Evaluate the extent to which the flat non-hierarchical structure was appropriate under Kirsten’s ownership and the extent to which the hierarchical bureaucratic structure is suitable under Chaffinch Group’s ownership. (AC 1.1)
Divisional Structure
Applying the divisional structure in the Calmere House setting would be beneficial in enabling the organisation to deal with its expanding operations under Chaffinch Group. A care home would in this structure be structured into discrete units depending on the type of service (e.g., residential care, respite care, and wellness services) or their location should the company go international. The divisions would operate autonomously, with each having its resources to meet its goals that are aligned with the overall business strategy of Chaffinch Group (Chion, Charles & Morales, 2020). This would enable Calmere House to remain in line with the standards within the care industry and be more attentive to the needs and quality of services that residents receive.
Advantages
Calmere house can split services into separate divisions, which will help the house to serve the needs of its various groups of residents more effectively. There may be, as an example, the residential care division, which focuses on improvements of long-term care and the respite care division, which focuses on short-stay residents. The independence of the individual divisions would also facilitate quicker decision-making as the managers will be able to quickly address challenges like shortages of staff or alterations in the requirements of residents. This flexibility comes in especially handy in a care setting, where timely decisions may influence massively the quality of services provided and its satisfaction to the residents.
Disadvantages
It would however mean extra costs to have different operating departments (HR, accounting, or training) in each division and this might not be okay as costs of utility and staffing are on the rise. Also, there may be competition among divisions due to the scramble of scarce resources, which may cause conflicts, and less cooperation among departments. In case the divisions have their personal goals without co-ordination, the overall efficiency and unity of Calmere House may be undermined.
Matrix Structure
Alternatively, a matrix structure would allow Calmere House to strike the right balance of its expertise in functionality and project-based cooperation. The employees (nurses, caregivers, administrative staff) would operate in both functional teams (e.g., care delivery, compliance, facilities management) and project-specific teams (e.g., increasing resident satisfaction or introducing new care procedures) in this arrangement. It is a mix of professionalism and real-world collaboration, which is more flexible in a dynamic care setting (Chion, Charles and Morales, 2020).
Advantages
The enhanced communication among the functions and project teams may promote the innovations in care delivery and management of operations. The resources might be dynamically reallocated in accordance with the emergent requirements including the rise in the demands of respite services or employee training.
Disadvantages
But when reporting lines are not clear, employees may be confused especially after Kirsten has left the flat structured reporting to a more complicated reporting system. In the absence of effective communication, the coordination problem might occur, which would result in delays or poor service quality.
Analyse how Chaffinch Group could use a rational approach to strategy formulation to ensure that services provided meet customer needs. (AC 1.2)
ChatGPT said:
The strategic plan in an organisation offers guidance of how to utilize both the financial capital, workforce and technological capital. At Calmere House, which has been transferred to Chaffinch Group, there is a need to have a clear strategic plan to re-align its operations, rebuild staff morale and regain its reputation of providing high quality and personalised care. An organisation creates its strategic path by conducting full self-analysis of both surface and deficiencies and external potential opportunities and challenges in the future (Islam et al., 2021). In the case of Calmere House, this would involve the identification of such problems as the high turnover of the staff members, the low degree of satisfaction among the residents and the loss of the personal touch, as well as the opportunities to improve the services and achieve sustainable growth.
Chaffinch Group needs to focus on market analysis in its strategic planning process to determine the emerging opportunities, evaluate the organisational capabilities, and track the competitor activities. There are frameworks like Porters generic strategies that are used to ensure that strategic objectives are in tandem with the core values, and the overall business objectives. This would be applicable to Calmere House by reviewing its differentiation strategy, which is personalised care and good rapport with the residents, as a way of differentiating against other residential service providers.
Fitting Strategy to Products, Services and Customers.
The key objectives of the organisation play an important role in shaping its organisational structure, positioning in the market, and customer relationships (Islam et al., 2021). In the case of Calmere House, this consistency would imply that satisfaction of residents and staff involvement should be the core of its strategy. By reviving the personalised services like letting the residents design their own room, the care home will be able to regain trust and strengthen its value proposition. The differentiation strategy will allow Calmere House to establish unique value that will attract residents as well as families and will still be able to compete effectively in the care industry.
