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Types of Organizational Structure

Based on the Article:  Managing human resources remains challenge to growth (thenational.ae, 2015)


Read the following questions and prepare a Report.

  1. Explain the importance of SHRM in any organisation by justifying with an example.(Explain the importance of strategic human resource management in organizations).
  1. Based on the Article given above, it states explicitly that “There is widespread acknowledgement that finding the right framework to recruit, retain and manage human capital resources remains one of the toughest challenges to growth and continuity for organisations and governments in the GCC”.
  • Choose an organization of your choice, preferably the organization where you are working (or) worked (or) familiar with in the GCC region.  Understand the chosen organization’s objectives and understand the working procedures of the organizations related to the HR management.  Give out clearly the chosen organisation’s goals and objectives.
  • State the SHRM activities pertaining to recruitment, retention and management of important human capital resources in the chosen organisation and assess the purpose of such SHRM activities in the organisation.

(c) Finally, evaluate the contribution of SHRM of the organisation, towards achieving and meeting the chosen organisational objectives and goals. (Assess the purpose of strategic human resource management activities in an organization) and  Evaluate the contribution of strategic human resource management to the achievement of an organization’s objectives).    

Answer the following questions given below relating to your chosen organisation in the Task 1.

  1. Analyse the business factors that underpin human resource planning in terms of recruitment, retention, training and development in your chosen organisation.

Assess the human resource requirements in a given situation (recession or expansion or diversification or divestment or downsizing or layoff or retrenchment, or any other situation) in the chosen organization. (Analyse the business factors that underpin human resource planning in an organization and Assess the human resource requirements in a given situation).  

  1. Based on the objectives of the chosen organisation, develop a human resource plan for recruitment, retention, training and development in your chosen organisation.

Critically evaluate the HR Plan, to identify its contribution towards meeting the chosen organisational objectives. (Develop a human resources plan for an organization and Critically evaluate how a human resources plan can contribute to meeting an organisation’s objectives).  

  1. Explain the purpose of having human resource management policies in your chosen organisation (you can concentrate on recruitment policy, selection policy, retention policy, training and development policy, leave policy, career growth and promotion policy, compensation and benefits policy).  (Explain the purpose of human resource management policies in organizations).
  1. Choose a minimum of three or more major regulatory requirements which are influencing your chosen organisation’s HR policies, and analyse the impact of these regulatory requirements on your organisation’s human resource policies.(Analyse the impact of regulatory requirements on human resource policies in an organization).
  1. Organisational culture has a major impact on management of human resources in an organisation.

Choose a minimum of three or more major cultural factors which are prevalent in your chosen organisation and analyse their impact on the management of human resources in any of the three following functional areas: - Team Work, Employee Engagement, Adaptability, Responsibility/Accountability, Decision Making, Productivity, Transparency). (Analyse the impact of an organizational culture on the management of human resources).  

  1. How would you like to improve the effectiveness of human resources management in your chosen organisation?Make few recommendations with justification.(Make justified recommendations to improve the effectiveness of human resources management in an organization)

Syngenta 

To fulfil its mission effectively, a business needs to operate within a structure best suited to its purposes. Traditionally large businesses divide the organisation up into functional areas. Syngenta's functions include research and development, global supply (including manufacturing), human resources (HR), sales and marketing, finance, and Information Systems (IS).

Within any organisation there are likely to be several layers of authority. The number of levels depends upon whether the business has a hierarchical or flat structure. A hierarchical structure has many layers of management, each with a narrow span of control. Instructions feed downwards from one level of management to those below. Feedback comes from the lower levels upwards. The reporting system from the top of the hierarchy to the bottom is known as the chain of command. A hierarchical structure enables tight control. It offers clear opportunities for promotion and may reduce stress levels in both managers and employees. Everybody knows their place in the hierarchy.

However, communication can be a problem in hierarchical organisations. Without effective management, it can take a long time for information to pass up and down the chain of command. Staff may not be fully empowered. Rather than being able to use their initiative, employees may need to seek approval for every action from higher levels of managements. This not only can cause delay but also be bad for employee morale, reducing their motivation to work.

A flat line structure is one where there are few layers of management. Each manager has a wide span of control. This means a manager has responsibility for many people or tasks. Delegation is necessary for tasks to be carried out effectively. This structure gives employees more responsibility for their work. Communication is also faster up and down the layers. This enables problems to be solved more quickly.

  1. Analyse organisational structure impact on management of human resources in Syngenta. (Analyse the impact of an organizational structure on the management of human resources)
  1. Examine how the effectiveness of human resources management can be monitored in a company like Syngenta.( Examine how the effectiveness of human resources management is monitored in an organization).
Types of Organizational Structure

Organizational structure plays a very vital role in the operational outcome. The importance of organizational structure grows in its importance when it is related to a comparatively bigger organization. This is so because an organizational structure dictates the ways of communication in between the different parts of an organizational hierarchy (Dai and De Meuse 2013). Organizational structure can be of various kinds the selection of which depends on a specific company’s management. However, there are few popular and established types of organizational structure such as functional structure, divisional structure and matrix structure (Csaszar 2012). The selection of an appropriate organizational structure is indeed a challenge itself, which is cut down on its severity with an effective management capability. Different organizational structures have their own advantages and limitations as well. This is why a capable management is very important while selecting the best and productive organizational structure for a company (Claver-Cortés, Pertusa-Ortega and Molina-Azorín 2012). In this study, Syngenta Company is selected to understand the discussion on organizational structure. The chosen company has not been able to empower its employees. Additionally, it is also suffering from the lack of innovation, which is affecting its competitiveness. To reduce the effect of the identified issue in the selected company, the management has decided to use the Matrix organizational structure along with the existing hierarchical structure. This particular study would now analyze the impact of the chosen matrix structure on the performance output of the company. In addition to the mentioned purpose, this study would also find the ways of measurement to check the effectiveness of the human resource management.

Strategic human resource management is considered being the practice to attract, develop, reward as well as retain staffs for benefitting the staffs as well as the overall organization. Human resource departments that are practicing strategic human resource management are not working in an independent manner inside a silo. They are interacting with other departments within a company for understanding their objectives and then creating strategies that will be aligning with those goals, and also those of the company. Therefore, the goals regarding the human resource department will be reflecting as well as supporting the objectives regarding rest of the company. Strategic HRM is considered as a partner in the success of the company, as opposed to the requirement in respect of legal compliance. Strategic HRM does the utilization of aptitude as well as scope within the department of human resources with the intention of making other departments more strong as well as efficient (Tyson 2014).

