Human Resource Management Issues at Wilson Brothers

HumanResource Management Issues at Wilson Brothers

HumanResource Management Issues at Wilson Brothers

Accordingto McShane etal.(2015), organisational behaviour reviews how individuals in anorganisation interact. The study attempts to evaluate how theseinteractions affect the operations of the business and how theinteractions can be improved to management of workers for completiveadvantage. The organisational behaviour theories are applied to showhow employees can be motivated in addition to understanding theirbehaviour and attitude in an effort to increase the efficiency ofbusiness performance. As a Human Resource Director, the report hasbeen prepared to analyse the organisational behaviour within WilsonBrothers Company using the theories of organisational behaviour andpractices (McShane etal.,2015). The Case scenario will be employed as a benchmark to linkdifferent topics with the case of Wilson brothers and how efficiencycan be improved in the organisation after dealing with issues thatrelate to the organisation.

WilsonBrothers Limited is a Canadian food product company that was startedin 1960 by John and Bob. Within the first year of the companyoperations, the company made sales of $300,000, and the companyexpanded to have six plants in Canada by the year 2000. The companyfurther expanded their operations to other countries in the US andEurope as well as exporting products to China and Japan. The reasonbehind the growth of the company has been attributed to hard work ofthe owners, skilled salespeople and their culture sensitivity wherethey integrate the culture into business practice. Flexibility inbusiness strategies and the strategic decision has made the companybeat others in competition (McShane etal.,2012). However, the business as faced some threats which haveaffected its operations in the recent years. The study will analyseten concepts reviewing how the topics can be used to overcome thethreats associated with the company.

WilsonBrothers Organisational Structure and Design

Asdefined by Wageman etal.(2014), organisational design is the formal process that integratesindividual, communication systems and technology together in theright manner to assist and organisation achieves their organisationalgoals. The organisational structure is the formal lines of how powerand authority are shared in an organisation and the responsibilitiesand roles employees play. The design and structure of an organisationplay a critical role in successful communication and division oftasks between employees by defining how departments should worktogether to achieve collaborative goals.

Theorganisation structure of Wilson and brothers has some departmentsand divisions. At the highest level of the organisational structureare the CEO and President, who happens to be the Co-owners of thecompany Bob and John Wilson respectively. Below them is the executiveMP Marketing Murray Brown after which are the VP in charge of fivemajor organisational departments. The departments are Operations,Finance, Engineering, Sales Food Services and Sales Retail. Belowthem are different employees from Canadian Operation planes wherethere are 220 employees at Vancouver, British Columbia Facility, 410employees at Calgary, Alberta facility, 860 employees from Brandon,Manitoba facility. Also, there are 1035 employees from Toronto,Ontario Plant, 300 employees from Montreal, Quebec facility and 280from Halifax, Nova Scotia (Case Scenario). From the above structure,management recognition in the organisation has been overlooked whereonly the senior managers are present and are in charge of theoperations with no supervisors and other lower level managers whichshould be dangerous for the company especially in the communicationprocess (Cummings &amp Worley, 2014).

TheJob Design and its impacts on Employees Motivation and Management

Jobdesign equally impacts the job satisfaction, employees’ motivationand commitment to the organisation by the employees as well asreducing the absenteeism and rate of turnover in a given organisationas Argued by McShane etal.,(2015). Job specialization where jobs are divided into tasks andthese tasks are assigned to the most competitive members of theorganisation. However, in most cases, such jobs are less motivatingand dull, and the outcomes might be repetitive.

Nonetheless,the job design approach allows employees to modify their workapproach based on the work situation and work demands. Based on thefact that Wilson Brothers Company operates using non-unionizedstructures, it becomes hard for the employees to be assigned specifictasks that they ought to perform based on their skills levels andcompetence (Avota etal.,2015). It is, therefore, important that the unionized structures beadapted in the company to deal with employee’s issues relating towork. For instance, Job rotation strategy can be adapted to allowemployees have vast skills that are essential for innovation andcontribution of new ideas in the business.

