Human Resource in Coffee Masters Company - Assignment Example

Human resource design Company: Coffee Masters Introduction This particular organization is cafeteria dealing with the retail of coffee and other breakfast meals. Apart from coffee, the organization also retails other soft drinks. The supply of its products is made in walk in cafeterias offering both take away and sitting in options. The organization operates several branches of the enterprise. However, there is the main branch of the organization which houses the entire management team. The organization was initialized after the realization that there was not much competition in the coffee retailing industry apart from the known enterprises like Costa Coffee and the Java House. Between this major entities and the minimal waged consumer there are untapped resources in form of reaching out to these menial waged consumers (Edgar & Fiona 45). Coffee Masters have an objective of offering the quality coffee at a much lower price. Additionally, the organization has branches in suburbs which hold a significant number of people in its target market. Also in its objectives, the organization aims at using the human labor of the locals to fuel the activities in the organization. To aid in this the organization has a total of 100 employees in all its branches. Each branch has an internal staff 30 members. The rest of the employees are involved other activities like marketing, sales, logistics, branch supervisors and the organization has a large transport system which has a significant number of employees depending on the size of the branch’s logistics activity (Turner, 76). The organization is controlled by a management team located at the main branch of the organization. Additionally, the organization has employed human resources representatives at each branch. The HR rationale in this organization involves minimal contact between the employees and the main management team. The management team greatly relies on the operations of branch supervisors as the human resource representatives. The HR design In this particular organizational setting, the human resource is simple arrangement with three levels. The top level of human resource management in this setting is the top management team. The team is led by the founders of the enterprise who carry out the task of decision making and approving recommendations (Fielding 89). From the CEOs the organization has branch managers as the second in command. The branch managers run the branches under strict instructions from the CEOs. Below the branch managers lie the other staff members with the highest ranked staff member being a branch supervisor. In terms of human resource management the organization has a HR manager who has the responsibility of hiring and terminating employment contracts. The HR manger is the only member of the staff team with the freedom of making independent decisions. However, the recruitment process is initialized by the CEOs who evaluate the human resource strength of the organization. This particular HR design is a simple system with minimal managerial formalities. Additionally, the top management consisting of the founders of the organization is a strategic move of retaining the originality of the organization. Additionally, minus large management teams an organization has a higher probability of avoiding leadership wrangles in the organization (Worthington & Britton 87). The HR department design is based on how effectively the organization can make the department simple to mange. The overall human resource manager has the responsibly of handling all human resource issues involving employee contract. The menial human resource issues are handles by branch supervisors who direct report to the human resource manager. This system makes it easier for the organization to manage their human resources by simplifying the duties of the department head. In words by Worthington & Britton a HR manager should be only responsible for making major decisions in the department (123). Additionally, employees relate better to a less managerial figure as the supervisor. The other benefit of the simplified strategy is that the communication across all departments in the organization is made efficient. There is a less probability that messaging will be distracted or vandalized. In words by Turner simple HR settings enable information to be passed from the management team to the employees easily, effectively and accurately (211). In the organization, there is a systematic way in which the HR department is based. The leaders in the HR departments are the CEOs of the organization. They handle all the HR decision making processes. Below this level there is the senior human resource manager. Below this level there are the branch supervisors who act like inferior HR mangers. There represent the HR department in the branches. However, they act strictly from instructions from the senior HR manger. THE HR DEPARTMENT The top management (CEOs) In regards to human resource, this level of management is responsible for the major decisions in the department (Worthington & Britton 113). They make decisions on issues such as the number of employees to be incorporated in the organization, how to compensate each level of employment, employee contracting terms and designing the reward and compensation system. They head the department like any other department in the organization. The senior HR manger The senior HR manager heads the whole department. The manager implements the strategies developed in board meetings. Apart from implementing the formulated strategies, the manager has specific responsibilities in the department. They include recruiting techniques, employee welfare safeguarding strategies, positioning new talents in the organization, generating rewarding systems depending on the employee performance, handling disciplinary issues in the whole organizations and reporting department progress to the top level management. Branch supervisors (Junior HR managers) These are single individuals based in all the widespread branches. The supervise employee activity and progress in the branches. They create working strategies in the branches and allocate duties to posted employees. They also have the responsibility of dealing with discipline issues in the branches. However, major decisions taken by the branch supervisors must come from the direct approval from the senior HR manager. Additionally, the branch supervisors evaluate the number of employee needed in the specific branches. They represent the top level management team in the branches. Reward strategy Every employee in the organization entitled to monthly wage. Depending on the level of employment or job group the employees fall in similar wage brackets. This creates equality across the entire organization. Additionally, there are equal bonuses for all employees on the same periods of the financial year. Additionally to the normal waging system there are extra reward strategies that are based on good performance. This strategy is mainly associated with the sales and marketing employees. The strategy is used as a motivational tool and based on how effectively employee commit to their tasks. The system is based on commission basis. In words by Fiona & Alan motivational strategies based on commission are effective in increasing both employee efforts and work output of the organization (134). The organization also has considered the fact that majority of its employees are waiters. To motivate this particular group of employees, the reward system is based on how effectively the employees sell the organization’s products. The evaluation is done on evaluation sheets obtained from the feedback of willing consumers (Fielding 56). The reward system also includes a job promotion package where employees significantly rewarded over long periods are shortlisted for any available senior posts. The decisions made on the rewards system have been tested on numerous financial years. The success of the strategy has made it the proper tool for the management to use. Additionally, the organization seeks to reduce the formalities in the communication difficulties in handling the Human Resources in the organization. These strategies are aimed at simplifying the whole human resource process and making it very effective. Works cited Fiona, Edgar. & Alan, Goner. "HRM practice and employee attitudes: different measures – different results", Personnel Review, 5 (534 – 549). London: Emerald Group Publishing Limited. 2005. Print. Fielding, Mark. Effective communication in organizations. London: Juta and Company Ltd. 2006. Print. Turner, Peter. Original communication: Making it work. New York: CIPD Publishing. 2003. Print. Worthington, Ingrid, & Britton, Carr. The Business Environment 6th Ed. Harlow. FT: Prentice Hall. 2009. Print. Read More