Importance of SHRM

Concerning the significance of strategic human resource management, it can be stated that when a human resource department does the strategical development of its plans to recruit, train as well as compensate depending upon the organizational goals, it makes sure that there is a greater scope for success within the organization. Strategic human resource management also assists in analysing the scopes as well as threats that exists in the external environment. It also assists in formulating strategic aspects that will be matching the strengths and weaknesses of the company with the environmental risks as well as scopes. It also assists in implementing the strategies that gets formulated. Moreover, strategic human resource management does the evaluation as well as controlling of activities for ensuring that objectives of the company are achieved as expected. Strategic human resource management is having the inclusion of policies for converting the work into a flexible one. Flexibility in the shifts of the staffs, schedules as well as location of the work will be allowing the staffs in working freely. These relaxations will be generating more quality in the work as well as performance of the staffs. Strategic human resource management also helped in the development of more enthusiasm in the behaviour of the staffs. The development of the staffs will be including certain short courses, training sessions as well as short lectures that will be changing the staffs into more proficient assets. These proficient assets will be used later against the competitors of the organizational business. Moreover, strategic human resource management will be encouraging positive organizational work environment. The positive work environment will be ensuring the favourable beneficial aspects regarding the organization (Nickson 2013).

For instance, this approach can be taken into consideration within 3sixtygsm Company, where the strategic human resource department is required working with the other departments of the company. Whenever, the organization would want to successfully handle a certain project, there should occur a collective effort amongst all the departments, making concrete plans, assisting one another whenever it is required and compensating for the weaknesses of a single individual for creating a overall stronger team. When a team functions in a collective manner for reaching a common objective, only then can they be regarded as truly successful. In addition, strategic human resource management can also be considered playing a key role within the organization, where the human resource departments are having the responsibility to analyze the changing scenarios that are required to occur with each organizational department and providing assistance to them to strengthen any kind of weaknesses. Therefore, strategic human resource management is considered being the method to use the techniques relating to human resource, such as training, recruitment, compensation, as well as staff relations for creating a stronger company (Anderson 2013).

Task 1: Importance of SHRM in Syngenta

The organizational objectives of 3sixtygsm are mentioned as under,

Profitability

A common business objective of 3sixtygsm is running a profitable operation that states the scenario to increase revenue while reducing the expenses.

Customer service

The customer service objectives of the company includes the reduction of grievances of the customers by more than a half over an year or improving the resolution period for customer grievances to a minimum of one business day. For meeting the customer service objectives, they might be including an increase of the customer service employees from one to three staffs until the end of the year or do the implementation of a policy where a guarantee is given to the customers towards receiving a return phone call before the business day gets over.

Retention

For making the objective related to staff turnover more specific, 3sixtygsm does the measuring of the present rate of turnover. The company has decided upon the objectives for meeting this organizational goal through the inclusion of the aspect of implementing a training program, which will be detailing the activities of the new-hire for the initial 90 days on the job. The company has also planned the implementation of one-on-one bi-weekly meetings with the staffs in respect of building a relationship as well as finding out what is in the employee’s mind.

Efficiency

One more objective is associated with the aspect of having more productive business operation as a means for increasing efficiency. For improving the effectiveness, the company has decided upon setting a new goal related with a successful project delivery process, which will include the aspect of improving the manufacturing as well as distribution attributes.

Working procedure of the company in relation to the HR management

3sixtygsm is working towards the aspect of realizing one vision, which is providing great innovative solutions in a reasonable price in respect of a better life. The same can be actualized by formulating specific strategic aspects as well as executing the same, which is done by the human resource department. The main scenario regarding the formulation of this strategic aspect is that there should be the detailed designing of these processes.

The following are the different processes relating to human resources,

  • Human resource planning (that includes the process of recruiting, selecting, training, hiring, induction, evaluation, orientation, promotions as well as lay-offs)
  • Remuneration of the staffs as well as Benefits Administration
  • Performance Management
  • Staff Relations

The effective designing of these methods apart from other aspects will be depending upon the correspondence degree regarding each of these. This is stating that each method is compliant to the other. For exemplifying this aspect, it can be stated that the Performance Management System of 3sixtygsm would be different from a company like Tesco.

Task 2: Assessing HR Requirements and Evaluating the HR plan in Syngenta

Human Resource Planning is in general, considered to be the process associated with forecasting of people. In addition, it is having the involvement of the evaluation process, promotional process as well as lay-off process. The recruitment process is aiming towards attracting applicants that will be matching specific criteria for job. The selection process is considered being the next stage of filtration, which is aiming towards the short-listing candidates considered to be the closest match in respect of qualification, proficiencies as well as potential in respect of a specific job. The hiring process is associated with the aspect of taking decisions regarding the final candidate who will be getting the job. The training and development process is associated with the aspect of working on a staff on-board in respect of his skills and upgradation of the abilities (Pepperd 2016).

The process relating to employee remuneration as well as benefits administration is having the involvement of making decisions regarding salaries as well as wages, Fringe Benefits, Incentives as well as Perquisites. Money is considered being the major motivator in every job and as a result, the significance of this method. Performing staffs does the seeking of raises, better salaries as well as bonuses.

The performance management process assists 3sixtygsm in training, motivating as well as rewarding the staffs. It is also ensuring that the goals of the organization are efficiently met. The performance management process not only takes into consideration the staffs but can also be in respect of a department, product, service or customer process, each of which will enhance or add value to them. Recently, there is an automated performance management system, which will be carrying every information that will be assisting the managers in evaluating the performance of the staffs as well as assessing them consequently on their training as well as development requirements (Stone 2015).

The employee relations process will be including the Labour Law & Relations, Working Environment, Health & Safety of staffs, Conflict management amongst employees, Work-Life Quality, Compensation regarding workers, Staff Welfare as well as support programs and so on. Each of these aspects is essential for retention of the staffs other than the money, which is just a hygiene factor. Finally, it can be stated that each and every process is essential for the human resource strategies to be successful and there is the requirement of having a high standard of cohesiveness amongst the processes.

Task 3: Case Study on Syngenta

3sixtygsm is required putting into practice the aspect of using a strategic human resource management process in respect of heightening the performance of the organization and as a result, reaching the objectives as well as goals of the organization.

3sixtygsm is having the belief that human capitals is playing a strategic role regarding the organizational success and are considered being a key source regarding competitive advantage. Since, 3sixtygsm is primarily a service organization, staffs are having the major responsibility in respect of ensuring success. There was the integration of the HRM strategies with the business plans, which is considered as vertical integration and HRM strategies are connected to one another for providing mutual assistance, which is considered as horizontal integration. For providing enhanced services to the customers, there occurred the formulation as well as implementation of human resource management strategies approaches towards enabling the company in attaining the market development as well as competing in an effective manner. For achieving this, 3sixtygsm had the realization that they need to do the hiring of the most talented management that are having the ability for the formulation of strategies, having its implementation and most significantly, doing the alignment of strategies regarding the set goals. 3sixtygsm did the setting of strategic HRM activities that needs to be followed by the management, for enabling the daily activities towards functioning in an effective as well as efficient manner and also integrating the human resources of 3sixtygsm with its goals. The organizational management of 3sixtygsm will be focusing on offering an appropriate environment for work in respect of its staffs, which will be encouraging the staffs to perform in a better manner as well as delivering to the best of their ability.