Integration
Vertical Integration
Vertical integration makes sure that daily operations can uphold the long-term strategic goals. In the case of Calmere house, this means coordinating the delivery of care, the management of staff and financial objectives of the organization to ensure that all departments work towards enhancing the quality of services and occupancy rates. This will promote regularity and a gradual process towards the success of an organisation.
Horizontal Integration
The interdepartmental or project team work is crucial in the attainment of common objectives. The promotion of cross-functional collaboration between care personnel, HR, and management can facilitate the communication process, increase innovation, and make operations more efficient.
Assuring Business Growth in the Long-term.
Constant success lies in the ability to match the strategic goals with the core services of the organisations and the ability to attain the expectations of customers. Calmere House needs to concentrate on the provision of excellent resident experience and be profitable. This will enable the organisation to stay competitive and achieve long-term growth through adaptable strategies that address the market dynamics and requirements of customers (Islam et al., 2021).
Analyse one external factor that is currently having a negative impact on the residential care industry and one external factor that is currently having a positive impact on the residential care industry. (AC 1.3)
Interest rates have a great impact on the process of making financial and operation decisions in Calmere House especially when it is owned by Chaffinch Group. The rates transfer to the cost of financing reconstructions, buying care equipment and pricing strategies of services received by residents. Chaffinch Group will also need to pay close attention to the market changes as an increase in the interest rates may cause the cost of borrowing to go up and hence the affordability of the project and financial planning. With proper financial management, including the ability to negotiate good terms that are offered by the loans and ensuring that the investments are optimal, Calmere House can remain competitive and ensure that it is always able to fund its improvements and operations (Nudurupati et al., 2021).
Mitigating Inflation
The inflation is a significant problem to Calmere House as it increases the utility bills, salaries of staff and cost of providing care supplies, and also it impacts the financial ability of the residents to afford the services. The company can discuss with suppliers the long-term contracts, seek cheaper resources, and improve the efficiency of scheduling to reduce the costs as they may help to mitigate the impact of inflation. To remain profitable, the application of the principles of value-engineering, including optimizing the operations of the organization and minimizing needless expenses, may be useful to ensure the high standards of both resident care and comfort (Nudurupati et al., 2021).
Adoption of New Technology.
The integration of the modern care technologies is essential to enhance the quality of services and safety and operational efficiency in Calmere House. The electronic care management tools, AI-assisted scheduling, and automated reporting, among other systems, can simplify administrative work and increase the accuracy of monitoring. Applying the use of cloud-based collaboration tools enables care teams to share information on residents in a secure and real-time manner to promote coordinated care. Periodic technology reviews will be made to maintain innovations that are based on the organisational goals and help to improve the general experience of residents.
Sustainability Efforts
Sustainability is also a central theme in the operations strategy of Chaffinch Group. Calmere House needs to make the environment sustainable, which can be achieved by minimising wasting, making the premises energy-efficient and recycling of materials in the process of refurbishments. Adherence to green building standards does not only decrease the operating costs but also increases the reputation of the care home among the environment conscious clients and investors. These initiatives provide two advantages: the environmental protection and compliance with the regulations and future financial efficiency (Nudurupati et al., 2021).
Remote working and digital transformation.
Digital revolution in the care industry has allowed elements of care coordination and administrative tasks to be carried out remotely. The application of the digital tools by Chaffinch Group, including remote surveillance and virtual management tools, improves the efficiency and complies with the safety protocols.
Continuous Competitiveness and Sustainability.
Calmere House should keep incorporating innovative and sustainable practices in order to remain competitive in the long term. The implementation of intelligent technologies, effective management frameworks, and sustainable business operation models enhances its presence in the market. Sustainability measures coupled with proper financial planning will make the organisation experience stability and resiliency in the fluctuating economic climate.
Under Kirsten’s ownership of Calmere House, there was little investment in technology. Chaffinch Group want to change this approach and have decided to implement technology to deliver better patient care and employee experience. Assess how technology could be used by Chaffinch Group and how this would impact work at Calmere House. (AC 1.4
The fast-growing technology is reshaping the operations of care and redefining the work practice in Calmere house as owned by Chaffinch Group. The organisation is committed to integrating technology in every area of care provision and management to enhance efficiency, advanced, and sustainable development. Chaffinch Group can ensure that employees are not left behind in the digital advancement by considering the implementation of AI-based care management systems, as well as sophisticated Human Resource Management platforms, and support the growth of individuals and organisations (Candraningrat et al., 2021).
