LCPP Final

Level 7 Diploma in Business Management (QCF) Assignment Entry Form This form must be completed and attached to the front of your assignment. One form should be completed for each assignment.

Student details

Membership number: 4 9 7 5 7 3 Date of birth: 1 8 1 2 9 1

First name: NOUSHAD KK

Surname:

Address: KIZHAKKEKARA (H), CHETHALLOOR (PO), KARINKALLATHANI (VIA), PIN: 678 583

PALAKKAD (DIS), KERALA (ST), INDIA

Email: [email protected]

College: THE B SCHOOL INTERNATIONAL, KOTTAKKAL Self-study (please tick)

Which assignment are you submitting? (select one only)

Corporate Strategy, Governance and Ethics in the Global Environment Leadership, Change and People Performance

Management of Financial Resources and Performance

Research Methods and their Application to Marketing

Assignment title: Why and how Britco and Bridco should turn into HPWO and employer brand

through superior leadership and people management

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ACKNOWLEDGEMENT

I am indebted and thankful to many persons including my tutors, friends, parents who contributed

time, energy, ideas, and suggestions for preparing and improving this assignment. I want to thank

particularly my tutors Mr. Faisal P sayd and Mr. Abu Thahir for the guidance to successfully

prepare and improve my assignment. In particular, Mr. Faisal P Sayd who helped me to select the

assignment topic and for preparing total assignment. I also want to thank the B School International

from whom I collected many books, reviews, articles etc. to prepare literature review. Finally, I

want to extend my gratitude to many persons whose names are not mentioned here, for their

support and guidance.

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DECLARATION BY AUTHOR

I NOUSHAD KK hereby affirm that this assignment report is prepared by me and has not

submitted by me fully or partially for acquiring any qualifications, title or recognition

before. I promise that this is my original work.

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EXECUTIVE SUMMARY

Prevailing literature on leadership, change, and people performance outlines many best practices

and strategies in human resource management, and leadership to ensure business sustainability.

However, majority of the studies are held on developed western countries and big corporations.

But, a different scenario is yet to develop to investigating the practicability of such practices in

SMEs and developing or underdeveloped countries especially about the role of leadership and

value given to people.

The assignment investigates the practicability and benefits of high performance working practices

in an SME, Britco and Bridco (B&B). Additionally, to what extent employer branding helps and

can help in human resource management strategies is also examined. Finally, investigation is made

on current leadership in B&B and Bridco. And. much more effective styles such as

transformational leader and level five leadership is suggested to facilitate high performance and

supportive culture for it.

Finally, the study found many performance gaps in B&B. B&B is semi-professionalized. So, many

improvements are possible in structuring the processes and practices. In particular to the scenario

of HPW, B&B is unaware of it but implement some of the practices individually. So, a congruence

is recommended between HR strategy and business strategy and also between different HR

practices to make it as mutually reinforcing.

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CONTENTS

ACKNOWLEDGMENTS........................................................................................................ 2

DECLARATION BY THE AUTHOR......................................................................................3

EXECUTIVE SUMMARY ......................................................................................................4

INTRODUCTION.....................................................................................................................6

METHOD OF INVESTIGATION............................................................................................7

LITERATURE REVIEW..........................................................................................................8

FACTS, FINDINGS, DISCUSSION AND ANALYSIS..11

CONCLUSIONS ......................................................................................................................15

RECOMMENDATIONS .........................................................................................................16

REFERENCES .........................................................................................................................19

BIBLIOGRAPHY......................................................................................................................22

APPENDICES...........................................................................................................................23

SELF- EVALUATION..............................................................................................................30

WORDCOUNT- 3842

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INTRODUCTION

HRM is perceived as an organizational function just like marketing, finance, and IT. And,

traditionally HR functions are kept standalone practices and off from business strategy. However,

contemporary world witnesses the changing role of HRM as corporation moves into best practices

or sophisticated approaches for the competitive reason. Because, while global economies

transform into service based economies, HR is treated as unique resource acts as the source of

competitive advantage. Global industries are not different in it. So, there is an increasing focus on

how to capitalize HR in achieving strategic plans. Hence, literature on strategic HRM culminated

and getting stronger ever before.