The management of 3sixtygsm did the development of various innovative HRM programs over the years that was evaluated, developed, as well as applied within the workplace. There also occurred the generation of a survey action program, in which staffs were asked towards filling a survey depending upon the outcomes of a management held feedback session with staffs for generating the findings, assisting in the identification of the work-based challenges. There was also the creation of a leadership program that motivated the non-managerial employees in moving towards the managerial available that is available within the organisation, which as a result served as a partial fresh level of management having the awareness of the everyday activities. For retaining the staffs, there occurred the creation of benefit as well as rewards programs (Tarba 2013). The major target was associated with the aspect of producing efficient human resource management strategies that will be supporting the output as well as prosperity.

Conclusion

With the appropriate use of SHRM system, 3sixtygsm does the combining of innovative team, efficient strategies, discipline as well as commitments for providing the optimum ICT solution value as well as overall customer experience. The human resource strategies of 3sixtygsm has assisted the organization towards enjoying a competitive advantage through innovative ways, technological aspects as well as capabilities relating to human resource management, that as a result helped in contributing towards,

Market Growth

The capability for expanding as well as improving through set programs relating to the motivations as well as growth of the staffs. Therefore, reduced turnover of labours, also staffs will remain loyal towards the organization as well as work and the company will be showcasing efforts for reaching set time frames as well as targets with a lot of eagerness, which will lead towards a widespread expansion in other countries (Allen 2016).

Revenue Growth

The staff-friendly policies of 3sixtygsm resulted in a very low rate of turnover. This resulted in better commitment as well as loyalty of the staffs, which is leading towards increased quality of output that will as a result, do the increase in revenues as well as satisfaction of the customers that will assist in becoming the best organization (Barrick 2015).

Expansion

Increased revenue is surely leading towards the scope to invest either in different organizations or to seek various investments, which will be serving the international service of 3sixtygsm. Currently, the company is having its Supply Chain & Logistics as well as Quality Control Department in China. In addition, the company’s EMEA Headquarter is situated in Switzerland.

Organizational Development will be increasing the efficiency of the staffs that will be improving the organizational process, which will be associated with the aspect of formulating as well as implementing the strategic aspects and facilitating the organizational transformation for being one of the well-recognized as well as leading organization. The strategic human resource management process of 3sixtygsm was developed for several years, in order to ensure that it will become the best organization to work for and also become an staff-friendly, service oriented company globally. This will also be serving as a benchmark for various companies especially within the service industry (Shaw 2013).

HRM is considered being a strategic as well as coherent approach to manage the company’s most valued assets – the employees who are functioning in a collective manner as well as contributing towards the actualization of success relating to the business objectives. Human resource planning is considered being a methodical series of continuing processes that will be determining the organizational requirements and they will get accordingly planned. The planning of human resource occurs due to the basic requirement of any successful need of a business, which is regarded as being efficient. By preparing well, there is the elimination of time as well as resources that get wasted. The process of planning needs to be led by detailed assessment of the following aspects,

Organizational Requirements

The change in business as well as change in the technological aspect will be leading towards the field of influence evaluation since it will be affecting the internal arrangements of work. In 3sixtygsm, staffs are required adapting to the changing scenarios and they should be getting appropriate training regarding the same.

Requirement of skills and Workforce profile

3sixtygsm did the automation of its HR processes, leading to the creation of an online database that did the formation of human resource information system regarding the company. This helped in the creation of a widespread as well as detailed database for assessing the present labour force in respect of skills as well as the requirements in the present as well as in the future. Similar database will be used afterwards for viewing as well as monitoring the categories of staffs that works for the organization that will be requiring crucial factors like age, gender, background as well as availability. These aspects will be providing assistance in the fulfilment of any legislation needs as well as future plan (Mohammed 2014). By providing proper labour force training as well as undertaking qualification profiling, the company will be allowed using any special abilities.

External Factors

Concerning the aspect of labour supply, it needs to be found out the trends that are within the area of the organizational business. Whether there is any specific kind of trade within that area. For instance, within the nation, labour supply will be depending upon the unemployment trends as well as the kind of skills that the employers require from a staff.

Concerning the aspect of labour costs, it can be stated that it will be depending upon whether the organizational business is mainly concentrated on labour or capital and the extent to which the skills are required by 3sixtygsm relating to its availability as well as accessibility (Fan 2016).

Concerning the skills relating to the workforce as well as labour market competition, it can be stated that published national statistics and probably surveys might get used, which will assist 3sixtygsm in finding out the kind of skills that can be found within the local area. 3sixtygsm is required considering the requirements for their future as well as that of the competitors for attracting the appropriate talent having the right competencies. 3sixtygsm attracted operational experts by providing them options of stock as well as scope for working in a invigorating environment. After this, the decision needs to be made regarding the kind of human resource practices that needs to be utilized for having the appropriate workforce paralleling the concern relating to the fund availability (Plaskoff 2017).  

Concerning the aspect of government policies, it can be stated these policies will be leading towards the aspect of gaps in abilities of the employees that are working for an organization.

Concerning the aspect relating to the change within the normal conditions for work as well as expectation of the staffs, it can be stated that to work overnight, flexible hours of work as well as work-from-home options are presently considered being very common aspects within the place of work. Within 3sixtygsm, the hierarchical organizational structure is used along with HR practices that allows the staffs in getting promoted. At 3sixtygsm, there occurred the implementation of online job application in respect of candidates who are interested in applying for the type of job that will be fitting their needs.

Concerning the influence of automation, it can be stated that with the continuous growth as well as technological changes, 3sixtygsm is required planning the compatibility regarding the technological aspects. Within 3sixtygsm, through the use of internet as well as email, customers do the entry of their personal details online, and through the automated access of the staffs, they can have the accessibility to the information that is required in the company either internally or externally (Morris 2017).

Concerning the demands of products as well as services, it can be stated that the human resource requirements as well as services will be required adapting the changing scenarios related to the demand for products as well as services.

The aspect of technological development has helped in making the collection of data as well as presentation of data to be increasingly refined as well as effective. The planners of human resource might be using the technologies in a very effective manner for analyzing the workforce data. Information like service length, output, effectiveness, qualifications as well as personal data, all of these did the accurate contribution of analyzing the use of human resource. There occurs the aspect of evaluation that is supposed to be depending upon the outputs rather than the inputs. 3sixtygsm did the exercising of various strategic aspects and amongst them a few have been discussed pertaining to a given situation (Alfes 2013).

The classification of human resource by organizational demography, more distinctively with the help of department, occupation, levels of skill, status, age, gender, qualifications as well as history of job and service length will be stating that 3sixtygsm did the automation of its human resource systems. This will be leading to the aspect of creating an online database that did the formation of human resource information system in respect of the organization. The online database assisted in gathering major staff based information relating to the aspect of recruitment as well as selection, training and development as well as performance appraisal. 3sixtygsm also carried out Survey-Feedback-Action(SFA) program for getting an overall picture regarding the management function and the organizational manager’s skills relating to the leadership aspects as well as managerial aspects, which get perceived by the staffs (Liu 2014).

The aspect of recruitment and selection relating to the aspect of determining the present situation of the company states that the company was receiving numerous applications in respect of different posts. 3sixtygsm did the automation of the process through the development of an online job application form, which can be accessed by the applicants, through the icon for ‘Careers’ that is found in the website of the company. The site assisted the applicants to apply for posts that were matching their skill-sets, the applicants could also be applying for internships online, could be filling the details in accord to their preferred choices relating to location, job’s nature and so on. Moreover, the site also assisted the applicants in creating resumes online (Collings 2014).