Impact on Work Performance
The combination of digital care systems, automation, and remote communication tools has positively impacted the operations and service delivery in Calmere House. Nevertheless, constant online activity may lead to stress and burnout in the staff, which influence the performance and well-being adversely. To respond to it, the organisation has implemented wellness programs (digital detox breaks and flexible working hours) enabling workers to ensure high productivity and keep their mental health intact.
Furthering Employee Satisfaction.
When automated record-keeping and scheduling systems are introduced, care staff will be able to spend more time with the residents, which will increase their job satisfaction and quality of the provided services. However, the adoption of technology based systems can bring about confusion and dehumanize care provision. The Chaffinch Group address these issues by use of open communication, consistent training and digital literacy courses which have ensured that the employees remain safe and comfortable in adapting to the changes brought by technologies in their respective jobs.
Building an Organizational commitment to Staff and Directing Digital Information.
The AI-based tools enhance communication, improve coordination of the shifts, and encourage teamwork among care teams, which solidify the staff commitment and organisational values. Nonetheless, overload of digital data may be overwhelming at times thereby causing distraction and lack of concentration on the part of the employees. In response to this, Calmere House offers specific training on time management and the proper use of digital tools so that the staff can focus on the critical care tasks, at the same time utilising technology effectively.
Striking a balance between Innovation and Employee Well-Being.
Chaffinch Group has a conducive working culture that has achieved a balance between technology introduction and welfare of its employees. The organisation supports both professional and personal development as well as well-being through structured e-learning opportunities, wellness programmes and sustainable working practices. Through digital transformation and work-life balance and emotional health focus, Calmere House will maintain service quality over time and have a motivated workforce (Candraningrat et al., 2021).
ng theories and models which examine organisational and human behaviour, explain why problems have arisen following the takeover of Calmere House by Chaffinch Group. (AC 2.1)
Organisational Culture Model of Charles Handy.
The framework by Charles Handy breaks down the organisational cultures into four major types, namely Power, Role, Task and Person, which portrays the various leadership patterns, decision-making cycle and employee relationship. Such cultural frameworks assist the organisations in the comprehension of the ways power and communication circulate in their organisations (Peter et al., 2022).
Power Culture (Zeus)
Before Calmere House was acquired by Chaffinch Group, there was a Power Culture in place under Kirsten. Much of the decision-making process was concentrated on her giving her the ability to act swiftly and have a sense of direction. This has been successful in the small and family run care setting where Kirsten was personally involved and there was high quality, compassionate service delivery. This type of attachment to a single leader, though, resulted in employees being confused and disoriented whenever the ownership was transferred. Although this culture promoted agility and a personal touch, it also exposed vulnerability to the occurrence of a shift in leadership (Peter et al., 2022).
Role Culture (Apollo)
With the acquisition by Chaffinch Group, Calmere House became a Role Culture due to the high levels of hierarchies and formalities. The employees had to work under the standardised policies, which made them less autonomous and flexible. Despite the fact that this culture brings structure and operational dependability to various care homes, it has also brought about passivity, lack of innovation, and low morale among employees who have been used to working in a much more collaborative setting (Peter et al., 2022).
Task Culture (Athena)
Indeed, even with the consultative style of leadership by Kirsten, Calmere House had also shown some aspects of Task Culture, in which teamwork and collective responsibility were the keys to success. The coordination between employees was brought out well by handover conferences and shared problem solving. Yet, this culture declined during the rule of Chaffinch Group since the ownership of the project and the participation of employees were substituted by top-down instructions.
Person Culture
There was an element of Person Culture in the time of Kirsten, where employees were sought after in terms of their abilities, experience and uniqueness. The employees were well connected with the residents and the management and were motivated and felt professional pride. This culture was undermined under the new setup because the contribution of each person was ignored further creating a lack of involvement and loyalty.
David Rock’s SCARF Model
The decrease in motivation of the employees after the transition can be explained by applying the SCARF model. The workers lost their Status and respect because the decision-making process was centralised (Campbell et al., 2022). Certainty on organisational changes was lacking and Autonomy on changes was lessened which augmented stress and constrained empowerment. Relatedness reduced Teambuilding, and Fairness was destroyed by perceptions of unfair treatment. All these have led to the disengagement and high turnover in Calmere House today.