The assignment dissects the practicability of best practices, especially HPW in an SME, Britco

and Bridco (B&B). More specifically, the exploration subject is why should Britco and Bridco

turn into an HPW organization (HPWO) and employer brand through superior leadership and

people performance. According to CIPD (2005), High performance working (HPW) systems are

common in global flagship brands. Additionally, what are the essential practices to facilitate HPW

culture is outlined in the assignment besides the importance of leadership.

Furthermore, Cooper (2005) cites than it is the time for SMEs to embrace global perspective to

revive the global competition. So, while global brands enjoys superior results through HPW

practices, it is rational to check the practicability of such practices in SMEs. If SMEs become

successful in enabling such sophisticated practices, particularly third-world economies can boost-

up GDP significantly. For B&B, HPW is recommendable for enhancing performance gaps, for

competitive reasons and to make business sustainable by defending market leadership.

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METHOD OF INVESTIGATION

The preparation of this assignment report used different ways for data collection. People

performance, leadership and change management are separately investigated using different

methodologies. The study on people performance is done through formal and informal face-face

interviews using high performance measurement questionnaire (index-1) and job satisfaction

survey (index-2) with samples selected from employees at different levels in the hierarchy.

The study on leadership model and orientation is held by face-face interview with M.D using MLQ

questionnaire (index-3) proposed by Bass and Avolio (1991) and T-P questionnaire (index-4)

proposed by Mullins (2007). Again, studies on change management (HPW and MLQ

questionnaires are used) and employer branding is assessed with the data collected from the M.D.

Informal feedbacks on employee value proposition working with B&B is assessed using job

satisfaction survey (index-2) and this were helpful in collecting information about employer brand.

However, it was difficult to conduct an open survey with employees and I couldnt talk much with

employees due to their work pressure. And, being an SME, many of the information are not

publicized.

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LITERATURE REVIEW:

The amorphous global economy and competitive arenas creates business sustainability as a

ceaseless challenge for corporate executives. But, what makes a business sustainable? Writers such

as Johnson et al (2008; 2005), Lynch (2003), and Thompson and Martin (5th edition) etc. outlined

the need to have unique resource to revive and sustain in global competition and gnawing changes.

An organisations Human Resource (HR) is identified as a matchless source of sustainable

competitive advantage in prevailing hyper-competitive arena (Pfeffer, 1994; and Wright et al

1994). However, do traditional HRM capitalize the matchless resource through hoarding it isolated

from the business strategy? Obviously no! Indeed, organisations started to recognize the increasing

pressure on HRM to showcase its value in business outcome through bundling HR with business

strategy (SHRM).

SHRM culminated from the work of Ulrich (1991) and the concept of RBV. Greers (1995) four

types of linkages; administrative linkage, one-way linkage, two-way linkage, and integrative

linkage demonstrates how SHRM works (Aston, 2008). So, which linkage is good to capitalize

HR to create sustainable superior performance? What practices are available for it?

Becker and Huselid (1998) asserts that High Performance Working (HPW) systems are studied

within the literature of SHRM as a means to optimally orchestrate HR towards realizing business

strategy and maximizing organizational performance. By definition, HPW is an integrated and

bundled set of HR practices and HR strategies destined to create superior performance from

workforce (CIDP, 2005). However, HPW is not new. But either unrealized by organisations

(Ramsey et al, 2000). After-all, why should organisations go for HPW?

According to CIPD (2005), HPW brings two main benefits; first, HPW creates sustained

performance improvements. Second, creates better workplace and job satisfaction. If these two

benefits work together, organisations can yield sustained competitive innovation and financial

performance. Ashton and Sung (2002) evidence for the strong link between HPW and financial

performance. Additionally, Studies of Huselid (1995), and Guthrie (2001) showed that HPW

resulted in increased organizational performance, retention rate and greater productivity. But, what

is required for the successful implementation of HPW?