There is the requirement for making sure that every human resource management activities assist in adding values by supporting 3sixtygsm in achieving its goals through training as well as development. The company provided all significant prominence regarding the training of those staffs who had a direct interaction with the customers, which included the customer service representatives, as well as the service agents. The trainees for CSR received intensive training before they were given the permission in handling the calls from the customers. Also, the training program had the involvement of educating the customer service representatives regarding the service offerings of 3sixtygsm and putting them in conditions that will resemble actual conditions related to the place of work.

There is the requirement for motivating the staffs in achieving better performance, which will be associated with the aspect of encouraging staffs having non-managerial background in moving towards the level of management within the company. For doing this, 3sixtygsm did the devising of a distinctive leadership program. Under this leadership program, staffs got the scope for assessing their capabilities in taking up managerial responsibilities. Other than the regular staffs, 3sixtygsm also did the hiring of temporary staffs who were paid on an hourly rate and in this regard did the creation of an online job positing method. Since, this process provided the temporary staffs with the scope of becoming permanent staffs, they felt the motivation for working hard as well as to perform efficiently (Herd 2016).

For developing a human resource plan in respect of 3sixtygsm there are certain requirements for the improvement of the employee functioning relating to the organization. There is the requirement for performing the jobs in a professional, effective as well as thorough way. The employees should be having the willingness for taking risks as well as challenges. They should be well-mannered to the customers as well as co-workers, and having trustworthiness as well as honesty in each and every dealings related to business. The employees are also required to follow considerable number of rules as well as a conduct standard that is having the requirement by the organizational business (Belcourt 2016).

In respect of recruitment as well as selection, 3sixtygsm can do the recruitment of approx. 30,000 staffs internationally throughout the year, which will include regular as well as temporary posts. Candidates are required having the willingness for taking risks as well as challenges because of the dynamic environment related to work.

In respect of training as well as development, there is the requirement for training all the new staffs in order to fit them successfully within their present skills related to the environment for work. Regarding this, all the new staffs will be undertaking an orientation programme that will be educating them regarding the organizational philosophies as well as policies regarding 3sixtygsm and the relationship nature amongst the seniors as well as colleagues. A training program will follow that will be varying based upon the kind of job. There should also occur the offering of special training for the staffs who will be having a direct interaction with the customers such as the customer service representatives (Faix 2015). In addition, 3sixtygsm is required undertaking appropriate employee training so that staffs are able to do the handling of the tasks as anticipated. The process of training should not only be concentrating on the job based skills but should be having a significant contribution regarding the overall staff development.

In respect of the opportunities for growth as well as staff communication, there should be an increased participation level regarding Survey-Feedback-Actionand the percentage of employee engagement should increase by almost 60%. Moreover, the rate of turnover should be significantly reduced. In addition, there is the requirement for the creation of a Survey-Feedback-Action or SFA which will be stating that, staffs are to be divided into work-groups, these work-group representatives will be responding to a questionnaire having 30 questions in respect of their immediate senior as well as regarding the organizational management. The tabulation of the survey results will be done and will be given to the managers of respective work-groups. The managers will be conducting feedback sessions with the staffs as a result of this and will discuss the outcomes of the survey. This aspect will assist in identifying the crises that is required to get addressed (Raofi 2014). Post the conducing of these sessions, the work group members will be setting an official plan of action for solving the problems that have been found out. This online survey will be enabling the staffs in expressing their views relating to the management in a frank manner as because, their identities are not revealed (Gold 2013). The Survey-Feedback-Action will be providing assistance to take decisions concerning promotions and also, doing the performance assessment regarding the managerial staffs. It assisted as well, to solve the problems of the staffs as well as improving the relations within the place of work.

Along with the regular staffs, 3sixtygsm also did the devising of a distinctive leadership program for the temporary staffs. Since, this process provided the temporary staffs with the scope of becoming permanent staffs, they felt the motivation for working hard as well as to perform efficiently.

The purpose of having HR management policies in 3sixtygsm are mentioned as under,

Structure

Human resource policies are providing the appropriate structure regarding the workplace. Due to the lack of some policies, like working hours, reviews of performance as well as rules concerned with the safety of the staffs, the environment for work might get adversely affected.

Fairness

Human resource policies will be supporting equal scope of employment to give fair treatment for the applicants as well as staffs all through the process of recruitment.

Strategy

Human resource policies are considered being the operational components relating to the strategic plan of the company, which means that policies are considered being the steps that are essential for the achievement of strategic objectives. By reviewing the HR polices of the company, the leadership teams that did the development of strategic maps in respect of the organization will be learning what will be working and which won’t regarding the human resource policies as well as the environment for work (Hanks 2015).

 There are various regulatory requirements that will influence the organizational policies of 3sixtygsm. The organization’s human resource management is required complying with each and every employment, safety, health as well as other pertinent legislations that are applicable to the jurisdiction in which the company is functioning.

3sixtygsm is also having the requirement to be aware of how legislation might get applied in a periodic manner to the place of work. The major regulatory requirements that influences the organizational policies are as follows,

Labour Laws

These will be covering the overall employment opportunity, from the hiring of the staffs till the time of their termination. These laws will be prescribing the standards regarding the hourly wages, health and safety, compensation of the workers as well as conditions regarding work (Gatewood 2015).

International Laws

A rise in globalization has ensured that for a company trying to do business globally needs to comply with the regulatory requirements in a foreign environment where laws as well as practices relating to business might be very different. Therefore, organizations are required taking into consideration the local laws in the foreign country, where they will be setting up their business (Wilton 2016).

The Code of Business Conduct and Ethics for 3sixtygsm will be setting out the general principles that will be assisting the members of the team to uphold higher business standards as well as persona ethics. For making each and every staff aware of the Code of Business Conduct and Ethics, they receive a training when they join the organization (Gelens 2013).

In this regard, the organization did the assigning of significant amount of activities relating to market research. In this context, the company did the employment of excellent market experts. Because of centralized control, all the business plans of 3sixtygsm originates and gets carried out at their headquarter at UAE. The corporate policy of the company to place employees  first is associated with the viewpoint that the final organizational goal is the satisfaction of the customers within a service industry, which will begin with the satisfaction of the staffs. Having an effective centralized control, 3sixtygsm had the ability for transcending the barriers relating to geographical boundaries.

The staffs within the company are empowered with the intention to make them in having the involvement as well as contributing towards the aspect of achieving the organizational goals of the company. The human resource practices within the company are impacted by the organizational culture of 3sixtygsm.

To improve the effectiveness of human resource management, there can occur an Open-door policy. In regard to the Open-door policy staffs that belong to each and every level of hierarchy are empowered for participating as well as talking about the various problematic situations and also does the recommendation of changing their seniors in the management. These policies assist in empowering the staffs for voicing their viewpoints and also encouraging them for reacting to the executive leadership quality, processes for making decisions as well as management style.

