BMA583 : Managing People and the Employment Relationship - Business Assignment Help

Assignment Task :

LO 1: Demonstrate broad knowledge of human resource management’s function within an organisation including human resource management's role and responsibilities in people management and strategic business decision making.
LO 2: Demonstrate knowledge of human resource management theory and principles and the ability to apply theory and principles to practical employment relations situations
LO 3: Practice human resource management
LO 4: Communicate in oral and written formats in the language/lexicon and standard of a human resource management professional

Case Study: Unitel
Unitel is one of the largest telecommunications companies (telcos) in the Asia-Pacific region. Like most large telcos it was formerly government owned, but was privatised in the early 1990s. Since privatisation, however, Unitel has faced increased competition from foreign and local competitors. Unitel remains profitable, but the telecommunications industry has seen considerable innovation in terms of both products and services in recent years. Automation and increased competition have also become pronounced features of the industry. Senior management at Unitel are concerned that the firm’s culture needs to be improved if the telco is going to continue to grow its presence and maintain its profitability in a continually developing and changing market. Last year, Unitel senior management unveiled a new corporate strategy to guide Unitel into the next decade. Called “Vision 2022”, it is an ambitious program which aims “to place customers in a pivotal position” and to seek “excellence in products, customer service, product delivery and corporate image”. Developed by an external management consulting firm, Vision 2022 aims to reposition Unitel as the “best enterprise in the region” by developing “action teams” and “change teams” whose role is to encourage “possibility thinking” and “customer comes first values” in the large industry incumbent. Vision 2022 has been enthusiastically embraced by many senior managers at Unitel. “It is bringing field staff and high-level management together for the first time”, remarked one plant coordinator. “Problems are heard, solutions sought and once found their implementation is pursued”. “Unitel has a lot of internal problems”, said another manager, “and I see in Vision 2022 the possibility of salvation”. “I don’t see anything wrong in trying to produce more trust in the company” commented a technical officer.
“The regular Vision 2022 de-briefings help to let all staff know what is going on and offer all of us a chance to have input into things”.
Some managers see Vision 2022 as creating a “bottom-to-top” communication system and inaugurating a new style of management founded on a renewed commitment to
staff, getting employee involvement in problem-solving, improving customer service and creating a “family-type” environment. Yet there is also a considerable degree of
scepticism about Vision 2022 among Unitel’s 32,000 staff. “I don’t think Vision 2022 is accepted by my workmates”, observed one customer service operator – “they generally regard it as a joke”.

Assignment Objectives
The objective of this assessment is for you to critically analyse the human resources situation in the case provided (“Unitel”). We expect you to identify key HR and ER issues, using the theories and knowledge that you have gained from this unit, and develop well-supported recommendations for changes/improvements to the current HRM practices employed at the firm using those theories. Your analysis and recommendations need to include a description and explanation of at least four HRM and ER theories or principles studied in this unit.

Body 
The body of the report contains the substance of the report. It should be separated into topic/discussion areas using numbered headings and subheadings. You may use
broad level headings to separate different elements of analysis. Then use subheadings to break down your analysis under each heading according to different
issues/sub-topics.
The body of the report will need to identify and critically analyse the key HR and ER issues that arise in the case using relevant HR and ER Theories. You will also
demonstrate your understanding of the ramifications of those issues for the company and provide justified course of action that you would recommend, using at least 4 HR and ER Theories studied in this unit.

You will need to answer the following questions:
1. What are the issues faced by the organisation and what is their impact upon the operation and competitiveness of the organisation?
2. What does the HR and ER literature tell us about these issues and their potential ramifications for organisations?
3. What are some of the recommendations based in HR and ER literature that would assist the organisation to improve their HRM practices?

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