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Leadership and change management are central to the implementation or to continue HPW systems

as it impacts on individual employee behaviour, organizational culture, processes, and HR

practices (CIPD, 2005). Pfeffer (1994) identified seven practices of successful organisations such

as employment security, selective hiring, self-manages teams, high and contingent compensation,

extensive training, reduced status differences, and extensive sharing of information. These

practices could be used to create HPW.

Selective hiring must ensure that top talents with right attitude such as flexible, self-motivating,

involved and committed, enthusiastic to learning and transformational changes, willing to take

discretionary behaviour etc. are attracted (CIPD, 2005; Boxall and Purcell, 2011). Recruiting the

right talent can prevent negative dysfunctional behavior (Armstrong, 2008). However, how

organisations can retain top talents especially when HPW is highly stressful?

Mercer and CIPD (2010) shows that linking total reward with employer brand can help attracting,

retaining, and motivating employees. Because, the total reward approach satisfies diverse

expectations of employees. Additionally, employer brand is influential in making employees

satisfied in working with the brand (CIPD, 2012). If these creates job satisfaction, then it is the

key to create an engaged and committed workforce that qualifies the requirement to enable HPW.

Additionally, employees needs to be highly-engaged and committed to be above-average

performers (Armstrong and Baron, 2002). Walton (1985) advocates high-commitment as the

retention strategy. However, Bauer, (2004) shows negative correlation between HPW and job

satisfaction. Above-all Pfeffer (1994) adds that employment security as the cornerstone of HPW.

Furthermore, decentralization and line devolvement of HR functions are main themes of successful

HPW Organizations (HPWO) (Aston, 2008). So, the leadership must create a supportive culture

to HPW. At the inception, leadership is important to tie HPW with business strategy. Nevertheless,

once HPW is implemented, leadership has to go beyond few individuals and be visible everywhere

in the organisation (CIPD, 2005). Obviously, this will trigger discretionary behaviour innovation,

cooperation, and problem-solving anytime anywhere.

Leadership literature subsume approaches such as trait, behavioral, contingency and situational

theories, transaction and transformational theories, charismatic, visionary, and team-based

leadership (Mullins, 2007; Luthans, 2008, Robbins et al, 2009). But, attributes of transformational

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leadership are central to HPWS. According to Bass (2010) and Luthans (2008), transformational

leadership is inspiring, intellectually stimulating and individually considering through the leaders

charisma and goes beyond self-actualization. More importantly, they distribute leadership across

the organisation to create discretionary behaviour, high-involvement and high-commitment.

Additionally, transformational leadership satisfies the change leadership skills proposed by Potter

(2001).

If organisations continuously re-align themselves with changing environment, they are learning

organisations and accept the reality of emergent change (Burnes, 2010; Scholes, 2008). Leadership

plays cardinal role in managing such emergent change (Burns, 2010). Being HPWO are learning

organisations with distributive leadership, managing change may be cakewalk (CIPD, 2005).

Furthermore, change can be planned or emergent based on the source of triggers for change

(Robbins, 2007). Mullins (2007) cites that leaders have to choose change strategies to overcome

resistance to enable change. Burnes (2010) discuss change management strategies in both planned

and emergent approach. Lewins three step model, Bullock and Battens four-phase model, and

Organizational Development (OD) are the strategies for implementing planned change (Burns

2010, and Robbins, 2007). Since these tools are less effective in managing emergent change,

Pettigrew and Whipp (1993); five central forces for managing change, Kanter et al (1992); ten

commandments for executing change, Kotter (1996); eight steps to successful change,

organizational learning are considered to be effective in managing emergent strategic changes

(Burnes, 2010; Robbins, 2007).

Finally, different HPWP bundles are effective for different sectors. But, linking HPWPs with

business outcome, reward and commitment bundle seems more effective in retention, motivation,

and performance (CIPD, 2005). So, HPWS is costly!

