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The Impact Of The Adaptation Of The Excellence Model Focusing In How People Criteria Can Affect Employee Productivity
The Impact Of The Adaptation Of The Excellence Model Focusing In How People Criteria Can Affect Employee Productivity
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Table of Contents TOC o “1-5” h z u HYPERLINK l “_Toc387094794” Table of Contents PAGEREF _Toc387094794 h ii
HYPERLINK l “_Toc387094795” Declaration PAGEREF _Toc387094795 h iv
HYPERLINK l “_Toc387094796” Abstract PAGEREF _Toc387094796 h v
HYPERLINK l “_Toc387094797” List of Tables PAGEREF _Toc387094797 h vi
HYPERLINK l “_Toc387094798” List of Figures PAGEREF _Toc387094798 h vi
HYPERLINK l “_Toc387094799” 1.0.Introduction PAGEREF _Toc387094799 h 1
HYPERLINK l “_Toc387094800” 1.1.Background PAGEREF _Toc387094800 h 1
HYPERLINK l “_Toc387094801” 1.2.Mohammad bin Rashid Housing Establishment PAGEREF _Toc387094801 h 3
HYPERLINK l “_Toc387094802” 1.3.Problem PAGEREF _Toc387094802 h 4
HYPERLINK l “_Toc387094803” 1.4.Significance of the Problem PAGEREF _Toc387094803 h 4
HYPERLINK l “_Toc387094804” 1.5.Research Questions PAGEREF _Toc387094804 h 5
HYPERLINK l “_Toc387094805” 2.0.Literature Review PAGEREF _Toc387094805 h 6
HYPERLINK l “_Toc387094806” 2.1. Introduction PAGEREF _Toc387094806 h 6
HYPERLINK l “_Toc387094807” 2.2. EFQM PAGEREF _Toc387094807 h 6
HYPERLINK l “_Toc387094808” 2.2.1. People PAGEREF _Toc387094808 h 6
HYPERLINK l “_Toc387094809” 2.2.1.1. Who are Mohammad bin Rashid Housing Establishment’s people? PAGEREF _Toc387094809 h 7
HYPERLINK l “_Toc387094810” 2.3. People results PAGEREF _Toc387094810 h 9
HYPERLINK l “_Toc387094811” 2.3.1. Understanding the importance of people results PAGEREF _Toc387094811 h 9
HYPERLINK l “_Toc387094812” 2.4. Reasons for employees resistance the EFQM dispensation PAGEREF _Toc387094812 h 10
HYPERLINK l “_Toc387094813” 2.2. Reasons and Solutions PAGEREF _Toc387094813 h 10
HYPERLINK l “_Toc387094814” 3.0.Methodology PAGEREF _Toc387094814 h 18
HYPERLINK l “_Toc387094815” 3.1. Introduction PAGEREF _Toc387094815 h 18
HYPERLINK l “_Toc387094816” 3.2. Deductive Approach PAGEREF _Toc387094816 h 18
HYPERLINK l “_Toc387094817” 3.3. Sampling Design and Sampling Methods in the Study. PAGEREF _Toc387094817 h 19
HYPERLINK l “_Toc387094818” 3.3.1. Population and sampling frame PAGEREF _Toc387094818 h 19
HYPERLINK l “_Toc387094819” 3.3.2. Sample size PAGEREF _Toc387094819 h 19
HYPERLINK l “_Toc387094820” 3.4. Questionnaires PAGEREF _Toc387094820 h 19
HYPERLINK l “_Toc387094821” 3.5. Likert Scales PAGEREF _Toc387094821 h 20
HYPERLINK l “_Toc387094822” 3.6. Secondary Data from Online Sources PAGEREF _Toc387094822 h 20
HYPERLINK l “_Toc387094823” 3.6.1. What are secondary data? PAGEREF _Toc387094823 h 21
HYPERLINK l “_Toc387094824” 3.7. The Research PAGEREF _Toc387094824 h 21
HYPERLINK l “_Toc387094825” 4.0.Results of the Empirical Research PAGEREF _Toc387094825 h 22
HYPERLINK l “_Toc387094826” 5.0.Conclusion and Recommendation PAGEREF _Toc387094826 h 28
HYPERLINK l “_Toc387094827” 5.1. Conclusion PAGEREF _Toc387094827 h 28
HYPERLINK l “_Toc387094828” 5.2. Recommendations PAGEREF _Toc387094828 h 29
HYPERLINK l “_Toc387094829” References PAGEREF _Toc387094829 h 30
DeclarationThis paper is a product of my original research efforts. I have acknowledged any contributions made by others through clearly indicating the contributor and their contributions using references to literature. I acknowledge all collaborative reassesses that that have had significant impact on my papers.
The research was conducted under the guidance of my professor [Name] at the institutive of [name]
AbstractWhen considering the current global competition and economic liberalization, quality is now emerging as a key factor for gaining a competitive advantage. The quality nature of a commodity or service determines whether an organization retains, adds or loses customers. Low quality leads to discontented customers and, therefore, the loss of future sales and costs related to immediate waste and rectification. Implementation of quality systems, therefore, becomes mandatory. However, it becomes tricky when employees are not ready to adopt a new dispensation. Literature from various source indicate the employee are prone to resisting change. Through a review of literature it is clear that employee resist change due to various reasons. Employees at Mohammad bin Rashid Housing Establishment have exhibited resistance to adoption of ne EFQM dispensation thus having negative impact on the people and people results parameters of the model. Furthermore their resistance impedes improvement of quality. This paper find out why Mohammad bin Rashid Housing Establishment are reluctance to change and recommend solutions that the mange can adopt to encourage the employees to change.
List of Tables TOC h z c “Table”
HYPERLINK l “_Toc386869674” Table 1 Sources of Resistance PAGEREF _Toc386869674 h 26
HYPERLINK l “_Toc386869675” Table 2 Evolution and Strategic PAGEREF _Toc386869675 h 28
List of Figures TOC h z c “Figure” HYPERLINK l “_Toc386869705” Figure 1 Lewin’s Force Field Theory, (George & Jones 2002) PAGEREF _Toc386869705 h 11
HYPERLINK l “_Toc386869706” Figure 2 Attitudes towards change, (Kreitner 2004) PAGEREF _Toc386869706 h 16
HYPERLINK l “_Toc386869707” Figure 3 Deductive Reasoning PAGEREF _Toc386869707 h 21
IntroductionBackground
When considering the current economic liberalization and global competition, quality is now emerging as a key factor for gaining a competitive advantage. The quality nature of a commodity or service determines whether an organization retains, adds or loses customers. Low quality leads to discontented customers and, therefore, the loss of future sales and costs related to immediate waste and rectification. Technological innovations have made geographical boundaries meaningless, thereby giving rise to customers with perfect information about the market conditions. The business environment is increasingly becoming more complex with the marketplace transforming from being locally based to globally (Balcı 2002). This has subjected managers to constant pressures to look for alternative methods of improving logistics and cost minimization, and ultimately, to improve competitiveness. Customers are becoming increasingly sensitive to the rising standards, and hence, are more rational in their decision-making processes. Because customers have access to a wide range of commodities to choose from, they will only go for those commodities that maximize their consumption objective. For rational consumers, quality cannot be regarded as an optional factor in their objectives, and it is from this factor they derive utility (Erturgut 2007). Because of the global revolution, this persistent increase in demand for quality products and services gives organizations have no option but to invest substantial resources in those strategies that aim at developing total quality management.
People form an essential component of the quality management system. Therefore, effective way to introduce TQM within any organization is through training, development, and the empowerment of personnel. The organizational leadership needs also to ensure that the focus on quality is not solely motivated to generate profits for shareholders (value creation), but that it becomes a culture in the organization.
