Grommet Industries

You have recently been hired as the HR manager responsible for two separate Ontario locations belonging to Wilson Brothers Limited. You have been asked by the HR Director at the head office in Brandon, Manitoba, to quickly provide a report on any initial HR issues related to Recruitment and Selection, Compensation and Benefits, Health and Safety, Training and Development and Labour and Employee Relations that are affecting or will affect the Cambridge operation and the new plant in Scarborough. The HR Director has made it very clear that Wilson Brothers would like both the Cambridge location and the new plant in Scarborough to remain union-free and are willing to offer very competitive wages and benefits

I, Marion Forbes the recently appointed senior human resources manager at Hallington Utilities Services (HUS), am facing with a dilemma; work out HR strategies with the Organizations mission and handle employee’s issues and concerns. HUS has made changes due external and internal factors encountered in the market as well as the new regulations happening within the sector. All are very complicated and my main issues are privatizing, downsizing, unionization, motivation, training and compensation. With the information collected, I need to figure out

As the world changes, many organization may create changes to their company structure in order to remain successful and look good amongst shareholders. These organizational changes may be beneficial for the company overall. However, it may affect the remaining employee’s morale. Some organizations changes such as layoffs, reduce work hours, a stagnate in benefits increases and rewards may result in management trying to figure out a way to motivate and gain employees trust and loyalty.

Structural Change and Work Redesign will address this issues with employee satisfaction, employees’ morale, inefficiencies of the hospital processes, closing services. This interventions will conclude if the current structure is

Week 3, the lecture on Managing Change describes organizational changes that occur when a company makes a shift from its current state to some preferred future state. Managing organizational change is the process of planning and implementing change in organizations in such a way as to decrease employee resistance and cost to the organization while concurrently expanding the effectiveness of the change effort. Today's business environment requires companies to undergo changes almost constantly if they are to remain competitive. Students of organizational change identify areas of change in order to analyze them. A manager trying to implement a change, no matter how small, should expect to encounter some resistance from within the organization.

The purpose of this paper is to discuss organizational change and the management of that change. I will talk about the different drivers of change, the factors a leader needs to weigh to implement change effectively, the various resistances a leader may encounter while trying to implement change, and how various leadership styles will effect the realization of change. I will also discuss the knowledge I have gained through the completion of this assignment and how I think it might affect the way I manage change in my workplace.

Introducing organisational change is often hard, the main reasons for that can be variation in perceptions of the employees, fear of disruption or failure and underlining the right approach to apply change. Then even if the change in a specific organisation is projected successfully there is still lot to be done to manage it in an appropriate way (Oakland, 2007).

9. What challenges face HR managers with regard to workforce availability and quality? What are potential

Job productivity goes up and goods produced tend to be better quality the pride that staff has in what they do. To ensure a more satisfied staff after redesign is complete, it is important not only to change the jobs of subordinates but even those in middle management so that everyone feels more satisfied and angry feelings do not develop among staff. If change happen were people are more satisfied, the organization will better for it. Further, change cannot happen and just come to a halt. Change is never constant; it has to continue to keep a learning organization on track.

We would like to add: What changes need to be made to fix these problems? By adding this question you allow input by the employees and give them the sense of playing a part in this transition. This helps cut some of the resistance to change when workers feel they had a part in making that decision.

It is essencial for an organization to modernize and change in to the way it does business when business needs change and when the political and social aspects change. Transformation in an organization covers a vast variety of needs and activity, this is generally aimed at improving performana ce and productivity for an organization to survie. This can be achieved in many ways, from growth , innovation, skills development, as well as through downsizing, layoffs and replacement as well as shift in asssets resources or market shares.

Organization change is due to the dramatic increase of competition in the world. A few of the companies will survive in these competitive world and others will fail or make any reorganization plan to sustain. In order to manage the changes in organization effectively the managers must have to understand the various forces either external or internal forces and plans an appropriate time to implement it efficiently otherwise it will affect the entire organization system.

What do you consider are the most important strategic challenges for today’s HR practitioners operating in multi- or transnational companies? Critically discuss your position drawing on ideas and arguments raised during the semester and with reference to a brief example from industry.

restructuring, work redesign, and job redesign. Every company has a goal, and ways that they

Putting the right employees in the centre of an organisation’s operation enhances growth and performance. However, building the internal capacity of the employees makes the organisation strategically fit for future operations. In this paper, therefore, I will be interrogating the role of the HR manager in a downsizing and restructuring process and also suggest some best practices in such a process.