Assess how changes to selection and employee voice have impacted organisational culture and behaviours at Chaffinch Group. (AC 2.2)
Organisational Culture Model of Charles Handy.
The framework developed by Charles Handy classifies organisational cultures into 4 major types that are Power, Role, Task and Person each with its own pattern of leadership, ways of decision making and employee relations. These cultural models assist organisations in knowing how authority and communication run in their organisations (Peter et al., 2022).
Power Culture (Zeus)
In Calmere House, prior to being acquired by Chaffinch Group, a Power Culture was being exercised during the part of Kirsten. The process of decision-making was highly centralised and she was able to take quick action and have a sense of direction. Such a strategy was effective in the small, family-based care setup, where Kirsten was involved personally, which guaranteed the delivery of high-quality and compassionate care. Nonetheless, this reliance on a single leader implied that with the change of ownership, employees were confused and lost. Although this culture encouraged flexibility and personal touch, it also exposed weaknesses in the case of a change of leadership (Peter et al., 2022).
Role Culture (Apollo)
After the acquisition by Chaffinch Group, Calmere House was turned into Role Culture which is characterised by strict hierarchies and formal procedures. Employees had to stick to standardised policies and this minimized autonomy and flexibility. Despite the fact that this culture offers order and consistency in the operations of various care homes, it has also resulted in inflexibility, reduced innovativeness, and demotivation of personnel whose culture was previously characterized by a more participatory approach (Peter et al., 2022).
Task Culture (Athena)
Elements of Task Culture where teamwork and shared responsibility were the success factors had also been realized under Kirsten consultative leadership in Calmere House. Employees worked together by handover meetings and sharing problems. Nevertheless, this culture faded under the management of Chaffinch Group since ownership of projects involved and participation of employees were substituted with top-down instructions.
Person Culture
Person Culture were present in the days of Kirsten, who treasured employees based on their skills and experience and uniqueness. The staff was well related to the residents and the management, which motivated them as well as gave them professional pride. This culture was undermined in the new structure because there was no consideration of the input of individuals and this led to a lack of engagement and loyalty.
David Rock’s SCARF Model
The use of the SCARF model would explain why employee motivation decreased following the transition. It became centralised and employees lost their Status and sense of respect because of decision-making (Campbell et al., 2022). The Uncertainty about the changes in an organisation contributed to the stress, whereas the lack of Autonomy decreased the empowerment. Relatedness Decreased the team cohesion and Fairness was destroyed by the perception of unfair treatment. These factors have been combined to lead to the present level of disengagement and high turnover at Calmere House.
Explain how Chaffinch Group could have better managed the change from a small owner managed care home to Calmere House being part of a large organisation. (AC 2.3)
Moving To a New Organisational Model.
To effectively establish Calmere House as a new hierarchical management system instead of long-standing flat structure, as Chaffinch Group does, it is necessary to achieve the engagement of the staff by straightforward communication. Personnel were now used to the participative leadership approach of Kirsten where their views were listened to and it is important to clarify the reasons why the new structure was necessary and benefits expected of it. The shift to a more standardised model of operation must seek to bring about a state of stability and uniform care provision whilst still preserving the ingredient that has been the main characteristic of the Calmere House, the compassion. Such a strategy has a number of advantages, such as the enhancement of the coordination process, the increase of the level of accountability, and the maintenance of the quality of services on the same level in every department. In order to make the employees accept this change, Kath has to express the positive sides and possible difficulties in a transparent way and establish trust (Laig & Abocejo, 2021). Effective communication will promote teamwork and make the process of getting used to the new organisational culture easier.
Assembling a Change Coalition.
An effective cultural and structural change presupposes the establishment of an effective change coalition consisting of respectable team members, elderly carers, and supervisors. These people can be used as role models who will promote the new system and make others have a positive attitude towards change. This is achieved by including old employees who are trusted by their colleagues in this coalition which plays a role in bridging the gap between the old and new practices. They can ease doubts and opposition because their authority and reputation can guarantee that the new management style is accessible and welcomed by all levels (Laig & Abocejo, 2021).