Shareholders can claim full ownership of physical resources within their organizations. However, the most crucial component of a business’ resources, namely employees, can never be fully owned by stakeholders. Employees are the driving force and the lifeblood in any organization, yet they are the most difficult element to mobilize for maximum return on investment for shareholders (Saatçioğlu 2006). The best way to manage this resource is by creating a conducive working environment within the organization that favors the retention of its best employees and avoids hiring unproductive ones (Pennington 2001, p. Xii).
With the exodus of skilled workers gaining momentum, the major consideration for organizations should be on the retention of existing talents and ways to mobilize manpower resources for quality services that are superior to that of their rivals, and ultimately, gives them a competitive advantage in the industry (Zsuzsanna & Tamás 2012). The only major concern in this instance is a complete commitment towards quality. This would pave the way to output improvement by the already focused employees while creating a breakthrough that reaches out to the unmotivated staff and motivate low output. According to Smit, (2000, p.117) this can be achieved using two strategies: first, ensuring that quality becomes part and parcel of organization’s culture and secondly, motivating the team to integrate quality into their personal lives.
According to Ceronio (1996, pp. 312-313), the more common misconception in the world of business is that the entire economic structure revolves around money. What Ceronio misses in his arguments is that markets consist of people and, therefore, the societal foundation of transactions could be defined as one of the people serving people. This holds true to the symbiotic relationship exhibited between employers and employees, i.e. they interact as people with one goal to serve each other and equally serve the customers (Eskildsen & Dahlgaard 2000). The trend is also visible in the interaction between employees and their customers.
Mohammad bin Rashid Housing EstablishmentMohammad bin Rashid Housing Establishment is a public government entirety with a corporate identity. It was established. The established was instituted to facilitate provision of proper housing to the citizens of the Dubai emirate through provision of a numbers of services related to housing (Government of Dubai, 2014). The establishment facilitates provision of housing services to citizens under one roof. The service include, alternatives like provision of governmental houses, residential plots, giving house loans, ready houses, maintaining and expanding existing houses, and overseeing standards in the housing industry (Government of Dubai, 2014).
The firm is responsible for several housing projects in multiple locations across Dubai. For instance at the moment, the firm has housing project at Oud Al Muteena, Al Warq and Al Barsha. Some of the projects have about 1500 villas while other have up to 3000 villas. The firm extends its service to other related activities such as sewerage drainage works, lighting works and street furniture, telecommunications and electrical works, portable water and irrigation systems.
The firm contributes to and stimulates national economy growth through its investment programs, as well as initiating critical partnership between the private and public sectors. The establishment has a very succinct vision, “Appropriate housing for each national.” It has stayed true the meaning of its vision especially through the developing, building and implementing the Emirate of Dubai housing strategy (Government of Dubai, 2014). It also engage in establishments of legislations the help it to realize its vision and mission. It is a strategic organization in the Emirates of Dubai housing industry. It has also supported several corporation initiatives between local and international entities. The organization’s mission states the organization intention to achieve stability in the society developing through a range of housing solutions to citizens (Government of Dubai, 2014). The organization focuses quality, cost efficiency, diversity creativity and embraces internationally accepted standards
Problem
It seems that most organizations are adopting an excellence model to ensure that their business focus on customer, continues improvement and human resources management. MRHE adopted the excellence model in 2008, however it seems that employee are still resistant to it and do not yet have an understanding of the benefits of using the model in their work. In addition, they still believe in the old system, which means that they think they can continue to do their work without using the model. Also, training was not an issue because many training sessions have been held for that purpose and to establish the culture of excellence.
Significance of the Problem
Nowadays world is in constant change, driven in large part by managers, policymakers, and government officials who are engaging in smarter, more efficient practices. The excellence model can help employee to define their strengths and areas that need improvement. If they continue to resist accepting the model, they will not improve as employees. This paper provides insight into why they resist changes and highlights the benefits that they can gain by implementing the model. Furthermore, employees are the focus of this research because they are ultimately the reasons to be satisfied or unsatisfied with the services that a company provides.
Research Questions
H1: The Excellence Model directly and positively influences employee productivity, especially as it relates to people criteria and results criteria.
H2: Changing employee culture is essential before implementing the change
H3: Leadership commitment is important to support resources and capabilities and motivate people
Literature Review2.1. IntroductionThis section will involve a review of literature on EFQM’s people and people results parameters. It will explore the importance of people to an organizations such Mohammad bin Rashid Housing Establishment. It will also explore literature on the importance of people results and what the people results are (Eskildsen & Dahlgaard, 2000). Afterward this literature rearview will explore literature on why the employees are not taking up the EFQM model and realizing people and people results despite the training they have received. Treating preference of employees’ to stick to the old dispensation as a form of resistance the literature review will explore literature on employee resistance to change. It will explore employees reason to resist change and have this resistance can be reduced.
2.2. EFQM2.2.1. PeopleThe people parameter of the business excellence model (EFQM) espouses the importance of people within the organization. The people provide the organization its vision, inspiration and keep the organization alive (Prabhu et al, 2000). People provide the important competencies and skills that are needed to enable the organization to realize its objectives. The people provide the necessary labor that yield the good and service that the organization specializes in supplying. It is one of the basic and most important resources an organization can boost of owning. With the changing and challenging economic time, the intelligent use of people resources greatly determines and influences that success of the organization.
2.2.1.1. Who are Mohammad bin Rashid Housing Establishment’s people?Mohammad bin Rashid Housing Establishment people are basically all the people who contribute their efforts, either skilled or non skilled, to the organization to enable it realize its objectives. These can be classified as follows
Full time paid employees
Employees that serve on a part-time basis or have a piece of contract or short-term contract with the organization.
Temporal employee hired during peak period to help meet increased demands during peak time
Sub-contractors
Subordinated staff such as cleaners, guards and kitchen staff
The meaning of people to Mohammad bin Rashid Housing Establishment
Good organizations recognize and appreciate the importance and contribution made by people to their success. In order to realize the needed success, an organization must have the necessary people, not just any people. Even with advance technology, no organization can success without the appropriate people in place. It is necessary to engage the abilities and enthusiasm of the people effectively
First it is important to plan your people properly and manage them to realize success. It is difficult to determine the kind of people needed unless an organization has clearly stipulated goals to achieve. Although these may sound straightforward, many establishments labor with the status quo without really understanding what they are attempting to do.
It is also beneficial to develop or improve people’s competencies and knowledge’s to enable them achieve what is required of them (Eskildsen, Kristensen & Juhl, 2000). The organization must choose the right people with proper qualifications and skills it is important to match the people with the employment culture or the organization culture. Apprising the employee subsequently helps an organization find out what skills the employees may be lacking. Once the gaps are recognized the business can find an appropriate way to train the people to ensure that they deliver what the organization needs. Even competent employee need frequent training to boost their morale and competence. Training also enhances their confidence and reduces the feeling of neglect by the organization.
Involving and empowering employees is also crucial under the people parameter. Empowering employees and having them involved in critical affairs of the organization such as decision making boost the performance of the employees. Involving and encouraging employees can entails activities such as encouraging them to create teams. They should have proper functional teams. The organization can also directly empower them through responsibilities and an environment in which they can make their own decisions
Communication with the people is also critical. The organization must ensure that the organizational objectives are properly communicated from the managerial level to the most basic level. Instructions must also be properly communicated
Recognizing and reward exemplary performance can also help improve the productivity of the people. This is because recognizing any reward good performance improves morale and encourages the employees to enhance their performance. It also indicates that the firm cares about its employees. Organizations have to adopt appropriate approaches or practices or recognizing and rewarding good performance.