Additionally, organisations need to create supportive culture, leadership, and change management.

But, since studies on HPW held in Europe and US, the cultural difference questions the

practicability in third world countries compared to west. Finally, some studies affirmed job

dissatisfaction and high-stress associated with HPWPs.

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FACTS, FINDINGS, DISCUSSIONS, AND ANALYSIS

Britco and Bridco (B&B) is mobile phone technology institute founded by Mr. Hamza and Mr.

Mohammed Ali in 2000. The company headquartered in Kottakkal, Kerala (southern part of India).

B&B remained consistent in growth potential for the last 13 years under the leadership of Mr.

Mohammed Ali. B&B is well established in across India and Overseas. Now, the leaders quest for

developing their presence in all main cities of India and overseas. Currently, the company face less

fierce competition. But, it need not be the future scenario. So, being a service organization, they

got opportunities to create competitive advantage through differentiating service. So, the following

analysis examines the potential of B&B to turn into an HPWO and employer brand through

superior leadership.

The Employee Resourcing (ER) in B&B is based on the attitude first, and competence second.

Obviously, this is common in HPWOs. However, B&B is not going for extensive recruitment and

selection methods to find out appropriate attitudes such as self-motivation, dedication, flexibility,

willingness to change etc. Additionally, I am doubtful about the competency of B&B in cultivating

high performing workforce with attitude only. Because, employees need right attitude and

competences to be above-average performance. But, B&B miss the necessity of competence.

Additionally, feedback from a group of technicians and faculties mentioned that they are

dissatisfied with current system and not leaving just because of the bond. So, do B&B have a

selective hiring system that support high performance?

Furthermore, B&B is not moved into self-managed learning from training to create a culture

that facilitate discretionary behavior, risk taking, innovation etc. in the workforce to showcase

above-average performance. This learning culture is the cornerstone of HPW culture. However,

B&B offer on-the job training properly linked only with the job requirement and there are no

evidence for extensive multi-skill training to reinforce behavior and competences of employees

required for High performance. This is dreck while employees need to be given higher-level skill

development programs such as MDP to be above-average performers.

HPWP survey (index-1) affirms that, reward never motivates to stay and perform for 90% of both

technicians and faculties. They stay just because of the bond. But, feedback from senior-level

employees revealed that family-friendly policies, work-life balance, non-pay benefits, and top

management communication, care, and recognition are the reasons for staying in B&B. However,

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competitive pay is the most important and expected but absent form of reward in B&B to stay

and perform. In sum, B&Bs rewarding systems are not clearly focused on the key deliverables

drawn from their business strategy and not creatively responding to the needs of both employees

and B&B. More importantly, reward strategies are not harmonized and bundled to mutually

reinforce each other. Finally, there are no evidence of total rewarding in B&B.

Then, B&B has a formal performance appraisal system linked to retention and rewarding

decisions. This is done frequently. However, the question is whether it is linked it with

performance management. According to my findings, there are no evidence for a linkage between

performance appraisal and business strategy and this is crucial when identifying training needs and

performance improvements. Additionally, B&Bs appraisal and performance management

systems are reactive and seems less effective to support a high-performing culture.

Additionally, HPWPs survey (index-1) affirms that B&B dont have a formal and pro-active

performance management system that make a continuous improvement culture in individual level

and organizational level. There is no self- managed teams, quality circles, Kaizen etc. I feels that

B&B is yet to realize or recognize that all employees are expected to add some value in achieving

business outcome. Making flexible job design will be effective.

B&B is trying to implement commitment and engagement practices in management level and

service level. Majority of senior-level employees have positive discretionary behaviour, they share

the values and big idea of the organisation. Although, I couldnt see employees going extra-mile

and beyond their job description. In fact, majority of the service staffs are not understanding the

big idea of B&B and not taking positive discretionary behaviour. One important reason may be,

service staffs are working on bond for three years. Additionally, B&B is not employing effective

participation in decision-making, consultation, involvement, empowerment, and encouragement

of risk-taking practices. For management employees, I couldnt notice management development

program (MDP). However, B&B is far from traditional carrot and stick employee relationship.

