Social Exchange Ideology and Employee Turnover

Question: Discuss about the Social Exchange Ideology and Employee Turnover. Answer: Introduction This report analyzes the Human resource management significance by using the case study analysis of the constructive relations at top Trucking Company i.e. Wollongong yard. This report frames with the aim to identify the human resource practices at the new workplace. Human resource management is effective for organizations in terms of developing culture and values. This report assesses the significance of human resource manager in a challenging environment. Further, it provides the literature review regarding case study issues, resulting from the books, report, and academic journals. Further, this report derives the different workplace practices provided by the yard manager. Simultaneously, it is helpful to analyze the risk to sustaining the changes if yard manager/George moves on. Moreover, this report depicts the blue collar unions are less likely to engage in workplace changes such as service sector and public. New workplace Practices Introduced by the New Yard Manager Complement one another As per the case study, trucking company Wollongong Yard was very popular due to high performance in the region. Concerning this, George Psaros is a union delegate, which contributed the efforts in the company high performance. In terms of company workplace, it is difficult to work, because previous yard manager was autocratic in nature. He always provided order to its staff regarding the work. Simultaneously, he has been taken all decision himself without any consult with staff. In this manner, the different problem was arisen such as lots of accidents, lots of stoppages, and conflict between the management (Cleggm et al., 2015). As a result, these may create the dissatisfaction among the company management and union head. Further, Trucking Company was purchased by the big national transport group. Consequently, company was facing a lot of challenges while operating the business activities. Thereby, drivers were unwilling to adopt new changes in absence of ineffective participation in company management (Kouzes and Posner, 2014). As a result, company acquires new management in order to solve these issues. National transport group launched the Harvard framework in the company. Concerning this, it indicates that the line manager requires doing more work and responsibility so as to gain the competitive advantage (Marchington, 2015). This framework involves the four policies like recruitment, selection, appraisal, promotion, and termination. In terms of adoption of this framework in a trucking company, Wollongong Yard appointed the new yard manager for doing effective operations in the company. Goh, et al. (2015) identified that there are different workplace practices, which are introduced by the new manager in the trucking company. He is a rationale in nature and already knew all the past arguments between the management and union as well behaviour of the manager. He starts to talk with drivers and union representative so as to resolve the conflict. Further, if any problem occurs in the organization, new manager tries to identify the reasons behind the issues rather than blame to any drivers. On the other hand, Gordon, et al., (2014) stated that the new yard manager continuously works towards the health and safety of the drivers. This can be helpful to increase the productivity of the drivers and it increases the employee engagement. For this, a new yard manager initiated the training and development programs to its drivers related to technical and customer services. This can be helpful to increase the motivational level and efficiency of the drivers. Similarly, it also he lps to maintain better labor relationship to its staff as well as it is effective to minimize the accidents. Additionally, new manager changes in infrastructure such as buying new trucks to its drivers, buying new uniforms for drivers, and installed a new computer system in the warehouse yard. As a result, these changes are quite effective for the union staff as well for the company success. Certain Risks for Sustaining the Changes if George or Yard Manager moves on The change is important in the organization in order to overcome the new level of challenging task in the Human Resource Management department as well as other departments. The changes are essential in order to adopt new technology for the companys success. For the future success, it is the essential part of the organization for the success of the employees. From the case study, it has been identified that the George (union delegate) and the manager was an essential key resource for the Top Trucking Company (Jiang, et al., 2012). Hence, the manager was new then also he achieved the challenging role in the organization whereas, George was older in the organization without any kind of promotion in the previous years. The loss of any of these key resources would create a problem for the performance and coordination among the workers in the organization. It would also affect different workflows of the organization. There are different risks that are linked to the changes in the company that is discussed below: Risk of Incomplete Task: If the key resources that are a manager and George move on, it can enhance in the incomplete task of the company. These key resources are mature and the movement may disturb the action course of the company. Unbiased Communication: In the company, it is the habit of the line manager to share the information related to the overall performance of the drivers. It was the new concept that was made by the new yard manager. It helps in providing good coordination among the workers in the company. The communication is the simple and straightforward way that is easy for everyone to follow. Lack of Confidence: If there is a movement of the union delegate that is George, can create issues for the workers in the company. The movement of George can deal with the lack of confidence to the workers as he has the high respect in the company (Budhwar, and Debrah, 2013). Sense of