Consistent review and appraisal of employees is important. This determines whether people know what they are doing. They should know what is taking place in the organization so as to understand how they fit in. They should know how to positively affect on customers. Appraisal can take place through staff meetings, surveys, appraisals, and assessments.
2.3. People results2.3.1. Understanding the importance of people results
Satisfied and highly motivate people are essentials since they are the factor that differentiates one organization from another. The keep an organization alive and perform better when they have a job satisfaction. Proper people results must have people with appropriate perceptions toward the organization and their responsibilities to the organizations.
Also, the people must be able to yield positive results according to stipulated performance measure. The performance indicators that exhibit proper performance results include proper internal communications, adequate career development and training, leadership performance, engagement and involvement, targeting setting to enhance competency and performance management, and proper leadership performance.
It is necessary to develop proper path to the results. This path is determined by the extent which the organization demonstrates need for movement towards the specific goals. First, the organization starts with setting achievable target that are relevant to the organization’s aspirations then developing appropriate strategy to meet the targets. The organization should then develop proper trends in accordance with the EFQM requirements
2.4. Reasons for employees resistance the EFQM dispensation
Employees tend to resistance to new developments in their organizations (Jones & Dugdale 2002). However, their efforts to form a formidable plan or solution that can be applicable to various contexts for realizing the anticipated outcomes have been thwarted by the complex nature of activities involved in transforming an organization (Ford & Ford 2009).
Developing a list of the different causes of failure witnessed in the implementation processes is not difficult; however, the pronounced barrier is the resistance to change (Kaplan & Norton 2008). The problem has been there throughout modern times, unfortunately, there is no consensus on its neither content nor occurrence ways that have been mentioned by researchers who have explored it (Lines 2004). Our literature review will explore the concept of change resistance based on the perceptions of some renowned researchers in this field.
Although, resistance has been the culprit for impeding change, a voluminous number of arguments that support change resistance as a positive phenomena exist in the literature (Shaw 2002). There are many literature books and scientific literature papers on the topic, and the majority of them have different perspectives on the issue (Dent & Goldberg 1999). To avoid repetition, we will seek to find appropriate to review authors who have represented all of these various perspectives in terms of resistance to change.
2.2. Reasons and SolutionsLewin (1951), (adopted from George & Jones, 2002) one of those who pioneered in coining the concept of resistance to change, developed the force-field analysis model which studied resistance during the process of organizational change. Lewin saw two dissimilar types of forces embedded within an organization (George & Jones 2002). One faction works toward change while the other faction works against it. Once the forces of these two factions create a balance, the organization faces inertia. Therefore, to change this equilibrium status, organizations need to strengthen the pro-change faction and weaken the anti-change faction. Managers who intent to embrace change should craft ways to weaken the net-impact that might be caused by resistance forces and consequently reinforce the group that supports change. The figure below shades some light about the basis of Lewin’s force field analysis model in the context of the organization (George & Jones 2002).
Figure SEQ Figure * ARABIC 1 Lewin’s Force Field Analysis Model (George & Jones 2002)An organization with level P1 performances has a balanced state, i.e. pro-change and anti-change forces obtain a balance at level P1. When the organization conducts a performance appraisal and decides to adjust it by transforming certain processes in the organization, three options are available: Either increase or multiply, if possible, changes; weaken the anti-change forces; or execute both of them concurrently. If the implementation succeeds, the organization moves to level P2 and to improve its performances.
For Lewin (1951), (Adopted, George & Jones 2002) change involves a dialectical approach of two conflicting forces; however, for Zander (1950), (adopted from Dent & Goldberg 1999) resistance can only be explained by focusing on individuals and their perception toward change. Zander views resistance as a typical response of an individual who has an interest in safeguard him/herself and his/her interests against possible effects of change efforts. Of great interest is how Zander, in his analysis, differentiates the causes from symptoms of resistance. He advises managers to concentrate on causes rather than simply removing the symptoms of resistance encountered when implementing changes. According to Zander (adopted from Dent & Goldberg 1999), change initiatives face resistance for six major reasons:
Individual interests that conflict with change
Ignorance of pre deposited institution within the group
The presence of strong forces barring individuals from changing
The presence of different interpretations about the change and its consequences
The existence of ambiguous thoughts (those that might be affected by change) about the state of change
Failure by top management to lead by example, and instead, impose a strong top-down authority on people likely to be affected by the change.
Researchers from the U.S are remembered for conducting one of the earliest empirical studies on resistance to change, and which yielded a fertile foundation for academic debates about the subject. The first empirical study on resistance, conducted in “Harwood Manufacturing Company” by John R.P. French and Coch (adopted from Sinan & Hakan 2009), answered two basic questions: “Why do human beings oppose change so vehemently?” and “What step are needed to overcome this opposition?” (Sinan & Hakan 2009). The postulations behind their theory for opposition to change are that individuals are prone to frustrations during the transformation process, and hence they have to react to it based on the pre-established group forces.
Before comprehending the impact of change initiatives and the employees’ reactions towards them, it is important to discuss the four different groups composed by Sinan & Hakan (2009), and which have deferring degrees to the change process. Although, the first group was deliberately sidelined from the process based on the questions of “Why the transformation is required and what face it should put-on?” the last group was allowed to take part in all activities of strategy development, intensive discussions about essentials and the implementation to opinion conferences. The remaining two groups were allowed to participate at specific levels, but the first and last groups had special consideration because they were crucial determinants to the study’s outcome (Ramón 2012). The first group was only given instructions outlining how they were supposed operate and their duties under the new system. Surprisingly or not, the group performed poorly compared to the pre-change period and some members personally retrenched themselves from the implementation. The last group was allowed to take part in the transformation process. Initially, the group recorded a decline in output; however, within a very short period the group was back on track, recording better performances. After conducting broad experimental research, Sinan & Hakan (2009) concluded that the people and groups that directly take part in the development and effecting of change are least likely to contest change as compared to kept away from the process.
The attempts to check on resistance had taken different courses based on the individual’s own perception. According to Sinan & Hakan (2009), Lawrence (1954) later analyzed the outcomes of the study conducted by Coch & French (1948) and offered a unique approach. He concluded that the factory in question encountered resistance to change because while the different treatment towards each faction did not affect participation, it did harm the “social status quo in the factory.” This means that the reason behind the poor performance by the employees and eventual resistance to change materialized because they felt that their social status in the organization had been degraded. Another cause was attributed to the ignorance that exists in the pre-change setting. Based on the conclusions drawn from the empirical studies and their consequences, Lawrence studied the dimensions of change, namely social and technological (Sinan & Hakan 2009). These two dimensions were to form the basis for evaluating a change’s outcome. Lawrence then developed the essential points to be taken into account by managers in supervising change and managing resistance (Sinan & Hakan 2009).
Managers should consider employees’ interest while implementing change
Top-down information flow should be accessible to employees so that they can understand what the changes mean.
Managers should develop alternative approaches to change such as guiding and counseling since not all employees are easily open to change.
Similarly, conflicts between departments and amongst staff have to be addressed.
Managers should understand their role in disseminating information to the staff at various levels so as to succeed with implementation their plans.
Innovations and implementations of the new initiative can be achieved through the provision of new job definition.
For a long time, resistance to change has been pictured as an eminent obstacle to organizations aspiring to transform their course of actions. The reluctance on the part of staff to change is frequently tackled by schemes that recognize subject change and opposition from managerial perception. On the other side, the Flower (1962) model provides a different view, and according to him, most change initiatives are unsuccessful because the very managers who initiate the change often do not understand it themselves. In other words, managers fail to persuade their staff who oppose changes because they see the process of change as easy and straight forward, i.e. moving from one status to another. Therefore, it is advisable for managers to understand how these attempts impact employees during the transition processes to be successful (Jones & Dugdale 2002).