The Open-door policy assists in providing recommendations to do the enhancement of business and also to take suggestions for changing the organizational policies that are perceived in a poor manner within the company.

Organizational structure is the first thing, which organization does before moving to the operational related activities. They work according to the drawn organizational structure. They communicate according to the structure as well. The process itself suggests the importance of organizational structure in the overall output of the organizational performance. This is not only limited to the performance but also it has its impact in a wider sense in some other parts of the organizational as well. It really affects the connectivity of various different departments in several different locations. The complexity becomes larger when it is related to some reputed or multinational organizations. It happens because it affects an overall communication in between different departments and in between different divisions as well (Shockley-Zalabak 2014). The concept can well be understood with the help of a diagrammatic representation of an organizational structure.

Figure 1: Organization structure- an example

(Source: Cummings and Worley 2014)

The above structure shows a functional structure in different divisions across the globe. It starts with CEO of the company. It then moves to the different operating zones such as operations, finance, human resource and marketing. This is not only restricted to the mentioned domains. It can also go beyond the mentioned domains that vary from one company to another. These departments have further been divided into various divisions such as domestic and international. Departments are selected in various subsidiary countries where the company has several divisional basis departments such as operation, HR, marketing etc. In such an organizational structure, communication generally starts from the below level, which are the various working domains at the various divisional level. The communication is then reached to the corresponding domestic and international divisions from where it reaches to the respective departments such as operation, marketing, HR etc.

This structure and the process of its communication clearly state a slow flow of communication in between the below level and the CEO of the company. It is difficult to control the business at the different divisions with the help of such structure (Mowday, Porter and Steers 2013). The example structure shows the distribution of different departments based on its functionalities, which provides a less control to the parent management over the divisional operations. Every single query raised at the lowest level would reach to the CEO of the company at a relatively lower speed. In such organizational structure operational performance is also hampered because the division of different departments is aligned to the divisional heads, which may or may not be subject specific (Vaccaro et al. 2012). In such scenario, the escalation regarding any operational related issue would be aligned to those who may or may not have adequate knowledge on the escalated issue. For example, raising an issue regarding the technology failure in the CRM to a divisional manager would ask for a longer time because he or she might not be aware of the reasons. This would also delay the responses on the escalated issue because communication would be delayed. This is never healthy for a competitive environment. Problem needs to be responded in comparatively less time (Nickerson, Yen and Mahoney 2012).

In such regard, it is important that company must have a structure that involves expertise in the given project. Nevertheless, matrix organizational structure is the best structure in such regard. It allows the distribution of tasks based on expertise. Additionally, this also ensure the supervision of the project from a project specialist. These strategies help reduce the flaws if there is any. Communication timing also gets reduced because the project lead is aware of the issue and it would simply communicate the project related issue to the top management. This indeed saves ample of time, which is needed to inspect the actual issue in the above-mentioned organizational structure. Matrix structure allows quick communication in between the lower and the higher-level management because in such structure project member used to work in collaboration with both the functional and the project manager. In other words, such organizational structure allows the lower level employees communicate both the product specialist manager and the functional manager. Such linkage allows the functional manager understands the real issue and thereby it helps reduce the communication because the functional manager would only communicate the identified issue. In such structure, system no longer requires spending significant time in finding out the exact cause behind the identified issue (van Aken, Berends and Van der Bij 2012). In an IT company for example, a software expert is assigned as a product manager to a group of employees that has a project to develop software on managing the stocks of the company. In such cases, the project is handled by experts at different levels, which itself reduce the chances of meeting with an operational related issue. However, if an issue were still identified, the project manager would understand the reason for it in a comparatively lower time. The project manager would then communicate to the functional manager citing the identified issue and the reason behind it. The functional manager would then ask for the resolution at the top management level in the parent company. The escalation in such case would be a healthy escalation because the issues are identified with possible causes behind it as well.

The matrix structure would facilitate a bigger change, which was not happening in Syngenta before. This would bring employees in an immediate communication relationship with two tier managers such as functional manager and project manager. This is very effective indeed, because this would let the functional manager aware of the issues. Moreover, this would also ensure an understood communication in between the project manger & the functional manager and then inn between the functional manager & the divisional manager (Eppinger and Browning 2012). Apart from this benefit, the selected matrix structure by the Syngenta Company would further provide some more benefits to it, which are as follows:

  • Resource management- This happens very systematically in such structure. Project manager takes care of their area of expertise. Additionally, functional managers take care of allocating resources, which are further utilised in the different projects. In such structure, different projects are assigned to the specialised group, which is very necessary to conduct the project efficiently. This reduces the work related errors as manpower are assigned to their zone area (Armstrong and Taylor 2014).
  • Specific operation- In this structure, employees are assigned to their zone task, which means they would not be required for multitasking. They would rather be assigned for their zone area, which would not only improve the operation but would also improve their personal skills (Nicolini 2012). Nevertheless, Syngenta would be highly benefitted with this as the company is suffering of empowerment in employees.
  • Skill development- In a hierarchal organizational structure, it is very difficult to develop and nurture the skills in employees. This is because in such organizational structure, employees are needed to work with multi dimensional work expertise. Employees in such structure do not get sufficient time to explore themselves to a varied range of opportunities. This prevents them from innovative thoughts, as they are not constant with a particular genre of project (Gallie et al. 2012). However, matrix organizational structure on the other hand, encourages the allocation of project to only the experts of a particular zone. This is rather very effective in its productivity. Syngenta Company is missing on innovative thoughts; nevertheless, this particular organizational structure would provide opportunity to its employees for innovation. It would happen because the selected structure encourages the allocation of subject specific manpower. They would rather get more time to explore their area of expertise. They would get ample of projects on the same area of expertise. The amount of time they spent on their zone of expertise would nurture them to become more innovative. This is something, which the company has missed in past.
  • Communication-In matrix structure, employees are connected to different functional department by means of project. They need to communicate with each other for discussing the various related elements in the project. For example, project team are in continuing touch with the sales department for knowing the related things such as deadline of the assigned project and its related requirements (Shockley-Zalabak 2014). Syngenta Company would now experience an improved communication in between different departments for a particular project. This would help its employees connect to the client’s requirement, which would also help them in delivering the best service. This indeed the Syngenta Company has expected while deciding to choose the matrix structure along with the existing organizational structure.

Despite of all the benefits, which are mentioned above, the selected matrix structure has certain disadvantages as well. Moreover, the Syngenta Company needs to take care of all the disadvantages with its utmost management strategies. Syngenta should try to prevent it from conflicting issues, which are very frequent with the chosen matrix structure (Goetsch and Davis 2014). It happens because multi functional departments communicate different things according to their understanding of the project. The sales team have their set of expectations whereas the project team might have some additional look on the concerned topic. Moreover, the differences in expectations are generally not shared among different functional group. These are definite gaps, which gives birth to conflicting issues. Syngenta should avoid such activities, which they could by giving some extra stuff on preventing the conflicts to happen. Cost is another challenge with the matrix structure, as it requires the recruitment of some subject related manager experts (Rothaermel 2015). This indeed attracts extra expenditure on recruiting and paying the hired subject specialist managers.