Furthermore, the interview with senior-level employees and front-line employees summarized that

leadership has been a crucial role in the successful streak of B&B. Obviously, it is questionable

that to what extent an SME requires leadership other than general management. As per the

interview, leadership is inevitable to create and communicate organizational vision. Mr.

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Mohammed Ali is successful leader in sharing organizational vision till the shop-floor. But to what

extent employees takes the vision is the key concern.

The study on leadership style (index-4) revealed that, it is better to be both task and people oriented

employees stay in B&B because of the personal care and communication they gets from top

management. And the attitude of employees requires continuous formal command to make them

involved in their work. But, this involvement does not creates a discretionary behaviour in front-

line employees. Additionally, the study on transformational leadership (index-3) of Mr.

Mohammed Ali revealed that have the qualities of a both transformational as well as transactional

leader. But, more inclined to transformational leadership sharing egalitarian view across the

organisation. However, distributive leadership is not theme of B&B. Still managers rule there.

Attitude towards change As long as things are working, I do not try to change anything is yet to

change to create an innovative and highly flexible workplace. More importantly, employees are

less interested towards change. Moreover, employees have faith in leader and management for

their responsible and people-centered attitude.

The interview with Mr. Mohammed Ali revealed that B&B have not undergone for any strategic

change. However, faculties and technicians need to be trained continuously as ceaseless change in

technology requires syllabus update. But, the change is modest. Obviously, high performance

culture often embrace continuous changes to inculcate and set best practices in the industry. The

job satisfaction survey (index-2) with employees affirmed that they havent experienced change

in the job design. And, they are not willing loss equilibrium by taking challenging new role or to

do their role in a challenging way. This is obvious from their reluctance to do overtime. B&Bs

environment may not have taken any such initiative to create a responsible workforce yet.

However, senior-level employees are still wholehearted in their work. But how far B&B enjoys

high productivity is questionable.

Furthermore, B&B have good brand reputation in the industry crafted with the strong culture and

religious values. But, is it attractive and retain top talents? Although B&B is not seeking for top

talents explicitly, they need to retain people with right attitude. After-all, they have to get top

talents at least in the future to keep competitive threat away.

Furthermore, majority of front-line employees are not interested to stay in B&B because of low

pay. More importantly, an informal feedback form employees sets out that they will not

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recommend B&B to their friends and peers because of two main reasons. First, very low pay and

other financial benefits. Second, extreme command and control. Hence it is obvious that, current

HRM do not create a better workplace in terms of employee satisfaction.

The current strategy seems outdated while comparing to best practices in industry such as HPWO.

B&B might need to capitalize their brand image to attract and retain top talents to retain market

leadership.

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CONSLUSIONS

The scope of the study held in B&B is comprehensive and targeted to create solutions for existing

issues and transform into a high performing organisation. However, there are many realistic issues

to be addressed. First, being an SME, there are many limitations for B&B in term of resource

feasibility and support from organizational and general environment. Second, B&B is led by a

strong culture and religious values and the dogma is beyond the profit maximization first principle.

This sometimes discourage adopting sophisticated approaches in strategic management and

functional level strategies, essentially HRM strategies such as people resourcing, retention, and

development.

B&B is semi-professionalized in total organizational configuration. Particularly in the human

resource management, B&B deploy HR practices and some of them are indirectly linked to

business strategy. For instance, family-friendly policies provided for employees is expected to

create commitment to B&B and that in turn create good performance. However, HR practices are

not harmonized and bundled together to create a set of mutually reinforcing practices. Rewarding

especially is not considered as an important element in creating high performance while employees

finds job satisfaction in rewards and recognition they get for their effort.

B&B seems not like an astute organisation capitalizing HR for service differentiation through

linking HR with business strategy. In fact, front-line employees are not communicated about the

strategic importance of their job in winning competitive advantage and market share. So, how

current strategy will win employee commitment and engagement is doubtful.

