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Example 5CO01 Organisational Performance and Culture in Practice
5CO01 Organisational Performance and Culture in Practice
Contents
(AC 1.1) 5
Functional Organisational Structure at Apple Inc. 5
Advantages. 5
Disadvantages. 5
Matrix Organisational Structure: 5
Advantages of Matrix Structure. 6
Disadvantages of Matrix Structure. 6
(AC 1.2) 6
Vertical Integration. 7
Horizontal Integration. 7
Formulation of Strategy and Link between Products and Customers. 7
(AC 1.3) 8
External Factors or Trends Affecting Apple. 8
Technological advancements: 8
Regulatory and legal environment: 8
Global economic conditions: 8
Organisational Priorities. 9
Continued investment in research and development: 9
Proactive engagement with regulatory bodies: 9
(AC 1.4) 9
Assessing the Scale of Technology in Apple. 9
Automation: 9
Artificial Intelligence (AI): 10
Augmented Reality (AR): 10
2.1: 11
Edgar Schein’s Model of Organisational Culture: 11
2. Maslow’s Hierarchy of Needs: 11
2.2: 13
Diversity and Inclusion (D&I) Initiatives: 13
Learning and Development (L&D) Practices: 13
2.3: 14
1. Lewin`s Three-Step Model of Change: 14
2. Kotter`s Eight-Stage Model: 15
(AC 2.4) 15
Positive Impacts of Change at Apple: 16
Negative Impacts of Change at Apple: 17
(AC 2.5) 17
The importance of well-being at work. 17
Worker Engagement and Motivation: 17
Physical and Mental Health: 17
2. Factors Impacting Wellbeing at Work: 18
Reduced Attendance and Efficiency: 18
Impoverished Relationships and Stress: 18
(AC 3.1) 18
Attraction and Recruitment: 19
Induction/Onboarding and Development: 19
Retention/Engagement and Reward: 19
Promotion/Succession Planning and Exit/Separation: 19
Evolution of HR Roles: 19
(AC 3.2) 20
Connecting People Practice with Other Areas of the Organisation: 20
Cross-Functional Example: 20
Supporting Organisational and People Strategy: 20
Services Provided by People Practice: 20
(AC 3.3) 21
Consulting and Engaging with Internal Customers in the People Function: 21
Stakeholder Analysis: 21
Consultation and Communication Processes: 21
Bibliography. 23
(AC 1.1)
Functional Organisational Structure at Apple Inc
According to Ahmady, et al., (2016), functional Organisational Structure is characterised by the definition of specific areas of responsibility for each functional department, which leads to improved proficiency and efficiency. Apple Inc., a multinational technology company utilises a functional organisational structure which enables the organisation to work. Apple employees focus on tasks that are specific to their job skills, which allows them to excel in areas like design, engineering, marketing, and operations (Tasnim, 2018).
Advantages The Apple functional structure hierarchy guarantees a well-defined command chain, allowing decisions to be made quickly and coordination to be done effectively. This efficient communication is a key factor in the success of a company that operates in the dynamic and innovative environment of the tech industry (Ahmady, et al., 2016).
Career development at Apple is the last significant advantage of the functional organisation. Employees have a chance to become masters of their particular functions and develop profound knowledge in their domain (Tasnim, 2018). This expertise not only improves the department but also gives people a sense of belonging to it. Subsequently, it leads to improved employee morale and job satisfaction, which significantly contributes to Apple`s positive organisational culture (Ahmady, et al., 2016).
Disadvantages Nevertheless, Apple’s functional structure has its difficulties. Barriers to communication and limited collaboration between the departments are the potential disadvantages. This makes decision-making measured and sometimes it is challenging to respond to market changes promptly ( (San Cristóbal, et al., 2018). The compartmentalisation of functions into distinct departments could sometimes cause a lack of general strategic perspective among staff members, which may delay their understanding of the society`s wider goals (San Cristóbal, et al., 2018).
Matrix Organisational Structure:
The second structure selected for this section of the paper is Samsung and its organisational structure is a matrix.
Advantages of Matrix Structure
Samsung uses a matrix structure that encourages flexibility and fast response to market changes by allowing cross-functional teams. The structure encourages communication and collaboration between different parts of the organisation by integrating product/project and functional teams. Resources are used as needed by the project in this structure and are therefore optimised and aligned to the company’s strategic goals (Dyck & Neubert, 2019).
Disadvantages of Matrix Structure
Dual-reporting arrangement in a matrix structure can produce dissatisfaction, and chaotic career advancement, which can slow down or impede the decision-making. Employees can find themselves in such conflicting situations like role ambiguity, due to difficulty in becoming familiar with their superiors and unclear lines of hierarchy. Managing matrix teams requires lots of coordination and communication among team members, who can be absent and create information gaps. This takes time and effort, which becomes scarce (Yirdaw, 2021).