Developing a Strategic Plan
The effective implementation of these changes does not exclude the need to create a strategic plan of Chaffinch Group, which should describe specific goals and objectives to achieve the desired improvements in communication, quality of care, and employee satisfaction. The employees must understand the relationship between the plan and their personal growth, as well as the success of Calmere House in the long term. The development of the plan as a collective roadmap will assist in rebuilding morale and persuading people to be aligned to organisational goals.
Recruiting Change Advocates.
Employees that adapt to the new system can become internal ambassadors by mentoring their colleagues and providing their positive experiences in meetings or through internal newsletters. These champions contribute to the establishment of a conducive atmosphere within which employees who hesitate to work with the new structure will be encouraged to do so.
Getting out of the ruts and Cheering Victories.
Barriers that Chaffinch Group should consider to ensure successful adoption include workload increment, lack of autonomy, and communication. Stress can be minimized and engagement increased by providing transparent feedback mechanisms, work-related flexibility, and incentives. Minor victories will raise the energy, like better practice and the good commentary of the residents, and will cement commitment (Laig & Abocejo, 2021).
Incorporating the Change into the Organisational Culture.
Lastly, the assimilation of the new model in the culture of Calmere House involves the incorporation of the same in policies, training, and performance management systems. The alignment of operations with the shared care values will bring in the flexibility, enhance the organisational culture, and promote the long-term success.
Explain the experience of change for the employees at Calmere House and examine how this is reflected through the stages of one model. (AC 2.4)
Kubler-Ross Change Curve in the Workplace.
The Change Curve as originally developed by Elisabeth Kubler-Ross was created to explain the behaviour of humans in the face of grief but has since found its way into becoming a useful tool of understanding how employees respond to organisational change. The application of the model at the Calmere House can be applied to understand the response of employees after the sale of the company to Chaffinch Group and when the managers changed the leadership style to the hierarchical and autocratic approach of Kath.
Shock and Denial
When a new management system was implemented in Chaffinch Group, the employees felt disbelief and confusion at first. The staff were used to Kirsten leadership methods of being participative and it was hard to believe that the organisation they had trusted was transformed in such a tremendous manner. Such uncertainty led to opposition and temporary performance problems because workers were unable to understand the meaning and scope of the change (Lindblad, 2022).
Anger
The reality of change became even more obvious, which led to frustration and resentment on the part of the workforce. The authoritarian style of Kath and the deprivation of the voice to participate in making decisions alienated employees. This absence of control created enmity and some employees were dissatisfied with the management or openly criticised the new bureaucratic culture. The opposition became even stronger because the entire restructuring process did not seem to bring any real advantages to the staff.
Bargaining
During this phase, workers tried to exercise some control, by coming up with compromises or wishing that some of the past practices could be restored. Others might have proposed how to preserve the personalised care culture or even attempted to postpone the total adoption of the standardised policies of Chaffinch Group. Nevertheless, such initiatives did not produce much results because the management continued to emphasize on the implementation of uniformity.
Depression
When it was realised that the old culture would not be back, the employees started to get demoralised and anxious. Emotional exhaustion and disengagement were brought about by the loss of a supportive environment, greater workloads and decadent morale. Employees who were previously proud and valued were now motivated low and unsure of their future (Lindblad, 2022).
Acceptance
Over time, other employees have started to realize that the change was here to stay and have gotten used to the new processes. Their work practices were altered with the systems and procedures of Chaffinch Group, but with less enthusiasm and sometimes lack of the emotional attachment that they had.
Commitment
At the last stage, only a few employees were above acceptance to become advocates of the change. These people started to see opportunities in the new system and this served to fuel performance increase and also helped to restore stability. Their dedication is the basis of the new success in the changed organisational framework.
Assess two factors that could impact employee wellbeing at Calmere House including why it is important that these factors are addressed. (AC 2.5)
Encouraging well-being among Employees at Work.
The welfare of the employees must continue to be a key concern in Calmere House especially when it is handed over to Chaffinch Group. Well being includes physical, mental and emotional health which are critical to maintain high quality care. CIPD Good Work Index reckons that workplace well-being is the critical element of job quality, which directly affects the organisational performance. The existing research has always pointed to the fact that well-being promotion improves the level of engagement, productivity, and overall workforce effectiveness – as the spheres that should be addressed in the aftermath of the organisational changes.
The Connection between Employee Engagement and Well-Being.