Interestingly, B&B won market leadership under the enterprising and inspiring leadership of Mr.

Mohammed Ali. Obviously, it is appreciable. However, why B&B miss linkage between

organizational processes? Why employees are not internalizing vision? Why B&B is unfamiliar

with flexibility and strategic changes to create best practices? Although B&B is successful, their

streak does not highlighting a strategy that change the rule of the game especially while rivalry is

getting stronger than ever before. So, they are yet to know about more sophisticated HRM such as

SHRM and high performance working practices. Finally, why B&B may not have thought of

capitalizing HPWPs may be because, lack of competitive threat or the leader may be unaware of

it, or the individuals may be resisting change.

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RECOMMENDATIONS

It cannot be judged that B&B is not doing well. Because, they are successful in creating and

locking market share with current practices. However, there are two main reasons why B&B have

to adopt sophisticated approach such as high performance working practices. First, they are not

utilizing the maximum potential and just tapped 30% of the total market. Second, retaining market

leadership is a challenge market share is getting fragmented. B&B can possibly improve the

situation using the following recommendations.

B&B have to realize the strategic significance of people especially faculties and technicians in

creating competitive advantage through service differentiation and creating a satisfied customer

pool. Hence, HR strategies such as resourcing, retention, development, rewarding, and employee

relation must reflect the importance of people performance by linking each other and with business

strategy and this.

Resourcing strategy must address competitive reasons and make congruence between behaviour

and competence. Additionally, commitment and engagement strategies (Index-5) are more

effective and sophisticated retention strategies than bonds and command and control employee

relation. The resulting job satisfaction can lead to positive discretionary behaviour and superior

performance besides creativity and innovation.

Acknowledging the fact that, financial rewarding is costly in the long-term, a competitive pay

linked to key deliverables elicited from the business strategy is wise. And it must creatively

respond to the needs of both employees and B&B. Additionally, moving into a total reward and

commitment (index-5) concept can be more appealing in creating job satisfaction. How to create

better reward strategy is given in index-6.

Furthermore, an effective performance management system including performance appraisal

focused on continuous improvement can facilitate learning culture in management as well as

employees. Additionally, B&B can try to manage the communication flow though formal as well

as informal channels. Index-7 shows inverted organizational structure adopted by high performing

organisations in service industry intended to ensure top to bottom and bottom to top

communication. And, more importantly, making service employees critical in competing in the

market.

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In sum, the HRM strategies can be bundled together to create a robust and mutually reinforcing

set of practices. This could be done at the interest of both employees and B&B. However, how far

these strategies are practicable is an important concern here.

Furthermore, B&B have a good brand reputation in the market although they spend less effort for

brand promotion. Lack of substitution may be a convincing reason. So, while competitive arena

change, B&B can put some more effort in brand promotion. However, in order to be a good

employer brand, the culture and values may not be enough. But, most important competitive pay

and working condition can only reflect the employee value proposition. And, this employee value

proposition is highly influencing in employee resourcing, retention, rewarding, and development.

Then, in order to implement above mentioned sophisticated practices, superior leadership is

required. Essentially, to facilitate high performance, leadership must ensure that employees are

satisfied and motivated. B&B have cheering leadership under Mr. Mohammed Ali. However,

distributive leadership and flexible job designs are more effective in creating positive discretionary

behaviour and risk taking. Theoretically, transformational leadership with the qualities of a level

five leadership is ideal. However, the employees readiness matters in choosing a particular style.

So, be contingent with the qualities of level five and transformational is rational.

Furthermore, the distributive leadership is possible in B&B if individual departments are given

autonomy over their responsibilities. But, Mr. Mohammed Ali have to ensure that high-

commitment and high-engagement works in B&B. However, employees readiness in terms of

ability and willingness is a challenge B&B invited through their current employee resourcing

strategy.

