different organizational structures and culture, and their impact on the organization.

Organizational structures are a formal method of defining authority in an organization by outlining the task at hand, the related function, and the reporting line. Different types of organizational systems include the following: Under functional structures, every position within a specific organization is required to carry out the same job type based on specialized training. The systems work well at developing leadership through peer supervision (Scott, 2013). Secondly, we have the matrix structures and in this case, employees are required in most cases to report to more than one person within the organization. In this type of organizational structures, employees may have to report to different section head managers. For instance, consider a person working in a factory where several talks are interrelated in different sections (Schneider et al., 2013, p. 361). In such a scenario, the employee will possibly be required to report to the production manager, sometimes reports to a marketing manager or even report to the project manager in instances where more than one project is undertaken (O’Reilly and Tushman, 2013, p. 234)

Thirdly we have division structures. This category usually subdivides the entire organization into subdivisions or units each having specialized activities to be performed. The subdivisions are independent in nature as they always have the needed resources and defined functions within it which is likely to facilitate the accomplishment of each division assignment or duties which are assigned to it (Kark and Shamir, 2013, p. 77).

In division matrix structures, sections or divisional managers have complete ownership and responsibility of their development and competencies based on a particular knowledge, technology or even a given customer group. These structures promote flexibility and autonomy in an organization as each division can either add or remove the divisions based on the prevailing needs (Gibbons and Roberts 2013).

Organization culture refers other specific and distinct values and norms shared among a given group of people who belong to a certain organization which axiomatically defines and parades who they interact among themselves and also their association with external stokeholds concerned with the organization (Zheng et al., 2010, p. 763).

Power culture: under this type of organizational culture, the autonomy or the authority to make decisions in the organization is confided to one person only. The person will be responsible for giving direction to juniors and it is expected that such instructions and delegation of duties made to subordinates ought to be followed strictly. Secondly, we have role culture in which employees are assigned given tasks and roles to accomplish. Thirdly we have task culture which entails employees forming different teams to help them perform a given task effectively (Jones and Jones 2010).

Conclusively, organization structures and culture are intractably interlinked so that the effects of one part directly amplify the other part. Organizations have authorities and this has to be given through relevant structures and Executed using the best culture which will reduce resistance in the organization (Alvesson and Sveningsson, 2016, p.23).

1.2 Explain the factors which influence individual behavior at work.

Employee status in an organization is likely to influence his/her behavior. For instance, the traits of supervisor or manager will defer from those people who are under him (Klaas et al., 2012, p 314). Personal personality will also define how the person behaves at work as either being either introvert or an extrovert (De Charms, 2013). Different culture background will also affect how an employee behaves (Sulea et al., 2012, p 188). Managers from the UK will behave differently from managers from China. Racial fosters are likely to affect the behavior of employees as some race may be considered inferior to another and this limiting the behavior of that race (Guiso et al,. 2015, p 60).

1.3 Explain how HRM contributes to an organization’s objectives

HRM is key in achieving the objectives of the organization. For instance, it helps the organization in staffing by selecting and recruiting the best employees who are technically fit in achieving the set goals. It also helps to keep employees motivated to perform their duties effectively by advising on the best pay and benefits packages which are competitive in the market. Additionally, it helps in evaluating employee performance and facilitating employee development programs (Schalk et al,. 2013, p 84).

1.4 Analyze the impact of legislation on HRM in the UK today

HRM is regulated with several UK laws which include the equal opportunity laws which protect the employee from any form of discrimination, and employment acts laws which give employees rights to form labor unions (Leighton, 2015, p 81). Failure to follow laws can cause severe damage to employees (Coupland et al,. 2008, p 423).

TASK 2

2.1 Describe the stages in recruitment and selection of staff in the selected organization.

Recruitment and selection of employee is a four stage process. The first stage involves the definition of the requirement needed for the entire recruitment process (Burks et al., 2015, p 805). Under this stage, the HRM is tasked with defining or identifying the job role profile and specification of all personal details and competencies which are needed for the vacant position identified (Breaugh, 2014, p 29). Furthermore, at this stage, all the needed terms of association and conditions needed for the employees are also defined (Stacey 2011).

The second stage includes the actual planning of the recruitment process. The recruitment plan is contemplated to contain the following: the specific type of employees needed, identification of the sources where applicants are likely to be drawn from, different alternative sources available for tapping employees, and lastly contains a plan or guideline on how to carry out the entire recruitment process (Buller and McEvoy, 2012, p 45).

The third stage entails the attracting the candidates for the interview. This process will cover all aspects like reviewing of all candidates who have applied for the job, validating alternative sources of the applicants which include either obtaining them within the company or outside the company. It includes advertising the job, e-recruiting platforms and other external recruiting and consulting agencies (Van Dooren et al 2015, p 34).

The last step involves the actual process of selecting candidates. The interviewer will have to keenly peruse the application received, notify those individual shortlisted for the interviews, conduct the testing of the interviews, offering employment to those who have passed the tests, and lastly prepare the relevant contracts governing the employed persons with the organization (Wall et al., 2010).

