, I., 2016. Conformist innovation: an institutional logics
perspective on how HR executives construct business school reputations. The International
Journal of Human Resource Management, [online] 29(13), pp.2027-2053. Available at:
<https://www.tandfonline.com/doi/abs/10.1080/09585192.2016.1239118> [Accessed 11
March 2020].

Quoc Cuong, D., 2018. Legge, Karen Human Resource Management What is human resource
management. academia, [online] Available at:
<https://www.academia.edu/27948100/_doi_10.1007_2F978_1_349_24156_9_3_Legge_Kar
en_Human_Resource_Management_What_is_human_resource_management> [Accessed 11
March 2020].

Savaneviciene, A. and Stankeviciute, Z., 2013. Relabelling or new Approach: theoretical

insights regarding Personnel Management and Human Resource Management. Engineering
Economics, [online] 24(3). Available at:
<http://www.inzeko.ktu.lt/index.php/EE/article/view/1618> [Accessed 11 March 2020].

10