Human Resource Trends behind Situation Faced by Jill McBride
Summary of MacBride Company
Jill McBride and her organization are undertaking a significant human resource restructuring exercise that puts it in a predicament. There are many issues that call for a redress following the transition from one operational level to another. However, before addressing any vital issue and an ideal solution, it is essential to evaluate what key HR issues the company is facing.
Growth strategies to any organization are characterized with many issues that must be addressed amicably. MacBride international company is under submission tests, subjecting its framework to a dilemma. The kind of predicament presented has serious effects of applying different resolutions. Even so, the decision on whether to increase salaries or expand a business remains within the feasibility of all mechanisms.
The employment of a given policy needs swift action on the resolution because it is a matter of urgency. It is also the beginning in which ethical dilemma of adjusted to the company as its major organs experience mixed reactions on the issues.
What Human Resource Trends are behind the Situation Faced by Jill McBride?
The first human resource issue faced by Jill McBride Company is changing skill essentials. It is an issue that has come forth despite its tiptoeing performance. Through its top managerial decision body, the company considers application of new skills in the organization as opposed to settling for salary increments (Armstrong, 2002, p. 117). According to the platform, it also calls for recruitment as well as development of new models for the business in an effort to enhance its operations.
The main purpose of such development is based on the need to ensure viable competitiveness, overall productivity and the organization’s quality production. This is bottom-line of ensuring new skills as a way of new business mechanisms to enhance economical advantage of the company (Jackson, Michael & Angelo, 2003. P. 62). Additionally, there is need for facts that will enable the company to employ new business activities to enhance are operations and to ensure it increases salaries in the future.
This is a crucial and productive activity that will enable the company to achieve a competitive advantage against its rivals.
Jill McBride also is also battling prioritization complex. A very sensitive balance that its development would face unforeseen challenges or realizations is evident in one side of the argument. For instance, the idea of employing new staff, to possibly bring in new ideas, is no doubt a viable inception. Failure to increase salaries on the other hand is attributed to employee’s efforts that are more like to affect staff performance negatively, more specifically after working tirelessly to achieve such goals.
Prioritization mix generates a serious predicament issue to human resource. While referring to human resource matrix, Jill McBride is in a dilemma on whether to settle on the most ideal motivational skills. The matrix is evident where Jill offers bonuses instead of salary increment. This is another human resource issue that needs to be addressed by the company because neither of its processes has any conceivable effect. Primarily, prioritization of wants and employment matrix are major issues the company faces.
What Advice would you add to McBride, Beyond Recommendations Given in this Case?
McBride faces dramatic incidences in her organization that calls for applicable of ideal sets of solutions, based on a measure’s feasibility. In relevance to decision matrix and the predicament mentioned above, it is essential for McBride to employ ethical frameworks to prevent ripples in the company (Jackson, Michael and Angelo, 2003, p. 65). Hiring of new staff for example, who brings something new to the company is something that must be communicated efficiently to employee community, whose salary increment has been sacrificed for the new staff.
The new platform ideals must also be structured to benefit employees for cry for increment of salaries. McBride must also consider a consensus before settling for any managerial framework. Upon agreement of different divisions in her organizations, the idea can now be executed without unforeseen or undue resistance.
Similarly, rebuilding or salary increment dilemma must also be given dual consideration by the organization’s managerial structures. The company from operational point of view must employ beneficial policies because the rebuilding exercise is tarnished by controversies leading to severe operational environment in the company (Armstrong, 2000, p, 120).
The significance of salary increment at the expense of the restructuring exercise is what matters. From the psychological alignment of mindset, many people end up frustrated if they do not enjoy the fruits of their labor. Such feelings similarly, may be risky to the company because there is less enthusiasm and motivation by employees. Therefore, my advice to McBride is to settle for either restructuring or salary increment, if one seems viably profitable to the company compared to the other.
Another key issue is to take note of here involves considering factors that already exist as opposed to having a lot of expectations on a venture that has not operational. Overdependence on new advancement or seeming benefits out of new employees can mislead the company, more especially, if the expected result is never achieved.
The company also needs to be content with its present situation but be aggressive in new ideas or things are advantageous to the company. This is the most ideal and beneficial strategy that MacBride should adopt to eliminate all predicaments, alongside her new enterprise model.
Ways of aligning human resource practices with growth strategies
Settling of structuring plans with outcry for salary increment is a sensitive issue that the company should give consideration. Growth is a positive move for the organization while maintaining dedication and spirit of employees is another significant issue. The first step of human resource practices alignment with McBride is through scrutiny into the growth agenda of the company.
I provide a very incisive outlook into the company’s manifestation of the organization with its two memos as an ideal proponent of human resource issues (Armstrong, 2000, p. 123). The first idea set includes motivation of employees and growth harmonization. Offering bonuses must also be sought for as an ideal resolution that helps to create only little development agenda hiccups.
The balance between staff motivation and company restructuring can be put in place in writing with a purpose of generating little resistance from one side. The two projects can also be implemented at ago via partial perspective. Employees will remain motivated if the two issues are implemented partially and as a result, undivided dedication in delivery of service to the company will be achieved.
Restructuring activity additionally is guaranteed when the platforms are laid down and if the directed work is headway. It is indeed a sure way of balancing the two delicate and significant issues. Besides implementation of the two issues correspondingly, the company can also consider massive existing employee training on new advancements in line with assumed job expansion.
When existing staff take up responsibility on new work, the company will benefit by nurturing new skills from the employees who also benefit from projected excellence that comes with new jobs (Jackson, Michael, and Angelo, 2003, p. 67). This new strategy ensures progressive productivity and new investments without additional expenses. What’s more, the move has been adopted in many companies that benefit from employee training on new skills while maintaining motivational features of existing workforce.
The company finally, should employ an efficient communication policy. It is an ideal mechanism used in convincing workers on the advantages of new investments to the organization and to them. Having new venture must also be appreciated and accepted naturally by staff who are prepared to let go salary increment issue and the expense of their future growth.
As a human resource manager, I would engage in an exhaustive sensitization program to ensure employees embrace this new change.
Armstrong, M, (2000). Strategic Human Resource Management: A Guide to Action. London: Kogan Page, press.
Jackson, S, E, Michael A. H, &, Angelo S. D. (2003).Managing Knowledge for Sustained Competitive Advantage: Designing Strategies for Effective Human Resource Management. San Francisco, CA: Jossey-Bass. Internet resource.