2.2 Construct a new strategy for the organization.

The new recruitment strategy should begin with the initial identification of the HR. needs like the future growth variation in the company, economic situations and its impact on the current workforce. Secondly, should have a well-defined recruiting strategy that will be used in obtaining the right type of employees at the needed time. The third process, of course, should be the section process where key attention is based on the job analysis made (Fletcher, 2013, p 269).

The fourth step should involve a mechanism that would have in developing a training program for the employees by specifying the training needs and the anticipated outcome. The fifth stage should now focus on the compensation range where the scale for compensating the hired employee is determined based on its demand in the market and prevailing compensation in the market. This will involve things like the fringe benefits associated with the job, bonuses and other job perks (Bower et al., 2014, p 399). The last step should entail the development of an appraisal performance. This involves setting the desired standards which are likely to be used as the yardstick or the threshold for evaluating the employee performance as time goes by (Dmitrieva et al., 2014, 358).

2.3 Explain the ways organizations motivate workers.

Employees can be motivated in different ways. For example, manager s can ensure timely and efficient communication, giving them timely feedback, increasing their autonomy, training and developing them, giving them incentives, bonuses, competitive pay and recognition for work done (Petronio and Colacino, 2008, p 21).

2.4 Analyze the link between motivational theories, job evaluation, and rewards.

Motivational theories highlight various motivation aspects which can be used to reward employees who include psychological needs and other factors which managers need to integrate their organization so that employees remain motivated always. Under such conditions, employees are purely rewarded based on their psychological needs and career aspirations, nevertheless, economic or financial rewards are likely to be used in motivating employees (Nohria et al., 2008, p 78).

Managers using Herzberg motivation theory are likely to confine themselves in motivating employees using the two factors identified by the theory which includes hygiene factors or the motivation factors. In this case, employee motivates tier employees using nonfinancial rewards but rather focus on enriching the job done. Likewise, by using McGregor’s theory, employers focus on giving employees the capacity to persuade them to improve performance.

TASK 3

3.1 Compare the effectiveness of different leadership and management styles in different organizations.

Leadership can be cataloged as the entire process that a person in a leadership position uses to influence the people under him or her to accomplish a given task whereas management refers to the art or the science of a leader getting things done with and through the followers or the people as by be termed in a different context (Stahl et al., 201, p 25).There are different leadership and management styles which are used differently in different organizations, the consequent approaches of leadership and management styles are discussed below and their effectiveness in the different organization. Democratic leadership is the most widely adopted leadership styles by many companies (Yukl, 2012, p 67).

In this approach, the entire decision-making process in the organization will take into account full participation of the employee’s views and concerns (Renz, 2016). A two-way communication system is established which allows upward and downward flow of information concurrently as a lot of consultation is made in the company by involving everyone so that their interests are cared for (McCleskey, 2014, p 117). The system has been known to promote high employee performance as deliberations made are basically their own ideas and thus seeking compliance on such policies become easy for the management (McCleskey, 2014, p 117). Companies like Coca-Cola, Wal-Mart, and Tesco among many other leading global brands have successfully used democratic leadership styles to enhance effectiveness in their organization. As a result, companies like Marriott hotels have been ranked among the top 100 companies on Fortune 500 magazines for successful implementation of democratic leadership which has increased employee performance (Day et al., 2014, p 63).

Secondly, the second form of leadership style is transactional leadership. In this type, employees are rewarded based on their performance. Those who perform well are rewarded while those who are underperforming are punished and thus the term transactional (Du, 2013, p 155). Examples of the firms which have successfully used transactional leadership to perform well include Green Bay Company, Microsoft Company under Bill Gates, and Starbucks Company under Howard Schultz (Rosemann and vom Brocke, 2015, p 105).

On another hand, different organizations have used different management styles. For instance, Siemens, company has been globally known for using open door management style also known as open system model (Briggs et al., 2012). By using this model, the company has been able to employee almost half a million people globally and thus making outsourcing services more easily (Dumdum et al., 2013, p 39). Siemens also uses human relation management styles which have ensured that all employees receive the necessary support when needed as evident from their mission statements and core objectives. Additionally, it also uses rational management models which set out the expectancy needed from employees (Cerasoli et al., 2014, p 180).

Focusing on another company by the name innocent Drinks, the company has largely used also open model amazement style which has effectively worked (Trivellas and Drimoussis, 2013 p 692). Furthermore, it uses a rational style which recognized the company founder as being the overall authority in the company and affiliates companies like Coke have limited chance in making decisions. Moreover, internal management styles are also used which have ensured equality and fair delegation of duties and responsibilities through employee participation (Giltinane, 2013, p 35).

3.2 Evaluate the impact of employment-related legislation on employment termination arrangements by analyzing termination procedures used by your selected organization.

This part will focus on employee termination at Chicken Master. The process is governed by four steps. The first step involves the processing of the registration to line managers who then send it to the HR. the department which will then process the remaining working last days for the employee and consequently notify him/her (Selden and Orenstein, 2011, p 31). It followed by an exit interview during his/ her last day which highlights the need for further improvements. The vacant position is then communicated to HR. department by line managers identifying the skills, the desirable abilities and competencies which are needed to fill the given vacant position which culminates the dismissal process by a request of references (Guest et al., 2010, p 25).

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