The next area assessed is the constant organizational changes. National Grid must be able to change, adjust, innovate, grow and adapt in order to survive. However, they must focus on the human issues because change produces fear, uncertainty, and doubt (Pietersen, 2002). Obtaining employee commitment is an important factor in achieving change (Herscovitch & Meyer, 2002). The final problem area assessed will be the cultural and diversity issues of National Grid.
For the past several years, globalization, deregulation, and technical advances have enormously increased the degree of competitiveness that most organizations face today. In order to survive, organizations must be better, faster, and more competitive. Organizations need committed employees to achieve this competitiveness (Dessler, 2000). In order to achieve this goal, human resource management must be a strategic part of any organization.
I have undertaken a qualitative investigation of National Grid. I have through a detail questionnaire conducted research to assess the current level of employee satisfaction working for the organization. This paper is my assessment of that satisfaction and I make recommendations for its improvement. I have identified three key problem areas from my primary research that I have undertaken which I will analyze.
After a review of the literature concerning these three problem areas, I will address these three primary issues and explain the goals and objectives of the initiatives that must be taken to achieve the expected outcomes. Furthermore, to allow some context to be formed around the organization I provide some analysis in the next section on the background and strategic outline of National Grid.
Background of National Grid
National Grid plc is a network utility, based in the UK and the US. Our principal interests are in the transmission and distribution of electricity and gas. We also have interests in related markets, including metering services, liquefied natural gas facilities and property in the UK, as well as electricity Interconnectors in the UK and US.
National Grid plc originated from the restructurings of the UK gas industry in 1986 and the UK electricity industry in 1990. We entered the US energy delivery market in 2000 and substantially expanded our UK wireless infrastructure activities in 2004.
The UK gas industry was first restructured in 1986 when British Gas was incorporated as a public limited company, British Gas plc. In 1997, Centrica was demerged from British Gas plc which was re-named BG plc. In December 1999, BG plc completed a restructuring programme which resulted in the creation of a new parent company, BG Group plc, and involved separating the UK regulated business, BG plc (re-named Transco plc), from its other businesses. Lattice Group plc was created as the holding company for Transco plc and certain other non-regulated infrastructure service businesses and, in October 2000, it was demerged from BG Group plc and separately listed on the London Stock Exchange.
In 1990 National Grid Company plc took on the ownership and control of the electricity transmission network in England and Wales and