With the introduction of change initiatives, employees begin experiencing various problems that are only partially understood by the managers. The first issue concerns the lack of clarification about the ideas of change. Unless people become familiar with the meaning of and the need for the changes, they will never accept them. Rigidity on the way the anticipated change is to be implemented comes in second. If managers emphasize on a mono-way of procedures and act in an authoritative manner, resistance will automatically materialize. The third problem is concerned with sudden change of social status at workplace. Lastly, if employees assume that change will lead to an increase in workload, then they are least likely to embrace this change. Kreitner (2004) also approached the resistance issue by focusing on the likely responses from employees and suggests a framework to help managers overcome resistance. He identified three stages involved in change process. First, when managers coin new strategies, they usually create a state of unrealistic optimism. The managers’ view on the idea of change can be defined as a peculiar way of doing business that can facilitate the improvement of organizations. During the second stage, the staff begins to feel that the changes are worse than the status quo and are not as reasonable as initially thought. Stage two is opposite of the first stage and at this point employees are likely to disrupted by the prevailing circumstances. With the decline in the attitudes of employees toward change, the likelihood of facing resistance becomes much higher. According to Kreitner (2004), the organization can move to stage three through constructive managerial efforts. Stage three is marked as a constructive direction because in this stag
The Impact of Teamwork on Employee Performance in Strategic Management and the Performance Improvement Department of Police
The Impact of Teamwork on Employee Performance in Strategic Management and the Performance Improvement Department of Abu Dhabi Police, UAE
Abstract
The structures in the community are organized around the government, business, and non-profit organizations. The three sectors in any economy must correlate and work together for the welfare of the society. However, the environment today is changing and there is considerable concern about the effectiveness of the non-profitable organizations, which may lack the capacity and technical expertise to keep up with the change and there by contribute to an enriched and healthy quality of life. According to Sporeen & Holloway (2004), many non-profit making organizations are fragile and they are responsible for many responsibilities in the society. Many at times, they fail to meet their responsibilities because their financial and other resources are limited. As the environment changes, the demand for the community based services increases, more new needs are identified than there were before as new paradigms for exchange and interactions are identified. The organizations operating a non-profit are challenged by devising new modes of dealing with the specific challenges that come with the changing environment. According to Graen, (2003), the organizations can overcome these challenges if they formulate new corporate strategies to manage their employees, the strategies should involve all employees in the organizations. This calls for teamwork and capacity building.
Critchley, Edwards and Fallon (2007) notes that the activities of organization are becoming complex daily with the advance in technology and there is need for participation of more than one individual. Many big organizations both profitable and non-profit making are increasing their training and teamwork activities in order to boost their performance. Many obstacles to teamwork have to be overcome for success and effective performance. Such obstacles emerge from the environment and the advancing technology. Also include are the conflicts among employees and the strategy formulation in organizations. Teamwork enables organization to overcome these obstacles through consultation and sharing of ideas. For success, the team participants must possess some skills and abilities that can enable them to perform their duties pertaining to the tasks of the group. Where such skills and abilities are limited, organizations have to train the employees and impart in them the specific needed skills. Teamwork is important to the organization because it helps the organization improve its performance through cooperation and participation.
Strategic management is another important aspect of the management that contributes to effective teamwork. Without proper strategies, the team will lack important tasks to execute hence the lag in the performance of the whole organization. Strategic management should treat teamwork as an independent strategy in ADP and therefore strengthen teamwork in all departments for the effective performance of the individual employees and the whole organization. This will involve strategic planning on how to improve teamwork in ADP through training and increased communication and interpersonal skills.
This study is important because it undertakes to study the effectiveness of teamwork as a strategy to increase the performance of employees in the Abu Dhabi Police as a nonprofit making organization. The study begins by the introduction, which highlights the aims and objectives of the study as well as the background to the study problem. It proceeds to the review of previous literatures on teamwork and performance, methodology, data analysis and findings and discussions of the study. The study ends by providing recommendation to ADP for effectiveness of teamwork for its employees and the whole organization.
Table of Contents
TOC o “1-3” h z u HYPERLINK l “_Toc270506267” Chapter One PAGEREF _Toc270506267 h 6
HYPERLINK l “_Toc270506268” 1.0 Introduction PAGEREF _Toc270506268 h 6
HYPERLINK l “_Toc270506269” 1.1 Research objectives PAGEREF _Toc270506269 h 7
HYPERLINK l “_Toc270506270” 1.2 Research Questions PAGEREF _Toc270506270 h 8
HYPERLINK l “_Toc270506271” 1.3 Study hypothesis PAGEREF _Toc270506271 h 8
HYPERLINK l “_Toc270506272” 1.4 Significance of the study PAGEREF _Toc270506272 h 8
HYPERLINK l “_Toc270506273” 1.5 Study justification PAGEREF _Toc270506273 h 9
HYPERLINK l “_Toc270506274” 1.6 Strategic Management & performance improvement Department in ADP PAGEREF _Toc270506274 h 9
HYPERLINK l “_Toc270506275” 1.6.1 ADP Mission and Vision PAGEREF _Toc270506275 h 10
HYPERLINK l “_Toc270506276” 1.6.2 The Strategic context PAGEREF _Toc270506276 h 10
HYPERLINK l “_Toc270506277” 1.6.3 Security Awareness PAGEREF _Toc270506277 h 11
HYPERLINK l “_Toc270506278” 1.6.4 Innovation Strategies PAGEREF _Toc270506278 h 12
HYPERLINK l “_Toc270506279” 1.7 Thesis structure PAGEREF _Toc270506279 h 12
HYPERLINK l “_Toc270506280” 1.8 Definitions PAGEREF _Toc270506280 h 13
HYPERLINK l “_Toc270506281” Chapter Two PAGEREF _Toc270506281 h 15
HYPERLINK l “_Toc270506282” 2.0 Teamwork and employee performance in nonprofit making organizations PAGEREF _Toc270506282 h 15
HYPERLINK l “_Toc270506283” 2.1Chapter overview PAGEREF _Toc270506283 h 15
HYPERLINK l “_Toc270506284” 2.2 Basics of teamwork PAGEREF _Toc270506284 h 15
HYPERLINK l “_Toc270506285” 2.2.1 Developing teamwork PAGEREF _Toc270506285 h 18
HYPERLINK l “_Toc270506286” 2.2.2 Components of good teamwork PAGEREF _Toc270506286 h 19
HYPERLINK l “_Toc270506287” 2.3 Strategic management PAGEREF _Toc270506287 h 21
HYPERLINK l “_Toc270506288” 2.3.1 The five facets of strategic management PAGEREF _Toc270506288 h 22
HYPERLINK l “_Toc270506289” 2.3.2 Strategic planning and Strategic Management PAGEREF _Toc270506289 h 24
HYPERLINK l “_Toc270506290” 2.4 Teamwork as a Strategy for management PAGEREF _Toc270506290 h 25
HYPERLINK l “_Toc270506291” 2.4.1 The role of management PAGEREF _Toc270506291 h 26
HYPERLINK l “_Toc270506292” 2.5 Teamwork and autonomy PAGEREF _Toc270506292 h 26
HYPERLINK l “_Toc270506293” 2.6 Teamwork and job satisfaction PAGEREF _Toc270506293 h 27
HYPERLINK l “_Toc270506294” 2.7 Teamwork and performance PAGEREF _Toc270506294 h 28
HYPERLINK l “_Toc270506295” 2.8 Negative consequences of team work on performance PAGEREF _Toc270506295 h 30
HYPERLINK l “_Toc270506296” 2.9 Chapter summary PAGEREF _Toc270506296 h 31
HYPERLINK l “_Toc270506297” Chapter Three PAGEREF _Toc270506297 h 33
HYPERLINK l “_Toc270506298” 3.0 Methodology PAGEREF _Toc270506298 h 33
