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Usama Idrees
31 December 2020
Madame Saira Rizwan

Answer 1

Human Resource Management (HRM) refers to the systematic management of personnel

within an organization. The HRM Process consists of three stages: planning, staffing and
evaluating.

Planning consists of demand and supply forecasting of workers to conduct a job analysis
which initiates the staffing process. Demand forecasts decide on how many and what types
of people are needed for the organizational requirements while Supply forecasts refer to the
entire pool of relevant workers that will be available from within (internal) or worldwide
(external). Job analysis identifies job requirements in terms of occupations: duties, tasks and
workload, and knowledge requirements: skills, qualifications, expertise, experience etc. The
first set of requirements come under a Job Description which explains what the job entails
while the second set comes under a Job Specification which highlights the level of expertise
required.

This initiates the staffing process. Recruitment leads to the development of a reservoir of
applicants for different jobs in an organization and has two types. Internal Recruitment is
done mainly through a job-posting system - advertising the job on the company intranet
(newspapers, noticeboard, website). External recruitment can be done through recruitments
agencies, newspapers, specialist magazines, government centers, word-of-mouth
recommendations, college pick-ups etc.

Selection builds on recruitment and is the final decision of bringing in the new candidates of
choice after interviews and tests. A number of selection practices are used by firms:
Applications and Resumes (basic profiles), structured or unstructured interviews, and
background checks (including reference checks) to establish employee credibility. Backed
by these are different tests such has personality, cognitive tests, integrity, performance, drug
tests etc. and then suitable employees are recruited.
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Answer 2

(a). Staffing is not entirely hiring new candidates, but also reducing the workforce if need be.
Downsizing is done when the firm identifies a labor surplus i.e., some posts have multiple
employees and work duplication can cause inefficiency, or when the firm undergoes a
structural change such as mergers, acquisitions, relocation etc. and some posts are no
longer needed. Furthermore, deep economic recessions like the 2008 crisis can leave the
firm with layoffs as the only option for survival.

(b). In order to avoid ‘stressful downsizing’ firms need to adopt a proactive approach
towards managing its personnel. Economic booms and output overflows are not always good
indicators of over – hiring to avoid excessive downsizing in future. Also, staying abreast of
the environmental changes and continuous development of workforce (training) may not
require downsizing. An open communication network to constantly articulate new ideas,
potential opportunities etc. avoid uncertainty and such situations.

Firms should retain the exceptional talents vital for future growth. Falling sales and profits is
the last situation Diana Simpson would want to deal during this crisis. Furthermore, these
talents can boost employment in future again!

Downsizing can be morally questioning. To avoid this stress, firms can plan to outplace the
laid off ones i.e., help them get a job elsewhere. This reduces anxiety among existing
employees and those leaving. This can also be followed by some redundancy payments if
feasible Moreover, volunteering options can be given – those who would be leaving
anyways and those soon retiring can take the initiative to the benefit of others.

Answer 3

Analyzing the situation, it seems Dream Builders’ employees are not motivated to work hard
and effectively for the business which has led to a labor turnover of 22% and retaining them
is a challenge.
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Referring to Herzberg’s two factor theory on motivation, basic pay falls into the category of
hygiene factors, which if not paid or ‘raised’ can act as a demotivator. To counter this, DB
can raise it pay policies even if competitors do not to enhance its reputation as a high –
paying employer.

Furthermore, it seems DB is fixed on providing support to families and housing solutions

when that is not the only reason employees work hard. Maslow’s hierarchy of needs can be
effectively applied here. It implies that workers move up the need-ladder in a defined order of
many different needs starting from physical needs to eventual self-actualization. As manager,
one needs to identify which needs are being met, should be met next to achieve true
‘employee satisfaction’. Housing needs in this case, can be referred to as physical or security
needs only. Employees have many other needs like social affiliation, respect (ego) and self-
actualization (true job satisfaction).

The organization is ineffective when it comes to implementing the ‘goal-setting’ theory. The
CEO has a great vision ‘employee satisfaction’ but it has not been articulated effectively.
Managers are indifferent of this belief; the organization is not well-integrated. Furthermore,
employees have different reasons they work for, worker participation in deciding his
rewards is necessary. Simple procedure can be the introduction of cafeteria-benefit
programs or flexible benefit programs linking performance and ‘low turnover’ to relevant
rewards.

Answer 4

Real teams are formed when members have a sense of belonging, mutual trust, accountability
and complementary skills to keep the back of others. In case of LA Seleccion, a shared goal
of victory is missing. The team has no vision which unites and directs them towards a
common goal i.e., victory. It seems it remains to be a group rather than a real team which
has failed to transcend personal interests to glory for the country (world-cup). Not “All
together for a new dream”.

Referring Tuckman’s model, it seems the team has not been able to pass the storming stage.
There is no ‘true’ leader from within the team and they are unable to deal with conflicts.
Problems are on both ends, the bosses and the teammates. The team lacks a sense of
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accountability to themselves and the boss, is disrespectful while managers lack negotiating
goals to unite the team. Giving the team some authority breaks down the rigids structure
and improves chemistry which is clearly missing. This signals low cohesiveness i.e., how
poorly knit the team was.

Trust the essential component of effective teams, and psychological safety are missing.
There have been shouts of ‘traitors’ within the team. Honestly accepting defeat, learning
from it rather than protesting and leaving the training ground in crucial situations mark only
failure.