Insecurity: The movement of key resources may create the insecurity among the workers of the company. As the new manager has created a lot of things for the workers and has won the confidence of the workers. The smooth flow of the company operations may fail. Retention of the employees plays an important role in the management process of HR. It is essential for the organization to ensure the innovative people staying permanently in the organization. But, it involves more time as well as cost as it provides training and productivity of risk in the company (Du Plessis, et al., 2013). There are various reasons that make the movement of the people from one organization to the other organization. It might include getting a better opportunity than the current company as well as the dissatisfaction of the employees or workers from the job. Change in the Workplace Adaptability in Context of Blue Collar Union The workers like transport workers and Blue collar unions do not accept the changes in the company. Blue collar unions are called as the union of workers those who work as drivers, firefighters, and shop floor workers in the company. They do not like changes as they sustain the union group for their rights in the company (Pulignano, and Doerflinger, 2013). The blue collar workers can be put in the category of the workers those consist of high skills but have poor knowledge. These types of workers are paid on an hourly basis or on the regular basis as it depends upon the work structure. The union workers are concerned about the union workers rather than concern about the management of the organization (Behtoui, and Neergaard, 2012). They have high demand in the market as they are required by every company as they are in the category of labor workforce. As a comparison with the other private sector services the labor workers requirement is in high demand. In some of the countries, they are paid higher than that of the white collar profiles in the market. Most of the people are kept for the production work in some countries as their management interaction is minimal (Gumbrell-McCormick, and Hyman, 2013). The blue collar union uses to choose the representative on their behalf. The views of Blue collar union are different as a comparison with the transport worker union. In the case of the transport workers, there is the authority of the management to make changes in the organization as the certain changes were implemented by the Top Trucking Company in the case study (Dubey, and Gunasekaran, 2015). These changes were done with the acceptance of the union workers in the Top Trucking Company. They agree with the minimal scope of negotiability. It is hard for the blue collar union to accept the changes as they believe in following their own union group. The people who work for service and public sector in the organization are closer to the activities of the management. It also includes decision making as comparing with the people in transport worker unions in the company (Memon, et al., 2014). The public sector workers have more policies in decision making in the company as compare to the union workers. White collar employees favor less to the support the union and their participation in the membership union are at least. Conclusion From the case study analysis, it can be analyzed that the Trucking Company adopted the new Harvard Framework model for implanting the new changes at the workplace such as new manager, bought new trucks, staff uniforms, and new computer install. It is also identified that company success depends upon the two success factors like new manager and union delegate Georges. Further, different risk is identified during the sustaining the company operations such as risk of employee retention and lack of confidence. Categorization of the blue collar is also analyzed on the behalf of knowledge, skills, and wage rate. References Behtoui, A., and Neergaard, A. (2012). Social capital, status and income attainment in the workplace. International journal of sociology and social policy, 32(1/2), 42-55. Budhwar, P.S. and Debrah, Y.A. eds. (2013). Human resource management in developing countries. UK: Routledge. Clegg, S. R., Kornberger, M. and Pitsis, T. (2015)Managing and organizations: An introduction to theory and practice. UK: Sage. Du Plessis, K., Cronin, D., Corney, T., and Green, E. (2013). Australian blue-collar mens health and well-being: contextual issues for workplace health promotion interventions. Health promotion practice, 14(5), 715-720. Dubey, R. and Gunasekaran, A. (2015). The role of truck driver on sustainable transportation and logistics. Industrial and Commercial Training, 47(3), 127-134. Goh, J., Pfeffer, J. and Zenios, S. (2015) Exposure to harmful workplace practices could account for inequality in life spans across different demographic groups,Health Affairs,34(10), pp.1761-1768. Gordon, G., Gilley, A., Avery, S., Gilley, J. W. and Barber, A. (2014) Employee perceptions of the manager behaviors that create follower-leader trust,Management and Organizational Studies,1(2), pp.44. Gumbrell-McCormick, R. and Hyman, R. (2013). Trade unions in Western Europe: Hard times, hard choices. UK: Oxford University Press. Jiang, K., Lepak, D.P., Hu, J. and Baer, J.C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management Journal, 55(6), 1264-1294. Kouzes, J. M. and Posner, B. Z. (2014)Extraordinary Leadership in Australia and New Zealand: The Five Practices that Create Great Workplaces. USA: John Wiley Sons. Marchington, M. (2015) Human resource management (HRM): Too busy looking up to see where it is going longer term?,Human Resource Management Review,25(2), pp.176-187. Memon, M. A., Salleh, R., Harun, H., Rashid, R. A., Bakar, Z. A. (2014). Training, Engagement, Social Exchange Ideology and Employee Turnover: A Proposed Moderated Mediation Conceptual Framework. Australian Journal of Basic Applied Sciences, 8(5), 151-156. Pulignano, V., and Doerflinger, N. (2013). A head with two tales: trade unions' influence on temporary agency work in Belgian and German workplaces. The International Journal of Human Resource Management, 24(22), 4149-4165.