Finally, these recommendations are made on the theme of implementing high performance

working practices. However, well-trodden culture is a mainline barrier in facilitating many HPWPs

mentioned above. So, change is inevitable.

Implementing HPWPs may be burdensome task for B&B as it requires trade-off between the

bedrock culture and organizational performance. In B&B, change is restricted to just areas of

technicians and faculties. This may be inadequate to inculcate transformational changes if

environmental and competitive factors push B&B for change in structure, culture, or strategy

essential for retaining market leadership. Implementing learning organizational culture, MDP, and

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OD in both managerial level and service level might be useful for B&B in facilitating emergent

changes inevitable for embracing positive and value adding changes, essentially while introducing

HPW culture. Additionally, if B&B finds any potential for positive transformational changes,

Kotters (1996) model, i.e., create a sense of urgency, Creating a guiding coalition, establish vision

and strategies, communicating the new vision, license broad-based action, produce short-term

wins, bolster gains and produce more change, fix new approaches in the culture might be

practicable and effective.

19

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BIBLIOGRAPHY

Michael E Porter, (1985) Competitive advantage, creating and sustaining superior performance,

ISBN 0-684-84146-0

John Tomer, Understanding High Performance Work Systems: The Joint Contribution of

Economics and Human Resource Management

Peter Cappelli and David Neumark, (1999) Do high performance work practices improve

establishment-level outcomes? National bureau of economic research,

Robert A. Paton and James McCalman (2009), change management, 3rd edition, ISBN 978-81-

7829-923-5

CIPD, (2005) Reward strategy-How to develop a reward strategy

Nele Soens, Dirk Buyens, and M. Susan Taylor (2012), First-line Implementation of High-

Performance Work Systems: Exploring Direct and Meditated Relationships with Work Unit

Performance.

Colonel George E. Reed, (2004) toxic leadership, US military review.

CIPD, (2013) learning and development, annual survey report.

CIPD (2007), changing HR functions, survey report

Bernard Burns, (2004), managing change, 4th edition, ISBN 0 273 68336 5, FT Prentice Hall

Barney j. (1991). Firm resources and sustained competitive advantage. Journal of management.

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APPENDICES

1. HPW questionnaire

Careful and extensive systems for recruitment, selection and training;

Formal systems for sharing information with the individuals who work in the

organization;

Clear job design and empowerment

High-level participation processes

Monitoring of attitudes and remedial action taken where necessary

Ongoing performance appraisals

Properly functioning grievance procedures;

Promotion and compensation schemes that provide for the recognition and financial

rewarding of the high-performing members of the workforce.

Employee involvement and commitment

Willingness to undertake positive discretionary behaviour, both internally and externally

(especially during the customer interface);

Enthusiastic about transformational change and continuous improvement.

extensive training and management development

incentive pay and performance management systems

2. Job satisfaction questionnaire

1. I have the tools and resources to do my job well.

2. On my job, I have clearly defined quality goals.

3. The Company does an excellent job of keeping employees informed about matters

affecting us.

4. When a customer is dissatisfied, I can usually correct the problem to their satisfaction.

5. I understand why it is so important for (Company name) to value diversity (to recognize

and respect the value of differences in race, gender, age, etc.)

6. My job makes good use of my skills and abilities.

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7. My supervisors manager visibly demonstrates a commitment to quality.

8. Senior managers visibly demonstrate a commitment to quality.

9. How satisfied are you with the information you receive from management on what is

going on in your division?

10. How satisfied are you with your involvement in decisions that affect your work?

11. Considering everything, how satisfied are you with your job?

12. How satisfied are you with the information you receive from management on whats

going on in the company?

13. How satisfied are you with your opportunity to get a better job in this company?

14. What suggestions do you have for the improvement of Britco and Bridco?

15. What things do we need to work on to improve Britco and Bridcos performance?

Source: Qualtrics Blog.htm

3. Multifactor Leadership Questionnaire (MLQ)

I make others feel good to be around me.

I express with a few simple words what we could and should do.

I help others develop themselves.