Decision-Makingat Wilson Brothers

Thedecision-making process in an organisation plays a vital role in themotivation of employees in an organisation. As indicated by McShaneetal.(2012), collective decision making where employees within all thelevels of organisation are incorporated plays a vital role when itcomes to acceptance and support of the decisions. At the WilsonBrothers, however, Strategic decisions are made by the president andthe CEO. The operational plans by the Vice President down to alllevels were made in support or to implement the major strategicdecisions made by the brothers. This might quicken thedecision-making process for the company as identified in the casestudy but might have negative implications mainly when it comes toacceptance by the employees who are expected to implement thedecisions. It is recommended that the brothers should also take theopinion of the employees when making decisions that affect them(Daft, 2012). For instance, if employees were involved in decisionsthat affect the performance of their daily tasks, the decisions wouldreadily be accepted by employees, unlike scenarios where decisionsare imposed on them.

Equityat Wilson Brothers

Theequity theory as reviewed by Huhtala etal.,(2013), managers are key players in fostering or hindering employee’smotivation through the environment created by them. Employees areinternally motivated if fairly treated when related with others.Employees are also sensitive to issues treating to how their leaderstreat them. Fairness in decision making and equal chances affects theperformance of employees in the organisation. At WilsonBrothers, employees have not been treated equally regarding salariesand other financial compensation. For instance, Managers are paidaccording to how best they can negotiate their salaries instead of agiven salary range criteria and there exist no policies regarding payequity. Again, there are no appraisal systems in the organisation norjob evaluation process and bonuses are only given to the marketingand sales staff who are paid when they achieve their targets. This isan indication that there is no fairness when dealing with employeesand indicates the need to have a system of performance appraisal thatwill review the staff performance based on the work they do andrewards be attached for all employees (Daft, 2012). Again, thecompany needs to have pay equity policies defining the paymentcriteria for employees which will ensure that employees in each levelare paid equally and treated equally regarding bonuses and otherrewards.

OrganisationalCulture and Organizational Change at Wilson Brothers

Avotaetal.(2015) review organisational culture as ways employees interact witheach other and how they complete the organisational tasks. This isdefined in the values, symbols, beliefs and rituals that define whyand organisation behaves in the way it does. Organisational cultureplays a vital role in determining how a company appropriately acompany can meet the needs of customers and how efficientinteractions are among the employees, and customers. Wilson Brother`ssuccess have been attributed to the fact that they are culturallysensitive in that when they expand their local markets, they employlocal executives to integrate the local cultures and also ensure thatthey are respected. However, to ensure that the overallorganisational culture is compact, the VP Finance are in charge ofthe executives whom they report to. This has enabled the company growand have proper work ethics from the employees in the plant to thetop management.

However,Organisational change has not been appropriately being implemented inthe organisation given that the company has not been able toefficiently adapt the trends being adapted by companies like Walmartand Costco which they have faced great competition from. Again, theyhave also faced massive competition from Coca-Cola Company and otherAmerican firms which have decreased the market share of the company.This prompts the urge for the company to review their businessoperations in the review to what their competitors in the globalmarkets are doing (Wageman etal.,2014). For instance, it is high time that the company considers thecustomer preference where customers have been paying close attentionto concerns about their health hence dessert sales have suffered likein Quebec, this prompts the company to implement other strategies tobring back the customers who prefer home cooking. To do this, theorganisation needs to change from Food with high levels of fats,sugars, and salt to producing low-fat products that can be customerpreference.

WorkGroups/Teams at Wilson Brothers

Withthe increase in globalisation, businesses have reviewed the need tohave teams that promote job performance across the board. Teams havenumerous benefits for an organisation, one of them being combiningpeople with different skills and capabilities to foster goalachievement and efficiency in task performance (Avota etal.,2015). However, conflict among the team members might prevent anorganisation from realizing this benefit. For instance, there havebeen issues to do with the team meeting at Wilson Brothers, where theAsian and Europe subsidiaries teams meet only once after every threemonths where the purpose of the team meeting is profit maximisation.Again, there are no meetings among groups that are held amongcompanies and only meet during the implementation of the newproduct.For the success of any team, Cummings and Worley (2014)argued that teams must have frequent meetings not only to discuss howprofit can be maximised in the organisation but also address issuesthat affect the teams. The success of Wilson Brothers depends on theability to manage teams and motivate such teams effectively. The goalof the organisation is to maximise profit which has been addressed inthe meetings, but the team needs require to be addressed to ensurethat they work for the achievement of the common goal. Team trainingand reward systems can be addressed in the company to motivate theemployees towards profit maximization objective.