The measurement of effectiveness of the human resource management in Syngenta is of utmost necessity in order to lift its innovative spirit and sustain the business performance. This can be done in various ways; however, some of the following ways are the most effectives:

Staff turnover

 It is necessary to some extent as this brings fresh talents who can provide benefits to the company. However, in some cases, this is not a healthy sign as recruitment process attracts a significant investment on it. High turnover would then mean the wastage of high investments (Long et al. 2012). For a company as such of Syngenta, it is necessary that they monitor the effectiveness of human resource management. Monitoring can be done in various ways such as checking the employee’s attrition rate (Alao and Adeyemo 2013). A reduced turn over in the last 6-9 months would speak the turnover rate. If the rates were reduced then this would mean that the HRM of the Syngenta Company have performed their roles well. They have been able to retain employees. If the rate of attrition has increased this would mean that the HRM of the company needs to find out the reasons behind the incrementing attrition. This can be done by discussing with the respective project managers. They may help with some useful data, which would be needed for future references.

Engagement

Engagement in bringing innovative thoughts is one of the requirements, which the Syngenta Company has thought of. However, this needs to be monitored at regular intervals to ensure that every employee is engaged with its work. This can be monitored with the help of project managers as they are leading the group and they would have the best understanding on the engaging level of every employee. Employee engagement with the assigned project is of utter requirement for the company (Cole et al. 2012). This is because they have suffered of employee empowerment in past. Additionally, they have also suffered of innovative thoughts, which have missed in this company notably. The human resource department of the company has this utter responsibility on their shoulder to be in a continued discussion with the different project managers and try to gather information on every single employee’s performance. The project managers can maintain a database, which states the participation rates of employees. This would help the HRM of the company get information on the performance of every single employee (Coronel and Morris 2016).

Conclusion

The organization can get benefits of the selected matrix structure provided they prevent them from some flaws of the structure such as conflicting issues in between different departments and the cost involved in recruiting specialised managers who can head the different projects effectively. The matrix structure on the other hand would give ample of time to its employees where they can explore their capabilities to bring innovative thoughts, whim the company has suffered in the past. Their employees would get elevated opportunities where they would be able to empower them by bringing them all close to their subject zone. The future of the company can see some change in the existing performance where it would have various innovating thoughts pouring from several employees. Nevertheless, this is only possible if the human resource department of the Syngenta Company keeps on monitoring some necessary key terms such as employee turnover rate and their engagement. Employee turnover rate is expected to certain extent because the chosen matrix structure would require the recruitment of some subject specific managers. However, this should not be more than the previous attritions. A reduced attrition would ensure reduced expenses on hiring the professionals. Additionally, the human resource department of the company should also look for employee engagement level with their assigned project. Employee engagement is perhaps very important for the Syngenta Company, as this would ensure an empowerment in its employees. This would also ensure innovative thoughts in them, which the company had suffered in the past.

References

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Alfes, K., Truss, C., Soane, E.C., Rees, C. and Gatenby, M., 2013. The relationship between line manager behavior, perceived HRM practices, and individual performance: Examining the mediating role of engagement. Human resource management, 52(6), pp.839-859.

Allen, M.R., Ericksen, J. and Collins, C.J., 2013. Human resource management, employee exchange relationships, and performance in small businesses. Human Resource Management, 52(2), pp.153-173.

Anderson, V., 2013. Research methods in human resource management: investigating a business issue. Kogan Page Publishers.

Antonioli, D., Mancinelli, S. and Mazzanti, M., 2013. Is environmental innovation embedded within high-performance organisational changes? The role of human resource management and complementarity in green business strategies. Research Policy, 42(4), pp.975-988.

Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Armstrong, P., 2014. Limits and possibilities for HRM in an age of management accountancy. New Perspectives On Human Resource Management op. cit. at, pp.154-166.

Bamberger, P.A., Biron, M. and Meshoulam, I., 2014. Human resource strategy: Formulation, implementation, and impact. Routledge.

Barrick, M.R., Thurgood, G.R., Smith, T.A. and Courtright, S.H., 2015. Collective organizational engagement: Linking motivational antecedents, strategic implementation, and firm performance. Academy of Management Journal, 58(1), pp.111-135.

Belcourt, M. and McBey, K.J., 2016. Strategic human resources planning. Nelson Education.

Bettis, R., Gambardella, A., Helfat, C. and Mitchell, W., 2014. Quantitative empirical analysis in strategic management. Strategic Management Journal, 35(7), pp.949-953.

Cerdin, J.L. and Brewster, C., 2014. Talent management and expatriation: Bridging two streams of research and practice. Journal of World Business, 49(2), pp.245-252.

Chang, S., Jia, L., Takeuchi, R. and Cai, Y., 2014. Do high-commitment work systems affect creativity? A multilevel combinational approach to employee creativity. Journal of Applied Psychology, 99(4), p.665.

Claver-Cortés, E., Pertusa-Ortega, E.M. and Molina-Azorín, J.F., 2012. Characteristics of organizational structure relating to hybrid competitive strategy: Implications for performance. Journal of Business Research, 65(7), pp.993-1002.

Cole, M.S., Walter, F., Bedeian, A.G. and O’Boyle, E.H., 2012. Job burnout and employee engagement: A meta-analytic examination of construct proliferation. Journal of management, 38(5), pp.1550-1581.

Collings, D.G., 2014. Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities. Journal of World Business, 49(2), pp.253-261.

Coronel, C. and Morris, S., 2016. Database systems: design, implementation, & management. Cengage Learning.

Csaszar, F.A., 2012. Organizational structure as a determinant of performance: Evidence from mutual funds. Strategic Management Journal, 33(6), pp.611-632.

Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage learning.

Dai, G. and De Meuse, K.P., 2013. Types of leaders across the organizational hierarchy: A person-centered approach. Human performance, 26(2), pp.150-170.

Dries, N., 2013. The psychology of talent management: A review and research agenda. Human Resource Management Review, 23(4), pp.272-285.

Eppinger, S.D. and Browning, T.R., 2012. Design structure matrix methods and applications. MIT press.

Faix, A., Budde, L. and Friedli, T., 2015. Strategic competence management in global service networks: An integrated approach.

Fan, D., Xia, J., Zhang, M.M., Zhu, C.J. and Li, Z., 2016. The paths of managing international human resources of emerging market multinationals: Reconciling strategic goal and control means. Human Resource Management Review, 26(4), pp.298-310.

Gallie, D., Zhou, Y., Felstead, A. and Green, F., 2012. Teamwork, skill development and employee welfare. British Journal of Industrial Relations, 50(1), pp.23-46.

Gatewood, R., Feild, H.S. and Barrick, M., 2015. Human resource selection. Nelson Education.

Gelens, J., Dries, N., Hofmans, J. and Pepermans, R., 2013. The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda. Human Resource Management Review, 23(4), pp.341-353.

Gelens, J., Hofmans, J., Dries, N. and Pepermans, R., 2014. Talent management and organisational justice: employee reactions to high potential identification. Human Resource Management Journal, 24(2), pp.159-175.

Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.

Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.

Gold, J., Holden, R., Iles, P., Stewart, J. and Beardwell, J. eds., 2013. Human resource development: Theory and practice. Palgrave Macmillan.

Hanks, S.H., 2015. The organization life cycle: Integrating content and process. Journal of Small Business Strategy, 1(1), pp.1-12.

Herd, A. and Alagaraja, M., 2016. Strategic Human Resource Development Alignment: Conceptualization from the. Bridging the Scholar-Practitioner Gap in Human Resources Development, p.85.

Hoque, K., 2013. Human resource management in the hotel industry: Strategy, innovation and performance. Routledge.

Huang, M.T., 2014. The Strategic Human Resource Management of Estonia–Case Study.

Liu, X., van Jaarsveld, D.D., Batt, R. and Frost, A.C., 2014. The influence of capital structure on strategic human capital: Evidence from US and Canadian firms. Journal of Management, 40(2), pp.422-448.

Long, C.S., Thean, L.Y., Ismail, W.K.W. and Jusoh, A., 2012. Leadership styles and employees’ turnover intention: Exploratory study of academic staff in a Malaysian College. World Applied Sciences Journal, 19(4), pp.575-581.

Mohamed, S.B. and Ibrahim, Z., 2014. Strategic Human Resource for Lean Management involving Quality and Operational Performance. Australian Journal of Basic and Applied Sciences, 8(4), pp.752-760.

Morris, S.S., Alvarez, S.A., Barney, J.B. and Molloy, J.C., 2017. Firm?specific human capital investments as a signal of general value: Revisiting assumptions about human capital and how it is managed. Strategic Management Journal, 38(4), pp.912-919.

Mowday, R.T., Porter, L.W. and Steers, R.M., 2013. Employee—organization linkages: The psychology of commitment, absenteeism, and turnover. Academic press.

Nickerson, J., Yen, C.J. and Mahoney, J.T., 2012. Exploring the problem-finding and problem-solving approach for designing organizations. The Academy of Management Perspectives, 26(1), pp.52-72.

Nickson, D., 2013. Human resource management for hospitality, tourism and events. Routledge.

Nicolini, D., 2012. Practice theory, work, and organization: An introduction. Oxford university press.

Peppard, J. and Ward, J., 2016. The strategic management of information systems: Building a digital strategy. John Wiley & Sons.

Plaskoff, J. and Plaskoff, J., 2017. Employee experience: the new human resource management approach. Strategic HR Review, 16(3), pp.136-141.

Ployhart, R.E., 2015. Strategic organizational behavior (strobe): The missing voice in the strategic human capital conversation. The Academy of Management Perspectives, 29(3), pp.342-356.

Raofi, N. and Taheri, A., 2014. Strategic Human Resource Management in the Public Service.

Rothaermel, F.T., 2015. Strategic management. McGraw-Hill Education.

Shaw, J.D., Park, T.Y. and Kim, E., 2013. A resource?based perspective on human capital losses, HRM investments, and organizational performance. Strategic management journal, 34(5), pp.572-589.

Shockley-Zalabak, P., 2014. Fundamentals of organizational communication. Pearson.

Shockley-Zalabak, P., 2014. Fundamentals of organizational communication. Pearson.

Snell, S.A., Morris, S.S. and Bohlander, G.W., 2015. Managing human resources. Nelson Education.

Somsuk, N. and Laosirihongthong, T., 2014. A fuzzy AHP to prioritize enabling factors for strategic management of university business incubators: Resource-based view. Technological Forecasting and Social Change, 85, pp.198-210.

Stone, D.L. and Deadrick, D.L., 2015. Challenges and opportunities affecting the future of human resource management. Human Resource Management Review, 25(2), pp.139-145.

Stredwick, J., 2013. An introduction to human resource management. Routledge.

Tarba, S.Y. and Cooper, C.L., 2016. HRM practices in strategic partnerships.

Tyson, S., 2014. Essentials of human resource management. Routledge.

Vaccaro, I.G., Jansen, J.J., Van D

Alao, D. and Adeyemo, A.B., 2013. Analyzing employee attrition using decision tree algorithms. Computing, Information Systems, Development Informatics and Allied Research Journal, 4.

Alfes, K., Truss, C., Soane, E.C., Rees, C. and Gatenby, M., 2013. The relationship between line manager behavior, perceived HRM practices, and individual performance: Examining the mediating role of engagement. Human resource management, 52(6), pp.839-859.

Allen, M.R., Ericksen, J. and Collins, C.J., 2013. Human resource management, employee exchange relationships, and performance in small businesses. Human Resource Management, 52(2), pp.153-173.

Anderson, V., 2013. Research methods in human resource management: investigating a business issue. Kogan Page Publishers.

Antonioli, D., Mancinelli, S. and Mazzanti, M., 2013. Is environmental innovation embedded within high-performance organisational changes? The role of human resource management and complementarity in green business strategies. Research Policy, 42(4), pp.975-988.

Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Armstrong, P., 2014. Limits and possibilities for HRM in an age of management accountancy. New Perspectives On Human Resource Management op. cit. at, pp.154-166.

Bamberger, P.A., Biron, M. and Meshoulam, I., 2014. Human resource strategy: Formulation, implementation, and impact. Routledge.

Barrick, M.R., Thurgood, G.R., Smith, T.A. and Courtright, S.H., 2015. Collective organizational engagement: Linking motivational antecedents, strategic implementation, and firm performance. Academy of Management Journal, 58(1), pp.111-135.

Belcourt, M. and McBey, K.J., 2016. Strategic human resources planning. Nelson Education.

Bettis, R., Gambardella, A., Helfat, C. and Mitchell, W., 2014. Quantitative empirical analysis in strategic management. Strategic Management Journal, 35(7), pp.949-953.

Cerdin, J.L. and Brewster, C., 2014. Talent management and expatriation: Bridging two streams of research and practice. Journal of World Business, 49(2), pp.245-252.

Chang, S., Jia, L., Takeuchi, R. and Cai, Y., 2014. Do high-commitment work systems affect creativity? A multilevel combinational approach to employee creativity. Journal of Applied Psychology, 99(4), p.665.

Claver-Cortés, E., Pertusa-Ortega, E.M. and Molina-Azorín, J.F., 2012. Characteristics of organizational structure relating to hybrid competitive strategy: Implications for performance. Journal of Business Research, 65(7), pp.993-1002.

Cole, M.S., Walter, F., Bedeian, A.G. and O’Boyle, E.H., 2012. Job burnout and employee engagement: A meta-analytic examination of construct proliferation. Journal of management, 38(5), pp.1550-1581.

Collings, D.G., 2014. Integrating global mobility and global talent management: Exploring the challenges and strategic opportunities. Journal of World Business, 49(2), pp.253-261.

Coronel, C. and Morris, S., 2016. Database systems: design, implementation, & management. Cengage Learning.

Csaszar, F.A., 2012. Organizational structure as a determinant of performance: Evidence from mutual funds. Strategic Management Journal, 33(6), pp.611-632.