I tell others what to do if they want to be rewarded for their work.

I am satisfied when others meet agreed-upon standards.

I am content to let others continue working in the same way as always.

Others have complete faith in me.

I provide appealing images about what we can do.

I provide others with new ways of looking at puzzling things.

I let others know how I think they are doing.

I provide recognition/rewards when others reach their goals.

As long as things are working, I do not try to change anything.

Whatever others want to do is O.K. with me.

Others are proud to be associated with me.

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I help others find meaning in their work.

I get others to rethink ideas that they had never questioned before.

I give personal attention to others who seem rejected.

I call attention to what others can get for what they accomplish.

I tell others the standards they have to know to carry out their work.

I ask no more of others than what is absolutely essential

Source: B. M. Bass and B. J. Avolio, (1992)

4. Task-People leadership questionnaire: an assessment of style

I would most likely act as the spokesperson of the group.

I would encourage overtime work.

I would allow members complete freedom in their work

I would encourage the use of uniform procedures.

I would permit the members to use their own judgment in solving problems.

I would stress being ahead of competing groups.

I would speak as a representative of the group

I would needle members for greater effort.

I would try out my ideas in the group.

I would let the members do their work the way they think best.

I would be working hard for a promotion.

I would tolerate postponement and uncertainty.

I would speak for the group if there were visitors present.

I would keep the work moving at a rapid pace.

I would turn the members loose on a job and let them go to it.

I would settle conflicts when they occur in the group.

I would get swamped by details.

I would represent the group at outside meetings.

I would be reluctant to allow the members any freedom of action

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I would decide what should be done and how it should be done.

I would push for increased production.

I would let some members have authority which I could keep.

Things would usually turn out as I had predicted.

I would allow the group a high degree of initiative.

I would assign group members to particular tasks.

I would be willing to make changes.

I would ask the members to work harder.

I would trust the group members to exercise good judgment.

I would schedule the work to be done.

I would refuse to explain my actions.

I would persuade others that my ideas are to their advantage.

I would permit the group to set its own pace.

I would urge the group to beat its previous record.

I would act without consulting the group.

I would ask that group members follow standard rules and regulations.

Source: Laurie j. Mullins, (2005) management and organizational behaviour, 7th edition

5. High involvement practices (engagement)

Circulating information on organizational performance and strategy

Providing all employees with a copy of the business plan and targets

Staff Association

Internal staff surveys

Staff suggestion schemes

Quality circles/total quality management

Self-managed or self-directed teams

Cross-function teams

Kaizen specific efforts on continuous improvement in work systems

Reward and commitment practices

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Performance pay for some employees

Performance pay for all employees

Profit-sharing for some employees

Profit-sharing for all employees

Share options for some employees

Share options for all employees

Flexible job descriptions

Flexible working (e.g. hours, locations, job-share etc.)

Job rotation

Family-friendly policies

Non-pay benefits (e.g. free meals, gifts or health packages)

Benefits covering spouse or family members

Human Resource Practices

Annual appraisal

Formal feedback on job performance from superiors/employers

Formal feedback on job performance from customers/clients

Reviewing vacancies in relation to business strategy

Formal assessment tools for recruitment (e.g. competencies etc.)

Annual review of employees training needs

Continuous skills development programs

Structured induction training

Mentoring

QA assurance (e.g. ISO9000 or other similar schemes)

The Business Excellence Model or equivalent

Training to perform multiple jobs

Work-(re)design for improved performance

Workforce diversity for competitive edge

Source: Johnny Sung and David Ashton, (2005) High Performance Work Practices: linking

strategy and skills to performance outcomes, CIPD

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6. Creating reward strategy

Source: CIPD, (2005) Reward strategy- How to develop a reward strategy

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7.

lower level

middle-level

top-level

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SELF-EVALUATION

The assignment helped me to understand the reasons why and how an organization go for HPW

from traditional HRM. Again, I learn the importance of leadership in managing change and in

achieving strategy. This would be an asset for excelling in my future jobs.