OrganisationalConflict Management

Thereexists conflict in the organisation between subordinates, customers,employees or between co-workers. However, an organisation shouldensure that such conflicts are resolved appropriately to prevent anyfuture occurrence of conflict. At Wilson Brothers, for instance, oneconflict impending to happen is that of employees at Brandon who areafraid of losing their jobs. This may result in conflict between theemployees and the management leading to poor performance from thefacility because employees feel insecure working in a place wherethere are no consistent policies on issues that relate to employeerelations which make the employees feel that their work can beterminated.

Again,the employee compensation plan at the company may also make theemployees feel left out because when others are being rewarded withbonuses others are not. To address these conflicts, it is criticalfor the organisation to come up with a conflict resolution departmentthat addresses the employees’ issues (McShane etal.,2012).

LeadershipStyle, Power, and Influence at Wilson Brothers and Implications onMotivation

Theleadership style is the manner in which an organisation is controlledand how plans, directions are implemented in consideration to theemployee’s motivation. Some of the most effective leadership stylesare transformational, transactional as well as Laissez-fairmanagement. Based on the Management by the Objective style ofleadership adopted at Wilson Brothers, it can be argued that theleadership style adopted by the company is Authoritarian whereemployees are not allowed to take part in the decision-making processand the management does not get advice from the employees when makingdecisions. This might contribute to a negative impact on theemployee’s motivation given that they feel not to be part of theorganisation (McShane etal.,2015).

Inaddition, power and influence at Wilson Brothers fall at the hands ofthe CEO and President with the Vice President and other departmentalleaders are given authority only to make decisions that facilitatethe implementation of the decisions made by the CEO and President.However, the MBO style of management is also implemented wheremanagers and employees work together in setting, monitoring andrecording goals to be achieved. However, given that the overall goalscome from the top management and the employees do not feel that theyare part of the final decisions, this may affect their motivation inparticipating in the MBO structure. This calls for the need toimplement a different leadership style in the organisation such asparticipative that will allow all the employees to be included infinal decision making hence making the employees feel that theybelong to the organisation. With this, the employees will feelmotivated to achieve the overall organisational goals (Daft, 2012).

Conclusion

Thereport has been able to identify the issues at Wilson BrothersCompany, such issues include the way managers are hired andcompensated, non-existence of job description and evaluation process,no bonuses for all employees which may affect their motivation, onlyemployees within the organisation are given opportunities and fearfor job loss by employees and team meeting issues. The report furtherrecommended the establishment of policies that protects employees andjob security and also creation of employee job evaluation processtogether with the establishment of employment equity policies thatensures that employees are fairly treated in the workplace. Finally,team goals should be established, and employees’ motivation beemphasised by offering training and bonuses to the employees. Thiswill help the company overcome the threats that it is currentlyfacing given that the employees are the backbone of theorganisational performance.

References

Avota,S., McFadzean, E., &amp Peiseniece, L. (2015). LINKING PERSONAL ANDORGANISATIONAL VALUES AND BEHAVIOUR TO CORPORATE SUSTAINABILITY: ACONCEPTUAL MODEL.&nbspJournalof Business Management,(10).

Cummings,T. G., &amp Worley, C. G. (2014).&nbspOrganizationdevelopment and change.Cengage learning.

Daft,R. (2012).&nbspOrganizationtheory and design.Nelson Education.

Huhtala,M., Kangas, M., Lämsä, A. M., &amp Feldt, T. (2013). Ethicalmanagers in ethical organisations? The leadership culture connectionamong Finnish managers.&nbspLeadership&amp Organization Development Journal,&nbsp34(3),250-270.

McShane,S., Olekalns, M., &amp Travaglione, T. (2012). OrganisationalBehaviour: Emerging Knowledge, Global Insights.

McShane,S., Steen, S., &amp Tasa, K. (2015). Canadian OrganizationalBehaviour (9th ed). EmergingKnowledge, Global Insights.

Wageman,R., Fisher, C., &amp Day, D. V. (2014). The Oxford Handbook ofLeadership and Organisations.

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