HYPERLINK l “_Toc270506299” 3.1 Approach PAGEREF _Toc270506299 h 33
HYPERLINK l “_Toc270506300” 3.2 Research methods PAGEREF _Toc270506300 h 34
HYPERLINK l “_Toc270506301” 3.2.1 Quantitative approach vs. qualitative approach PAGEREF _Toc270506301 h 34
HYPERLINK l “_Toc270506302” 3.3 Strategy of research PAGEREF _Toc270506302 h 35
HYPERLINK l “_Toc270506303” 3.4 Data collection methods PAGEREF _Toc270506303 h 36
HYPERLINK l “_Toc270506304” 3.4.1 Population and sample Selection PAGEREF _Toc270506304 h 37
HYPERLINK l “_Toc270506305” 3.4.2 Design of questionnaire PAGEREF _Toc270506305 h 37
HYPERLINK l “_Toc270506306” 3.5 Data Analysis PAGEREF _Toc270506306 h 38
HYPERLINK l “_Toc270506307” 3.6 Reliability and validity PAGEREF _Toc270506307 h 39
HYPERLINK l “_Toc270506308” Chapter Four PAGEREF _Toc270506308 h 40
HYPERLINK l “_Toc270506309” 4.0 Data Analysis PAGEREF _Toc270506309 h 40
HYPERLINK l “_Toc270506310” 4.1 Questionnaires and interviews PAGEREF _Toc270506310 h 40
HYPERLINK l “_Toc270506311” 4.2 Hypothesis testing PAGEREF _Toc270506311 h 42
HYPERLINK l “_Toc270506312” 4.3 Data analysis PAGEREF _Toc270506312 h 44
HYPERLINK l “_Toc270506313” 4.3.1 Good employee relations PAGEREF _Toc270506313 h 44
HYPERLINK l “_Toc270506314” 4.3.2 Teamwork and employee autonomy PAGEREF _Toc270506314 h 45
HYPERLINK l “_Toc270506315” 4.3.3 Impact of teamwork on the learning environment PAGEREF _Toc270506315 h 46
HYPERLINK l “_Toc270506316” 4.3.4 Teamwork and job satisfaction PAGEREF _Toc270506316 h 47
HYPERLINK l “_Toc270506317” 4.3.5 Negative consequences of teamwork PAGEREF _Toc270506317 h 49
HYPERLINK l “_Toc270506318” 4.3.6 Teamwork and organizational environment PAGEREF _Toc270506318 h 50
HYPERLINK l “_Toc270506319” 4.3.7 Teamwork and performance PAGEREF _Toc270506319 h 51
HYPERLINK l “_Toc270506320” 4.3.8 Teamwork and strategic management PAGEREF _Toc270506320 h 53
HYPERLINK l “_Toc270506321” Chapter Five PAGEREF _Toc270506321 h 55
HYPERLINK l “_Toc270506322” 5.0 Conclusion PAGEREF _Toc270506322 h 55
HYPERLINK l “_Toc270506323” 5.1 Overview PAGEREF _Toc270506323 h 55
HYPERLINK l “_Toc270506324” 5.2 Conclusion of the study based on objectives PAGEREF _Toc270506324 h 55
HYPERLINK l “_Toc270506325” Chapter Six PAGEREF _Toc270506325 h 59
HYPERLINK l “_Toc270506326” 6.0 Recommendations PAGEREF _Toc270506326 h 59
HYPERLINK l “_Toc270506327” 7.0 References PAGEREF _Toc270506327 h 63
Chapter 1 – IntroductionBackground
The Abu Dhabi Police (ADP) is amongst the most challenged organizations in UAE. The police are also one of the most diverse forces where effectiveness, focus, and objective orientation are essential. Based on this, the Strategic management and Performance improvement (SM&PI) Department in ADP considers that the employees should have the capability as well as confidence to deal with critical issues that characterize their work. Most important, performance is crucial because any sloppiness could have adverse consequences on the community as a whole (Grant, 2004). The kind of work that police officers do requires them to work together in groups for them to be successful. Teamwork is so critical that in some cases it determines survival of the organization.
Teamwork in the organization has great significance for more than one reason. Organizations that have embraced this concept have reported increased problem solving, employee autonomy and increased performance in work production stimulating new growth. When managed well, this group project approach has increased input by improving employee morale. Teamwork is said to have benefits, which can make a positive impact in the organization. Changes in today’s business world have made teamwork a reality in organizations, as knowledge sharing is crucial for success. Employees, managers, as well as executives have to share information. In addition, because of the complexity of operations as well as proliferation of knowledge in various fields, it is essential for employees at all levels to have the opportunity work as teams and learn from each other for them to generate innovative solutions to organizational, efficiency and operational issues (Wilson, 2008).
Performance has to focus on team performance as it allows corporation more than competition. The performance of any organization is dependent on employees and how they work. This is in turn dependents on whether there is an organizational culture that promotes a high work performance culture particularly within the top and line management through teamwork. To understand the role of teamwork on employee performance, a case study will be conducted in which the researcher will assess the impact of teamwork on employee performance in the SM&PI department of ADP. Semi-structured interviews and unstructured questionnaires will be used to collect data, which will be analyzed using thematic analysis. The findings will be validated using multiple perspectives.
1.1 Research objectivesThis study is not aimed at asserting the already written and existing literature on the impact of teamwork on employee performance in strategic management in non-profit-making organizations. Neither does it intent to set a new way that is right but it investigates the extent to teamwork affects positively the performance of employees in non-profit making organizations, especially the Abu Dhabi Police. The goal of the study is to establish the impact of teamwork on the Employees Performance in Strategic Management and Performance Improvement Department in Abu Dhabi Police in the UAE. In order to fulfill this goal, the study seeks to fulfill the following specific objectives of the study.
Objective 1 – To identify the kind of support and guidance that is required by teams from the organization’s management for effective team performance;
Objective 2 – To evaluate team effectiveness in terms of team autonomy, job satisfaction and performance.
Objective 3 – To identify the benefits of teamwork as well as problems suffered by teams as far as performance is concerned within the Strategic management department In ADP.
1.2 Research QuestionsThe objectives and the goal of the study will be attained is the study answers the following research questions:
What are the components of teamwork that are relevant in non-profit organizations such as ADP and specifically the strategic management department in the organization? How does it encourage teamwork as a strategy for employee performance in the strategic department in ADP?
Determine the link between teamwork as a strategic policy of the strategic department in ADP given the fact that it is a non-profit making organization.
Establish the effectiveness of teamwork on employee autonomy, job satisfaction and the performance of the employees in the strategic department in ADP.
1.3 Study hypothesisThis study is about the impact of teamwork as a strategic management tool in non-profit making organization on the performance of employees. The study seeks to fulfill the hypothesis that teamwork as a strategic management tool affects positively the performance of employees in non-profit making organizations such as the police (Adobor, & Daneshfar, 2006). The vital issues that this dissertation will consider will be centered on the impact of teamwork as a strategy in management to be employed by non-profit making organizations in order to improve employee performance. This will involve the analysis of teamwork as a strategy used in management in Abu Dhabi Police and its impacts on the performance of employees in the organization.
1.4 Significance of the studyThis study is important because it examines the impacts of The Impact of Teamwork on the Employees Performance in Strategic Management and Performance Improvement Department in Abu Dhabi Police in the UAE. Many non-profit making organizations usually operate with or without teamwork. However, the organizations know little of the importance of teamwork on the performance of employees in non-profit making organizations. As a form of strategic management, teamwork is an important strategy to use and apply in today’s modern flexible workforce because it can enable the organization improve the performance of the employees hence the overall performance of the organization. This study makes it clear as to why many profitable organizations encourage teamwork and why it is important for non-profit making organizations to emulate their profit making organization to achieve more.