Employee well-being, engagement, and job satisfaction have a positive relationship established (Bartels et al., 2019). The employees under the leadership of Kirsten felt important, believed in, and emotionally tied to their job. This sense of belonging has however been undermined after the adoption of hierarchical structure and autocratic leadership at Chaffinch Group. Calmere House can re-engage by reinstating the practices that foster psychological safety and trust with each other. Particular importance is the recognition and appreciation, which leads to the development of self-esteem, resilience, and loyalty, decreases stress, absenteeism, and turnover (Bartels, Peterson & Reina, 2019).
Important Areas of concern that affect Employee Well-Being.
Support and Recognition: It is important to offer the patient constant support and recognition to restore morale. Appreciated employees are more committed and motivated. The open communication channels between Kath and the senior management should be re-established and staff contributions should be praised to make the staff feel a sense of purpose and belonging.
Work-Life Balance:A healthy work-life balance is encouraged to avoid emotional burnout and fatigue. The flexibility in their work schedule, sufficient rest intervals, and reasonable distribution of workload will allow the personnel to stabilize their lives and health. Respecting personal boundaries is a culture that contributes to individual and organisational development.
The Effect of Investing in Well-Being of the Employees.
Employee well-being should be prioritized so that Calmere House could overcome the problem of high turnover and morale. Supported staffs provide quality care, stay involved, and bring about organisational resilience in the long term. Well-being also increases the productivity and reputation, and lowers the cost of recruitment and training. On the other hand, the lack of attention to well-being increases the risk of absenteeism, poor performance, and tension in the workplace, which is detrimental to the quality of care and the satisfaction of residents (Bartels et al., 2019).
Discuss how the people manager, recruitment advisor and employment relations case advisor could support the retention stage of the employee lifecycle. (AC 3.1)
Recruitment
In Calmere House, the recruitment was used to select people who should have the organizational values of care, compassion, and teamwork. The HR practices were focused on qualifications as well as behaviours that were in line with the ethos of the care home. The process of selection involved the employees who made sure that new hires were very suitable to the team and maintained the standards of resident care. But after the takeover by Chaffinch Group the recruitment activities changed to bureaucratic and centralized systems. The absence of employee engagement and the use of agencies to replace employees led to an incompatibility of hires and decreased morale. This shows the relevance of inclusive and value-based approaches to recruitment to ensure the attraction of a wide range of qualified applicants and provide fair chances to all job seekers (Itam et al., 2020).
Induction
Induction in Calmere House under the leadership of Kirsten was very personalized. Through the history of the home, new employees were initiated into the culture and had a sense of belonging and emotional attachment. This strategy enhanced involvement and made the employees settle in fast in their jobs. On the other hand, Chaffinch Group assumed control and the induction program was made impersonal and centered on the usual corporate policies sent through email. This kind of strategy did not help in assimilating new employees efficiently and they became less involved and engaged in organizational mission. It is therefore necessary to have a properly designed induction process that will increase commitment and facilitate the adaptation to the organizational culture (Itam et al., 2020).
Development
The management style used by Kirsten encouraged the constant growth with frequent visits and free communication. The employees were able to feel that they are important and encouraged to enhance performance and share ideas. There were few opportunities of professional development after the transition, and communication was not good because of the strict hierarchy. This alteration undermined motivation and job satisfaction. The continuous updating in the form of specific training and coaching and recognition initiatives is essential in the context of the preservation of productivity and the promotion of positive relations in the settings of care.
Exit & Transition
The Calmere House sale to Chaffinch Group involves one of the most crucial life cycle phases of the employees. At the time that Kirsten informed about the sale and the reasons, employees were not ready to face the cultural and structural changes that took place. This was caused by inadequate transition management that resulted in dissatisfaction, high turnover and a weak employer brand. The efficient exit and transition process must involve clear communication, exit interviews, and organizational support after termination as a way of maintaining relationships and organizational image (Itam et al., 2020).
Analyse how people practices could help Chaffinch Group to fill 100% of resident rooms within six months. (AC 3.2)
Calmere House Strategic People Practices Integration.
Strategic people practices such as organisational development, learning and development as well as human resources are needed in the modern business environment. These practices have been already incorporated at Calmere House under the leadership of Kirsten where open communication, employee involvement and shared decision making made the HR practices to align with the organisational goals. This integration resulted in a powerful culture of engagement, high performance and long term stability. By aligning HR strategies to organisational goals and promoting the cross-departmental interaction, companies can improve performance and engagement and attain sustainable growth (Murphy, 2020).