Cummings, T.G. and Worley, C.G., 2014. Organization development and change. Cengage learning.

Dai, G. and De Meuse, K.P., 2013. Types of leaders across the organizational hierarchy: A person-centered approach. Human performance, 26(2), pp.150-170.

Dries, N., 2013. The psychology of talent management: A review and research agenda. Human Resource Management Review, 23(4), pp.272-285.

Eppinger, S.D. and Browning, T.R., 2012. Design structure matrix methods and applications. MIT press.

Faix, A., Budde, L. and Friedli, T., 2015. Strategic competence management in global service networks: An integrated approach.

Fan, D., Xia, J., Zhang, M.M., Zhu, C.J. and Li, Z., 2016. The paths of managing international human resources of emerging market multinationals: Reconciling strategic goal and control means. Human Resource Management Review, 26(4), pp.298-310.

Gallie, D., Zhou, Y., Felstead, A. and Green, F., 2012. Teamwork, skill development and employee welfare. British Journal of Industrial Relations, 50(1), pp.23-46.

Gatewood, R., Feild, H.S. and Barrick, M., 2015. Human resource selection. Nelson Education.

Gelens, J., Dries, N., Hofmans, J. and Pepermans, R., 2013. The role of perceived organizational justice in shaping the outcomes of talent management: A research agenda. Human Resource Management Review, 23(4), pp.341-353.

Gelens, J., Hofmans, J., Dries, N. and Pepermans, R., 2014. Talent management and organisational justice: employee reactions to high potential identification. Human Resource Management Journal, 24(2), pp.159-175.

Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.

Goetsch, D.L. and Davis, S.B., 2014. Quality management for organizational excellence. Upper Saddle River, NJ: pearson.

Gold, J., Holden, R., Iles, P., Stewart, J. and Beardwell, J. eds., 2013. Human resource development: Theory and practice. Palgrave Macmillan.

Hanks, S.H., 2015. The organization life cycle: Integrating content and process. Journal of Small Business Strategy, 1(1), pp.1-12.

Herd, A. and Alagaraja, M., 2016. Strategic Human Resource Development Alignment: Conceptualization from the. Bridging the Scholar-Practitioner Gap in Human Resources Development, p.85.

Hoque, K., 2013. Human resource management in the hotel industry: Strategy, innovation and performance. Routledge.

Huang, M.T., 2014. The Strategic Human Resource Management of Estonia–Case Study.

Liu, X., van Jaarsveld, D.D., Batt, R. and Frost, A.C., 2014. The influence of capital structure on strategic human capital: Evidence from US and Canadian firms. Journal of Management, 40(2), pp.422-448.

Long, C.S., Thean, L.Y., Ismail, W.K.W. and Jusoh, A., 2012. Leadership styles and employees’ turnover intention: Exploratory study of academic staff in a Malaysian College. World Applied Sciences Journal, 19(4), pp.575-581.

Mohamed, S.B. and Ibrahim, Z., 2014. Strategic Human Resource for Lean Management involving Quality and Operational Performance. Australian Journal of Basic and Applied Sciences, 8(4), pp.752-760.

Morris, S.S., Alvarez, S.A., Barney, J.B. and Molloy, J.C., 2017. Firm?specific human capital investments as a signal of general value: Revisiting assumptions about human capital and how it is managed. Strategic Management Journal, 38(4), pp.912-919.

Mowday, R.T., Porter, L.W. and Steers, R.M., 2013. Employee—organization linkages: The psychology of commitment, absenteeism, and turnover. Academic press.

Nickerson, J., Yen, C.J. and Mahoney, J.T., 2012. Exploring the problem-finding and problem-solving approach for designing organizations. The Academy of Management Perspectives, 26(1), pp.52-72.

Nickson, D., 2013. Human resource management for hospitality, tourism and events. Routledge.

Nicolini, D., 2012. Practice theory, work, and organization: An introduction. Oxford university press.

Peppard, J. and Ward, J., 2016. The strategic management of information systems: Building a digital strategy. John Wiley & Sons.

Plaskoff, J. and Plaskoff, J., 2017. Employee experience: the new human resource management approach. Strategic HR Review, 16(3), pp.136-141.

Ployhart, R.E., 2015. Strategic organizational behavior (strobe): The missing voice in the strategic human capital conversation. The Academy of Management Perspectives, 29(3), pp.342-356.

Raofi, N. and Taheri, A., 2014. Strategic Human Resource Management in the Public Service.

Rothaermel, F.T., 2015. Strategic management. McGraw-Hill Education.

Shaw, J.D., Park, T.Y. and Kim, E., 2013. A resource?based perspective on human capital losses, HRM investments, and organizational performance. Strategic management journal, 34(5), pp.572-589.

Shockley-Zalabak, P., 2014. Fundamentals of organizational communication. Pearson.

Shockley-Zalabak, P., 2014. Fundamentals of organizational communication. Pearson.

Snell, S.A., Morris, S.S. and Bohlander, G.W., 2015. Managing human resources. Nelson Education.

Somsuk, N. and Laosirihongthong, T., 2014. A fuzzy AHP to prioritize enabling factors for strategic management of university business incubators: Resource-based view. Technological Forecasting and Social Change, 85, pp.198-210.

Stone, D.L. and Deadrick, D.L., 2015. Challenges and opportunities affecting the future of human resource management. Human Resource Management Review, 25(2), pp.139-145.

Stredwick, J., 2013. An introduction to human resource management. Routledge.

Tarba, S.Y. and Cooper, C.L., 2016. HRM practices in strategic partnerships.

Tyson, S., 2014. Essentials of human resource management. Routledge.

Vaccaro, I.G., Jansen, J.J., Van Den Bosch, F.A. and Volberda, H.W., 2012. Management innovation and leadership: The moderating role of organizational size. Journal of Management Studies, 49(1), pp.28-51.

van Aken, J., Berends, H. and Van der Bij, H., 2012. Problem solving in organizations: A methodological handbook for business and management students. Cambridge University Press.

Wilton, N., 2016. An introduction to human resource management. Sage.

en Bosch, F.A. and Volberda, H.W., 2012. Management innovation and leadership: The moderating role of organizational size. Journal of Management Studies, 49(1), pp.28-51.

van Aken, J., Berends, H. and Van der Bij, H., 2012. Problem solving in organizations: A methodological handbook for business and management students. Cambridge University Press.

Wilton, N., 2016. An introduction to human resource management. Sage.

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[Accessed 29 March 2024].

My Assignment Help. 'Impact Of Matrix Organizational Structure On Syngenta's Performance And Importance Of SHRM' (My Assignment Help, 2021) <https://myassignmenthelp.com/free-samples/mgnt110-introduction-to-management/structure-of-syngenta-company.html> accessed 29 March 2024.

My Assignment Help. Impact Of Matrix Organizational Structure On Syngenta's Performance And Importance Of SHRM [Internet]. My Assignment Help. 2021 [cited 29 March 2024]. Available from: https://myassignmenthelp.com/free-samples/mgnt110-introduction-to-management/structure-of-syngenta-company.html.

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