1.5 Study justificationThis study seeks to use a case study as one of its methods in studying the study phenomena. The case study undertaken by the researcher is the Abu Dhabi Police as a non-profit making organization. This study is important to the organizations since it enables the organization understand the importance of teamwork as a strategy for strategic management and improving the performance of employees in non-profit making organizations such as the ADP. The research will help the strategic department in ADP to know the basic strategic management principles regarding teamwork and the employees’ performance.
1.6 Strategic Management & performance improvement Department in ADPAbu Dhabi Police was established in January 1957 late H.H. Shaikh Shakhbut Bin Sultan Al Nahayan , who was the first president of the State of Abu Dhabi and the elder brother of late H.H. Shaikh Zayed Bin Sultan Al Nahayan, the establisher of the United Arab Emirates. Shaikh Shakhbut aim was to build a strong dependent government that provides security and peace to the country. ADP was formulated with very humble techniques (Strategic Plans, 2010). The very beginning duties were to watch and guard some areas like Ruler’s Palace, markets, banks and the boats coming from other countries. There were two police officers assigned to each location. There were at that time around 80 police officers. Coast Guards Unit in ADP was established in 1960 and in 1962; the first batch of Patrols was established. The first Police Music Band was set in 1963. These are the main steps in the establishment dates of ADP.
1.6.1 ADP Mission and VisionAbu Dhabi Police mission is to work in a cooperative environment to provide a safe and secured society, contains no crimes or other types of law breaking. The society we are seeking is stable and insures to keep the public’s rights. Its vision is to set up a professional and effective police staff whose main goal is to keep the community safe and free if crimes and to spread confidence among people. They are also seeking to build an efficient organization, concerned with motivating and training. It supports learning and new technologies (Strategic Plans, 2010).
The ADP has policies that are set up on finding problems in local policing and solving it. In fact, their policies are based on problem solving strategy, in order to continuously improve performance and quality service to achieve their main goal, which is insuring safety and security for community and diminish the crimes. Local policing is supporting decision-making and resources allocating, whereas Headquarters departments and sections are sustaining local policing through dedicated services and consultation. In addition, it emphasizes on community services through the improvement of their strategies, policies, and strategy’s standards and supervises the outcomes and performance progress.
1.6.2 The Strategic contextIn order to emphasize cooperation strategy, Abu Dhabi Police has established a service for reporting accidents and crimes occurrence. They had published their telephone numbers to make it easier for the people to find it. People can even report on missing things or people via Internet or newspaper. They have an advanced web site that enables citizens to interact with the police. Through this step, they are emphasizing people to cooperate with them and to trust them. Abu Dhabi Police also includes traffic and vehicle licensing. They are responsible for granting driving licenses and checking the state of the vehicles and its safety quality. Moreover, they provide instant help in case of car accidents or car break down, as there are many police patrols all over the city streets. A person can perform lot of services online, like registering new vehicle, apply for a new driving license or a replacement for a lost one, renewing the licenses, inquire about the fines or any other information, and pay the fines. Furthermore, they made special section for recruitment and applying for jobs. ADP has supplied toll free numbers for reporting or providing suggestions, in addition to the Call Back Service. They are well known to the Follow up System used.
1.6.3 Security AwarenessAfter implementing new strategies and the amazing changes applied to the ADP management, the new approach focuses on involving the community with their processes. This style will develop security awareness among the people and therefore will encourage them to participate with the police to fight crimes and preventing them. With the assistance of the local community, the police’s duties become easier to perform since this cooperation aids them in dealing with the community and understand their needs and problems (Strategic Plans, 2010). Therefore, the police will be more capable of facing crimes and validating secured community. Continuous communication between ADP and his or her local community supports security awareness among the society and calls the attention that security is every person’s responsibility.
1.6.4 Innovation StrategiesADP has realized that in order to apply a good change strategy, the computer, and technology systems should be improved. Applying new techniques to the Police departments is essential to help in investigation services and problem solving. That is why they asked the aid of other developed police systems worldwide, like the British systems. ADP has installed advanced databases to keep their data organized and well managed to keep track of the data and the ease of getting them. Through researches, it has been found that a very famous innovation in police management field was the Compstat system, which is the computer comparison statistics that was applied in the New York City in the 1990s by former Commissioner William Bratton. Compstat is an interesting model of applying new techniques to the police systems. In order to realize its innovation strategies, the ADP receives technical tools and systems like uniform Criminal Information System, The Eye Scan System, The closed televised surveillance system, The Patrol Mechanical Information System and Mechanical Alarm System. Despite the employment of these important strategies, there is dire need for cooperation among the many employees of the organizations for effectiveness of the organization in achieving its set objectives. Therefore, the one important strategy missing is the management strategy to promote teamwork and cooperation among employees. 1.7 Thesis structureChapter 1 introduction; this chapter introduces the research by giving the objectives of the study after establishing the background of the Strategic Management & performance improvement Department in ADP.
Chapter 2 Literature review; this chapter reviews the past literature concerning the teamwork, strategic management, and employee performance in non-profit making organizations. Both theoretical and empirical literature will be reviewed with findings on the study topic being provided.
Chapter 3 Research methodology; this chapter outlines the various methodologies that the study employs in collecting data and the analysis of the collected data. The study design, methodology, qualitative and sampling techniques are highlighted in addition to the validity, reliability, and limitations of the study.
Chapter 4 this chapter analyzes the data collected on the impact of teamwork as a strategy employed in strategic management on the performance of employees in non-profit making organizations. The responses to the questionnaire and interview questions are analyzed and discussed in this chapter. In addition, the findings regarding the performance of the employees in relation to teamwork are discussed.
Chapter 5 Conclusion; this is the last chapter of the study that concludes the research by making conclusions regarding the fulfillment of specific objectives of the study based on the findings of the study.
Chapter Six recommendations; the recommendations based on the findings of the research are related to strategies on how to improve the performance of employees basing on the application of teamwork to ADP. Moreover, recommendations on further research are provided and conclusion given basing on the findings of the study.
1.8 DefinitionsTeamwork: according to Jenner, Foote and Zhao (2010), several people have defined teamwork differently. However, though the views slightly differ, the organization of work using teamwork can be defined as a wide range of possibilities such as quality work, cross-functional teams, self-managing teams, or virtual teams. Many employers usually provide autonomy together with teamwork. A distinctive feature of teamwork is the successive work actions to assemble different parts of the product. In places where the aim is to improve the process of production, teamwork is more of complexity, increase in communication and integrative work. However, for the purposes of this study, a team will be used to mean Group(s) of employees who have at least some collective tasks and where the team members are authorized to regulate mutually the execution of these collective tasks’ (Critchley, Edwards & Fallon, 2007).
Strategic management: according to Graen (2003), strategic management refers to the process by which the decision making organ of an organization envisions the future of the organization and they develop the necessary procedures and operations to achieve that anticipated future.
Chapter 2 – Teamwork and employee performance in nonprofit making organizations2.1Chapter overviewBoth profit and non-profit making organizations are finding teamwork very important in their operations and especially in employee performance and the overall performance of the organizations. Many organizations that have established the culture of teamwork do operate with high quality, speed and are more economical in their operations. According to Aichouni (2005), man is unable to live on his efforts alone and he therefore requires the help of a fellow man. Consequently, teamwork in many organizations is as important as the mutual interactions of man. A secure and friendly work environment is not a condition within itself for forming progressive teamwork. Politeness and respect are the first conditions for successful advancement of the team. However, they do not characterize teamwork (Thamhain, 2008). The important values of teamwork are communication, conflict resolution, and cooperation among employees.