Horizontal Integration
The horizontal integration was reflected in the interdepartmental cooperation and teamwork as a part of teamwork by Kirsten as the consultative leader of the company. Staff meetings and personal conversations stimulated the employees to share their experience and provide suggestions on the way to make the care more effective. This practice was indicative of a close relationship between the management and the employees and was in line with people practices and business objectives. But when Chaffinch Group purchased Calmere House, teamwork was broken by the implementation of a bureaucratic system. Weakness in engagement and performance was caused by the absence of communication between the departments and lack of involvement of the employees in the decision-making. The horizontal integration, including business partnering between HR and care teams, is effective to make sure the strategies of recruitment, performance, and development are aligned to the needs of the organisation (Murphy, 2020).
Vertical Integration
The vertical integration at Calmere House under Kirsten was realised with the help of shared values and the definite relation between the work of employees and the organisational performance. Employees were aware of the contribution of their jobs to the wellbeing of residents and this increased motivation and engagement. This, however, went down the drain under Chaffinch Group. Leadership that Kath used the autocratic leadership style decreased the motivation and caused high turnover and absenteeism. Vertical integration makes sure that the HR practices are aligned to the support of the performance directly: the initiatives of engagement, recognition, and career development are related to the strategic goals. Employees can work harder and become more innovative when they realize they are valued and contribute to success (Murphy, 2020).
Strategic Synergy
Strategic synergy is a horizontal and vertical integration that integrates people management that is aligned with the operational as well as strategic goals. Calmere House was synergistic due to the encouragement of collaboration, communication, and professional development by Kirsten. The lack of compatibility between the HR strategies and needs of employees destabilized this equilibrium after the transition. The re-restoration of synergy would entail alignment of HR strategies- through training, motivation schemes as well as employee voice programs with the corporate goals in order to re-establish trust, engagement and performance. When business priorities are matched with the HR strategies, employees become empowered to achieve business outcomes in the short term and in the long run.
Discuss how Kath could consult and engage with employees to understand why employee turnover at Calmere House has increased. (AC 3.3)
The role of human resource management (HRM) in organisations like Calmere House has undergone a change in their role as administrative task to a strategic alliances that has direct bearing on the success of organisations. In the course of the leadership of Kirsten, HR practices were incorporated into the daily operation, which allied employee engagement, communication and performance management to the objectives of the business. This strategic orientation created high motivation, teamwork and consistency. After the acquisition by Chaffinch Group, though, the absence of a people-based HR plan undermined the engagement and performance. In order to facilitate change and bring about normalcy, the HR should be aware of the organisational demands and take initiative in aligning people strategies with evolving business demands.
Consultation and Communication.
HR professionals must respond to the needs of organisations by means of effective communication. At Calmere House, Kirsten facilitated open communication channels by holding staff meetings and individual check-ins where she was able to align the people practices with the goals of care. This participative style promoted trust, collaboration and performance. Conversely, the autocratic management style brought about by Kath restricted communication and alienated the workers. The constant communication with the stakeholders assists the HR to predict the expectations and match the initiatives to the business goals (Stocker et al., 2021). The stakeholder analysis is essential in determining the major movers in the organisation. The stakeholder mapping will enable the HR to identify organisational priorities and align its services to the needs of its internal customers so that the HR programmes are directly linked to the current and future business objectives.
Needs Analysis
An effective needs analysis provides the HR with an opportunity to determine the needs of the employees and the company. This would have assisted in Calmere House as employees would have been identified in terms of their attachment to the organisation emotionally as well as their reservations regarding the new structure. Interviews, surveys and focus groups are the methods that HR can employ to identify workforce expectations and behavioural patterns. The data-driven model allows developing individual action plans that will increase individual productivity and the overall performance of the organisation.
Reviewing and constant improvement: Propelling HR Exquisiteness.
Assessing HR programmes by routine evaluation and feedback systems is the key to effectiveness. At Chaffinch Group, it lacked persistent review, thus, leading to low morale and performance. Regular reviews would enable the HR to change policies, enhance engagement, and make organisations more resilient. The constant assessment of HR initiatives helps maintain agile practices to maintain long-term success and adaptability under a dynamic environment (Stocker et al., 2021).
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