EXAMINING THE CAPACITY OF HUMAN RESOURCES DEPARTMENT TO DRIVE ORGANIZATIONAL CHANGE
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EXAMINING THE CAPACITY OF HUMAN RESOURCES DEPARTMENT TO DRIVE ORGANIZATIONAL CHANGE
CHAPITRE ONE
INTRODUCTION
1.1 BACKGROUND OF THE STUDY
Every organisation throughout the world typically has resources at their disposal that they use to achieve their aims and objectives. Capital, Land, Labour (Human), and Technology are examples of these resources. Humans are an organization’s most valuable asset; human potential drives organisational development (Jahn, 2007).
Organisations today are constantly changing.Organisational transformation has an influence on both the business and its people. Human resources—individuals’ competencies, time, and talents—must be managed to maximise organisational effectiveness as a result of the shift.
To ensure that an organization’s human resources drive change efficiently, a specific unit, the human resource department, was created. As a result, human resource management falls within the purview of the human resources department.
Human resource management can thus be defined as a purposeful and cohesive approach to the management of an organization’s most valuable assets – the people who work there and contribute individually and collectively to the fulfilment of the business’s objectives.
As a description of the processes involved in managing people in organisations, the phrases “human resource management” and “human resources” (HR) have essentially supplanted the term “personnel management.”
In layman’s terms, human resource management entails hiring people, improving their skills, utilising, sustaining, and compensating their services in accordance with work and organisational requirements.
Employee benefits design, employee recruiting, “training and development,” performance appraisal, and rewarding (e.g., administering pay and benefit systems) are typical tasks of human resource departments and units in organisations (Pauuwe & Boon, 2009).
The human resource department is also concerned with organisational transformation and industrial relations, namely the balancing of organisational practises with requirements emerging from collective bargaining and governmental laws (Klerck, 2009).
Human resource department activities include job design and analysis, workforce planning, recruiting and selection, training and development, performance management, compensation (remuneration), and legal challenges, according to Buettner (2015). Human resource departments arose as a result of the early twentieth-century human relations movement,
when scholars began researching methods of increasing commercial value through strategic labour management. Initially dominated by transactional work such as payroll and benefits administration,
the human resource department now focuses on strategic initiatives such as mergers and acquisitions, talent management, succession planning, industrial and labour relations, and diversity and inclusion as of 2015.
The Human Resources department of any organisation is always concerned with increasing employee productivity. The people Resources department manages an organization’s people capital and focuses on policy and process implementation. They also concentrate on hiring, training, employee relations, and benefits.
Recruiting professionals are responsible for identifying and hiring excellent talent. The human resources department also ensures that staff are trained and continue to grow. This is accomplished through training, performance evaluations, and incentive programmes.
Employee relations address employee complaints when policies are broken, such as harassment or discrimination. Someone in the benefits department creates compensation systems, family leave programmes, discounts, and other perks for employees.
However, the purpose of this research is to look into the ability of the human resources department of ASDA, one of the largest retail chains in the United Kingdom, to drive organisational change.
Asda Stores Limited, headquartered in Leeds, West Yorkshire, is an American-owned, British-founded supermarket company. After a £6.7 billion buyout in July 1999, the company became a part of the American retail corporate giant Walmart, and it was the second-largest supermarket chain in the United Kingdom by market share between 2003 and 2014.
Aside from its basic supermarket retail format, the company also offers financial services and a mobile phone company that uses EE’s existing network. Asda’s marketing initiatives are mostly primarily oriented on pricing, and the company promotes itself under the tagline “Save Money. Live Better” like its parent company, Walmart.
1.2 STATEMENT OF THE PROBLEM
Companies are expanding abroad and developing more diverse teams. It is the human resources department’s responsibility to ensure that organisations can function and that individuals can interact across cultures and boundaries.
Human resource departments seek to provide advantages that are appealing to employees, lowering the risk of company knowledge loss. As a result, if these human resource roles are performed properly, the necessary transformation will be well driven in the organisation.
However, the researcher is interested in determining the capacity of the human resource department to drive organisational change in Asda retail store, given how difficult it is to manage the human and its talents, which are the most important assets of an organisation that can ensure the sustainability of the organisational change.
1.3 OBJECTIVES OF THE STUDY
The following are the study’s objectives:
To investigate the human resources department’s ability to influence organisational transformation in the Asda retail store.
To investigate the impact of the human resources department on organisational performance in the Asda retail store.
To investigate the impact of the human resources department on employee commitment in the Asda retail store.
1.4 RESEARCH QUESTIONS
What is the human resource department’s capacity to achieve organisational change at the Asda retail store?
What are the contributions of the human resources department to organisational performance at Asda?
What are the contributions of the human resources department to employee commitment at Asda?
1.5 HYPOTHESIS
The first hypothesis
HO: The human resources department of Asda retail shop is unable of driving organisational change.
HA: The human resources department at Asda retail shop is capable of promoting organisational change.
The second hypothesis
HO: In Asda retail shop, there is no substantial relationship between human resource department and organisational performance.
In Asda retail shop, there is a considerable relationship between the human resource department and organisational performance.
Three hypotheses
In Asda retail shop, there is no substantial relationship between human resource department and employee commitment.
In Asda retail business, there is a considerable relationship between human resource department and employee commitment.
1.6 SIGNIFICANCE OF THE STUDY
The following are the study’s implications:
The findings of this study will serve as a useful reference for managers of business organisations, including retail outlets, all over the world, on the fundamentals of how the human resource department may be used as a vehicle for driving and maintaining organisational change.
This study will contribute to the body of literature on the investigation of the capacity of human resource departments to drive organisational transformation, thereby creating the empirical literature for future research in the field.
1.7 SCOPE AND LIMITATIONS OF THE STUDY
This study will be limited to Asda retail shops in the United Kingdom. It will also cover the company’s human resource department’s scope of practise and its ability to influence organisational transformation.
STUDY LIMITATIONS
Financial constraint- A lack of funds tends to restrict the researcher’s efficiency in locating relevant materials, literature, or information, as well as in the data collection procedure (internet, questionnaire, and interview).
Time constraint- The researcher will conduct this investigation alongside other academic activities. As a result, the amount of time spent on research will be reduced.
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