2.2 Basics of teamworkWilson, (2008) define a team as a group of people carrying out work collectively. Success in the work done is achieved if a good team is chosen. In course of executing duty, the individual members of a group that forms a team should have a common goal towards success. The qualities of a good team are capable, intelligent, communicative individual with a clear understanding of the problem at hand would like to cooperate in order to solve the problem as a team. The team should achieve the intended goal as a team and not as individual members of the team. According to Levy (2005), this is the right path to success. There is a connection between teamwork and looking for ideas such as problems and conflict solving ideas. These factors are interconnected and dependent on each other and therefore cannot be separated. In this regard, communication and cooperation are common and present everywhere. These can be depicted in figure 1 below.
Ideas in the teamwork: every member in the team is important. Ideas in the teamwork involve the collection of ideas from the team members in order to achieve the group goal. Ideas can be collected in the team through brainstorming sessions where participants state their ideas as they are noted down.
Teamwork and conflict resolution: teamwork is an effective means of solving conflicts in an organization. The conflict or problem at hand can be subjected to the views of the participants whose solutions to the problem differ. Conflicts are many and may arise from the steps towards achieving of the given a group goal or the members in the team can disagree on the goal itself. According to Russell (2005), there is no necessity of the team to solve the problems to be performed by a group of individuals. However, the synchronization of individuals, mutual adaptation and co-operation are necessary for solving problems. In addition, the main goal of teamwork is to solve problems. The diversity of the group members means that there are many different opinions concerning the solutions to the problems as the individuals. In order to arrive at the best solution, the team settles of the optimal solution to the problem at hand (Hesselbein & Shinseki, 2004).
According to Leedy and Ormrod (2005), conflicts regarding the given solution to the problem are important because it enable the team to come up with a better solution. A never-ending circle in the diagram means that whenever the group is trying to solve the problem, other problems come up.
Fog 1
Source: Rupar, B & Rupar, M (n.d), Importance of teamwork for non-profit organizations
For an optimal solution to be reached, the group should let go the conflicts and arrive at optimal solution to the problem.
Solving problems: this involves ideas that can solve a problem. The solution on the problem is obtained from the ideas obtained from the participants. For the success of teamwork, mutual-cooperation and communication among team members is very important. For participants to adjust, they need to communicate and cooperate. Schroeder & Lombardo (2004), argues that without communication and mutual cooperation, teamwork is unsuccessful. The communication used in teamwork can be either verbal or non-verbal. Through teamwork, the management of an organization can establish the goals of the organization regarding specific aspects with the help of teamwork. Graen (2003) add that effective teamwork can be achieved through motivation of the participants. Successful teamwork leads to quality work and better organizational operations with increased success at all levels of the organization (Linden, 2002).
2.2.1 Developing teamworkMany organizations have adopted teamwork in their operations making it to be very valuable. According to Critchley, Edwards and Fallon (2007), teamwork is used in both profit as well as non-profit organizations. The failure of some companies to employed teamwork in their daily operations can be attributed to fear and mistrust of employees during the implementation of new methods of work in the organization. Teamwork is developed through five phases as indicated below.
Team development
Source: Rupar & Rupar, (n.d) Importance of teamwork for non-profit organizations
The first phase involves the formation of a group through the introduction f new members. The new members get to know each other about the problem at hand that united them. According to Boaden and Leaviss (2000), many ideas are put forth in this phase, in which based on adapting in the following phase must be adjusted. Consensus and the voice of the majority must be adhered to in the third phase. The participants must realize the common goal and therefore the idea for their membership. The third phase is the most demanding and the most important. As the realization phase approaches, the participants realize that they need to arrive at an optimal solution to the problem. King (2004) notes that the participants must be careful while negotiating the optimal solution so that they do not lose the support of other members because they will be of importance in the last phase of assuming responsibilities. According to Flick, et al. (2004), the working team should be maintained as a team for success and attainment of the necessary goals. Therefore, successful development of a team means a continuous process.
According to Creswell (2007), teamwork is essential to the success of any organization. Productive teamwork c
The impact of Talent management on strategy implementation at Vulcan investments Pty ltd
Page PAGE 1 of NUMPAGES 14
MBA- Dissertation
Title:
The impact of Talent management on strategy implementation at Vulcan investments Pty ltd.*
Aim of the study:
The study aims to investigate the impact of talent management on strategy implementation at Trellicor, and thereafter recommend the best effective talent management practices for organisations that are destined for greater heights.
Objectives:
1. To evaluate the effectiveness of the current Talent Management Approach at Vulcan in relationship to the current strategy.
2. To determine the key challenges faced by Vulcan in their approach to Talent Management.
3. To recommend a practical Talent Management framework for cultivating the skills needed to manage talent effectively.
Research Questions:
1. How effectiveness is the current Talent Management Approach at Vulcan in relationship to the current corporate strategy?
2. What are the key challenges faced by Vulcan in their approach to Talent Management?
3. Is there a practical talent management framework that can be recommended to Vulcan investment Pty ltd?
Problem statement:
The purpose of this study is to investigate the impact of talent management on strategy implementation in order to ascertain inefficiencies and shortcomings so that recommendations maybe made to management so as to ensure the evolution of sustainable operational efficiencies.
Background and Writing instructions:
Vulcan Investments Pty ltd is a factious company name, done so to protect the identity of the company I work for.Despite having an abundance of talented employees, Vulcan has often failed to achieve certain of its desired strategic objectives more especially so in certain departments. Exceptionally brilliant and well orchestrated strategies often fail at the hands of those responsible (management i.e. junior, middle and senior mgt) for the implementation of such strategies. This failure is not because the employees are technically incompetent but more often than not, it is a situation of “attempting to fit square pegs in round holes”. Therefore, the purpose of this study is to investigate the impact of talent management on strategy implementation in order to ascertain inefficiencies and shortcomings so that recommendations maybe made to management so as to ensure the evolution of sustainable operational efficiencies
Research Methodology
Introduction
During this study, several sources were used to gather information and data that was used to provide guidance to this study. Most of these sources were secondary sources that have conducted research on falls in the past and how these falls can be dealt with.
The information that was obtained from these sources was critically analyzed and presented using the trendiest methods of presentation.
Most of the sources that were used touched generally on impact of talent management in the Vulcan Company and the impact that they have on the strategy implementation in the company.
The study also aided in the suggestion of the appropriate methods that should be used and the things to be implemented for the improvement of Vulcan Investments Pty ltd Company. Therefore, this context can form an important part in conducting further research on the effects of talent management in future.
Research purpose
Despite having an abundance of talented employees, Vulcan has often failed to achieve certain of its desired strategic objectives more especially so in certain departments.
Exceptionally brilliant and well orchestrated strategies often fail at the hands of those responsible (management i.e. junior, middle and senior mgt) for the implementation of such strategies. This failure is not because the employees are technically incompetent but more often than not, it is a situation of “attempting to fit square pegs in round holes”. Therefore, we conducted a research in finding out this.
The research purpose was to investigate the impact of talent management on strategy implementation in order to ascertain inefficiencies and shortcomings in Vulcan Investment and so that recommendations maybe made to management as this will ensure the evolution of sustainable operational efficiencies, the data that we obtained was according to this. It only addressed these issues.
It was the terminal analysis process. The conclusions were made and their meanings interpreted. This was made possible because the regularities were noted, differences and the similarities of various data were made, and the conclusions were made and possible explanations given. Although the conclusions were made but were not taken as the actual reasons.7
We used qualitative and quantitative analysis in this research. Qualitative data analysis was used in the initial stages but in the later used quantitative.
