Building Constructive Relations in a Trucking Company

Question: Discuss about the Building Constructive Relations in a Trucking Company. Answer: Introductions Through the case study, the report aims at providing the implications and applications of various human resource management practices that can be applied in the workplace. The provided case study describes about the importance of HR management and the roles that the HR managers play in the realization of the overall goal of any given organization and the theories involved in the study of Human Resource Managements and practices. The report emphasizes on the efficiency of the workplace practices that were introduced by the new Manager in the Constructive relation at top trucking company (the case study). The learner will be able to understand the roles played by the yard manager, the challenges faced by the manager in the process of implementing his strategies. The aspect of change is clearly elaborated, the research illustrates that primarily, the workers fear change for different reasons such as fear of the unknown. Human resource management In the view of Schuler ad Jackson (1987) as referenced in Tan and Nasurdin (2011) Human resource practices is a system that develops, attracts, retains and motivates employees to get ensured about the survival of the members of the organization and organization as a whole. Human resource practices are a style that is used by organizations in resource allocation, managing human capital, and division of tasks. The union delegate that is George Psaros was the expert witness of the company transformation phase, and in offering of his support for the union workers and management of the organization. The company was well recognized although the working condition was affected by the manager who was said to be demanding, dominating and autocratic making the workplace unfavorable to the individuals working in the yard. According to Murthy (2012), HRM is an area of interest where employers and employees interest should coincide with an emphasis on organizational effectiveness. The company when it was operated under the old management had came across several challenges from the manager's attitude which was unwilling and usually commanding for accepting the fact that the divers were unwilling to adopt because of lack of participation of management and his efforts to bringing adaptation. The new manager was so determined and well motivated, he brought in several changes such as dress code, training of workers and equal participation by all the employees including the union`s delegate in the process of improving the workplace practices and performance of the yard. The HRM affect the productivity of any organization either positively or negatively depending on the attitude of the HR manager. Human Resource Management model There are four Human Resource Management models; the Harvard Framework, the Guest the Fombrun and finally the Warwick model (Management study HQ journal, n.d.). The company in the case study utilizes Harvard Framework to manage the workers who are the drivers in the organization. In the case study, the yard under new management mainly focuses on the workers (truck drivers) and introduces several workplace practices to create a productive environment. Coyle-Shapiro et al. (2013), states that in the Harvard Framework model, the line manager needs to accept more work on the basis of responsibilities so to comply with the synchronization of competitive strategy and individual policies. According to this model, the rules are designed for governing the development of activities of the management and its personal and also the implementation of the plans about the organization`s objectives. The employees are the most valuable stakeholders instead of the customers or shareholders; the Harvard Framework model creates the following human resource policies; recruitment of workers the selection, termination, employees appraisal, and promotions. The employee's influence is concerned with the delegation and responsibilities. Managing and Designing the workflow among the reward and people systems which can be practiced via motivating employee by rewarding as well as providing them recognition (Croft, 1995). Application of HRM model Shabnam (2010) illustrated that the important confrontation before the line manager who are workers which are unwilling and autocratic to give approval for the critique. The old management did not involve the employees in decision making; their views were not considered in the management o the yard. Appointed new line manager: The administration named the new manager who has all the information about the conflicts and previous behavior between the union and the old manager. He was open-minded and willing to listen to the innovative ideas from its workers on many occasions. Instead of blaming the workers he preferred to have an open discussion with the workers who were opposed for such change. He explored issues delegated and logical responsibilities for others according to the capabilities of them. Infrastructure change: In the given case study, the new manager was able to inject more capital in the infrastructure of company which is buying new trucks; this was considered as primary issue which was identified from the workers during their process of discussing in open manner with the new manager. The manager spends more capital in investing money in purchase of uniforms for the drivers and invested large funds in the setting new computer system in the yard`s warehouse although the changes were not acceptable but in future it was supported after realizing the advantages brought along (Holden, 2001). Training and development According to Gibb (2008), it was important to nurture the talents and enhance the skills of the workers in the company. The manager initiated a new process to offer training for both customer service segment as well as the drivers. Health and safet The manager has continuously putting his efforts to improve the safety and health of the workers. The management has also invested a huge amount of money in cleaning the yard for establishing clean working conditions for the workers at yard (Hyman, 1996). Sustaining risk of changes if the George or manager as the delegate of union moves on According to the Human Resource Department, going into a new organization or at a new level in the same organization with various demanding task is considered as an important task. Relocating either the Manager of George will result in the following risks: Incomplete task: if the manager is move there will be a risk of unfinished work that intended to create company`s benefit. Both are settled in the company and moving them may lead to change in the course of actions as planned by the organization (Richley, Lingham and Rezania, 2006). The insecurity sense: the change in the practices of manager who has still not understood completely the system would result into the creation of a feeling of insecurity in relation to the future growth as expected as well as for the regular working of the operational activities between the workers and the management (Chew, and Cheng, 2004). Lack of confidence: in case of a labor union the Union delegate has trust and high respect from the employees, if he is moved without proper communication there will be the rise of unresolved issues (Finegan,2000). Unbiased communication: the manager communicates straight, and a simple way and easy to everyone (Kamoche, 1996), moving him away will result in biased communication. Adaptability of workplace changes Blue Collar Union The blue collar union is also called as to be union of the workers, who are working as shop floor workers, drivers, and fire fighters among others. Greater union support is enjoyed by these workers as in comparison to the people who are engaged in service and private sector (Guest, 1994). The Blue collar workers are majorly paid on hour basis or on daily or on weekly basis, as it depends upon the working structure of their organization (White-Collar and Managerial Trade Unions, 2012). These are majorly focused with the union rather than focusing on the management of the organization for which they are working (Merrick, 2001; Barclay, 2001). They posses greater demand in the market, the reason behind this is their jobs requires more of labor and manual work rather than knowledge. These people are appointed and placed majorly for the production work; besides this they have minimal management interactions with the manager (MacDonald, 2015). The employees are categorized as professionals or skilled workers on their key experience and academic knowledge (Evans and Cowling, 1985). Professionals enjoy lesser union support, with different viewpoints and acceptability level in relation to the changes in workplace. Baker (2005) states that people working for public and private sectors are much closer to the managerial persons and their decision-making activities as compared to people who are associated with the union of transport workers. Besides this, people working in the service and public sector have more saying over decisions for policy making. Hence, the blue collar union workers has to adapt according to the workplace changes in a more accepting way as compare to workers which are engaged in the private sector or service sector (Klehe, 2004). Conclusion By analyzing the case study on building constructive relationship in top trucking company the model as of Harvard Framework is adopted for renovating the organization by introducing several changes in the workplace in the organization. Replacing the computer systems, training of all workers, uniforms, manager and increasing the focus on drivers, the dedication of the new manager and the union delegate have profoundly influenced the success of the company. 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