We majored in the qualitative because it is more concerned with the phenomena and the relationships that they have.
The used qualitative methods were observations and in-depth interviews. Though observations can be used in both summative phase and formative phase, but formative phase was strenuous in the study.
Summative was used to determine the success of the implementation of any recent strategy in the Company.
The technique was useful in the direct examination of how new and old, skilled and unskilled, the employee and the clients in general perceive the new strategy.
Methodology
Research process
The most convenient method was in-depth interview8. This was to obtain the information that are detailed, to enhance the respondent’s reaction and for the sensitivity of the findings. Some of the few merits were; it gives the richest data, detailed, provides new insights and it also provides the opportunity in the exploitation of the topic in depth.
Time consumption and expense were few of the demerits that we noted. The following assumptions had to be made when using the in-depth method;
a) There was no substantial variation in the setting of the interview3.
b) The gap between the knowledge of the respondent and interview’s was too small to be ignored.
The sample of the table is as shown below table 1
excellent good moderate bad worst Don’t know
The respondent was to tick the appropriate box. If two boxes were ticked, then the question was ignored in that paper.
Open ended questions and far-reaching probing was used. This was done through the use of an interview guide. A list of questions/issues that were to be explored and the recommended probes that are used in the follow-up on the main topics was prepared. This was to ensure the interviewing more methodical and comprehensive. It also aided in the pacing of the interview.
The guidelines that were used in the preparation of the interview guides, how the interview should be done with the guide, and the interview writing is as per Lofland and Lofland 1995.
We had familiarized with the projects and the goals that lead us to the impact of talent management on strategy implementation.
The questions that concerned the impact of talent management on strategy implementation on Vulcan Investments Pty ltd Company were administered
8In-depth interview is a dialogue that is between interviewee and interview that are both skilled. The objective is to obtain affluent and detailed materials that can be used in the analysis (Lofland and Lofland 1995). They are to be conducted face to face but in few incidences they can also be through the phone.
3 This gives a restraint on the control that the interviewer has over the environment. This interview may have to be satisfied with the disruptions and other trouble that in the end exhibits the attainment of the data and extent the comparability of interviews
Recording the data
For the efficiency the data that was obtained was recorded using tape recorders and short notes that are detailed were taken. This was after the respondent had given the permit of voice record.
This aided in the development and utilizing theories or hypothesis pertaining to the topic of research. This was to ensure the continuity, wide field and flexibility of the research in future.
Most of these sources were primary sources as they were direct from the respondents but few were secondary as they concerned the research that had been conducted the effect of poor managerial skills in Vulcan Company.
The information that was obtained from these sources was critically analyzed and presented using the trendiest methods of presentation. Most of the sources that were used touched generally on the impact of managerial method on strategy implementation, how the talent management has an impact on the operation system of the Company. This was because the implementation of strategies is directly proportional to the managerial system. Managerial system in the long run has an influence on the implementations of the strategies in Vulcan. We also focused on the way the consistency of the management efficiency across hierarchical levels had impacts on the strategic implementation. Therefore, this context can form an important part in conducting further research.
The respondents were both the members of the managerial system of the company and the general officers in the Company. They were from both the higher and the lower managerial levels. The majority were from lower levels as they could provide more valid information and seemed to be guanine in their replies. The anonymity of the respondents was protected by not identifying them. The form had no identification details and was also randomly issued to them. The voices recorded were not let out to any of the officers of the Company.
Data were collected through the questioners that were issued to forty respondents.
The respondents were divided into three categories and different questioners and interviews given. They completed the questioners anonymously after the interview and submitted them in randomly; this as well protected the anonymity of the respondents.
The duration of the questionnaires was thirty minutes but interview was intensive as probing further was essential. The validity of the data could also be determined thoroughly through the interview method rather than the questioners.
Recipients who refused to participate had the option of returning the empty forms or not being interviewed.
Through this the conclusions could be drawn and verified. It was done through the method of selection, summary; some data were submerged through a larger pattern. This was made possible through incase-analysis or cross-case. Matrices were developed that were used in the organization of data and patterns could be easily denoted from the matrices. Through the cross-case method the data that was not fitting in the objectives of the research was ignored.
Data display
This was the second step. The data that had been reduced was taken and was compressed to the level that the conclusion could be made. The cross-case with matrices worked best in the data display.
The method was used because various factors were under investigation.
Many cases were compared. This could make the data richer than when the within-case analysis was used (Huberman and Miles 1994).
Relationships were obtained from here as this helps in determining the factors that were affected the implementation of strategy.
The following was and example of such a table 2
variable Level 1 effect Level 2 effect Level 3 effect summary
Change in leadership
Decrement in number of officers Increment in number of officers
The summary contained percentage in the effect. If the percentage was negative, it was coded -ve
Data analysis
The framework that was developed by Miles and Huberman 1994 was adopted in the process of data analysis. This gave a description of the main phases of the analysis of data such as reduction of data, display of data, and the drawing of conclusion and verification of the data. This was the most appropriate due to the bulk of the data.
Data reduction
It involves the organization of data, reduces to meaningful levels and reconfigured43.
The data was selected, focussed (as per the cope of the research), simplified and transformed the data in the detailed notes. This was to ensure their intelligibility in terms of the issue that was addressed. It also aided in the reduction of data to manageable levels.
It eliminated the volumes of data that are not assimilated and cannot be categorised as per the intended study. The data that were singled out were valid, detailed, and answered the research questions. Inductive and deductive data analyses were involved.
All the notes from all the departments were looked at. The watered data was reduced to a meaningful data.
43This was described by Miles and Huberman 1994 who developed it in 1994
Research findings and Conclusions
It has dawned to the researchers that the behaviour of the leader has direct influence on the other groups and the organization and how it behaves. To date less has been known on how the senior leaders make sure that their decisions are implemented by the group and other members in Vulcan Investments Pty ltd Company. This is because it has multiple layers of leaders and each does not have the ability to lead alone. He/she cannot lead in isolation.
In conclusion, managers play a very important role in ensuring that strategies are implemented. Whereas managers may ignored the rest of the management team, always results to faulty systems and in the return the implementation of the strategies be very cumbersome and in most cases they do not turn out. Contrary, all the managerial levels of company should correlate for the effective running of Vulcan Company.
According to our findings, it was clear that when the effectiveness of the leaders at various levels are given consideration at aggregate that the considerable enhancement on the strategy implementation resulted. We discussed the connotation of these findings for headship research, in particular, that the leaders at different levels should be considered collectively to comprehend the influence of leadership talent management which has influence on the strategy implementation.
According to the data that was obtained, though talent management has various impacts in the Vulcan Company but mostly noted, it has a great impact on the running of the Investment Company. The strategies that the company makes over and over are not effectively implemented as the people who formulate them are transferred after a short time.
The projects then are left finished. The lack of maintenance of the company’s employees has also resulted to a greater loss in the company. Their employees who have acquired the skills and knowledge in the company transfer after a short period of time.
The incoming employees take a lot of time in familiarizing themselves with the company and this leads to both lost of time and labor. The frequent recruitment is harmful to the company.
Over the resent past Vulcan though it has tried to give new approaches to talent management but this has had very little impact.
Based on the results and the analysis that was made, Vulcan Investment Company should identify the strengths and weaknesses in the company and the gaps that are in their talent management strategy. They should prioritize their action plans to tackle the gaps that are identified in the Company and align their strategies according to the goals of the company.
They should build their strategies by,
developing talent management strategy
design organization
selecting the talent management
These strategies should be implemented by;
changing the management and communications
implement the new technologies,
Training.
This can also be made possible through the support from other organizations, assessment of the projects and continues improvements of the strategies.
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