Reasons for Selecting Matrix Structure
Samsung is part of an industry characterised by many players and continuous change, thus the need for Samsung to be flexible and to develop quickly and innovate to meet the market demands. The matrix structure enables Samsung to carry out both functional expertise and cross-functional collaboration and thus it can be innovatively driven and competitive product development would be maintained in the global marketplace (Yirdaw, 2021).
(AC 1.2)
Apple’s strategy is very complex because its products, services, and customers are inseparable. The business strategy of the company results from both the internal setting of the firm and the market conditions which are decided externally. Apple strives for innovations, premium quality, and design excellence by way of its product portfolio. This strategy is based mainly on the observations from the market research, owing to the knowledge gained from competitor analysis and feedback procured from customers (Taylor & Woodhams, 2022).
Vertical Integration
Vertical integration is the basis of one the critical features of Apple`s strategy. It dominates almost every single step of this chain, including hardware design and production, software program, and retail distribution. With tight control over the App development, Apple can easily maintain high-quality standards and the closely match relationship between the hardware and the software offerings. Apple`s advantage of being vertically integrated helps it build this edge of using better customer experience on its entire product line (Taylor & Woodhams, 2022).
Horizontal Integration
Apple is a perfect example of how horizontal integration is applied most effectively, especially through its ecosystem development. Apple`s ecosystem includes devices like iPhone, iPad, Mac, and Apple Watch, and cloud services such as iCloud, App Store, and Apple Music that constitute its line of products. These are the types of products and services that are meant to operate in the same system which makes use convenient for the consumers as the consumers become loyal to the product or the service. For example, by using iCloud a user can access the data stored on their devices from whatever Apple device they may be using at the time, which produces a connected user experience (Garavan, et al., 2020).
Formulation of Strategy and Link between Products and Customers
Apple’s strategy formulation is based on a comprehensive SWOT analysis in which the company evaluates its strengths and weaknesses and identifies opportunities and threats. The firm takes advantage of its strong package of design innovation, loyal brand, and ecosystem integration, and allocates resources to tackle the downside issues of expensive products and excessive dependence on some key suppliers. Apple also incorporates the impact of the external aspects that might affect its business-like technological advancement, changes in legislation, and market trends by adapting its strategies accordingly through PESTLE analysis (Marchington, et al., 2021).
(AC 1.3)
External Factors or Trends Affecting Apple
Three external factors or trends currently impacting Apple Inc. are:
Technological advancements:
Impact: The swift change of technologies is a crucial contributor to the Artificial Intelligence, the Augmented Reality and the 5 G connectivity. These can be a part of the context that could bring more opportunity and risk for Apple. On one hand, the developments help Apple to get an edge and equip its product line with AI features or to go for high-speed connection through 5G. However, on the other side, Apple`s environmental issues may be caused by the rapid pace of tech innovation which demands the company to keep investing in R&D to stay ahead of competitors and fulfil changing consumer expectations (Marchington, et al., 2021).
Regulatory and legal environment:
Impact: Apple functions in various countries, each of them comprises its own rules, in addition to legal norms. Some forms of regulatory oversight can appear regarding issues like user data privacy, monopoly concerns, and tax issues which may bring about Apple`s operational and strategic plans significantly. Conformance to these guidelines frequently calls for substantial resources or might restrict some business practices and stages that could aid the company to grow (Yirdaw, 2021).
Global economic conditions:
Impact: Apple`s performance is impacted significantly by the political and economic climate around the world. For instance, global GDP growth, consumer spending rates, and changes in exchange rates will all influence how well Apple performs. Recessions or economic downturns might result in individuals having less in their pockets to spend which will in turn influence demand for Apple’s products. One more aspect is that the instability of geopolitical relations and trade disputes can also lead to the disruption of supply chains and cost for company operations (Garavan, et al., 2020).
Organisational Priorities
Organisational priorities arising from these factors include:
Continued investment in research and development:
Technological development has proved to be an underlying factor for Apple`s businesses. Setting R&D as a priority now is part of the strategy. The organization primary goal is toward utilising their resources appropriately through R&D activities which is aimed at producing new products, improving existing ones, and integrating emerging technologies into Apple`s ecosystem (Rees & French, 2022).
Proactive engagement with regulatory bodies:
The successful navigation of the difficult regulatory environment requires a prioritised proactive approach from Apple regarding regulatory bodies and policymakers. This encompasses the development and promotion of rules that aim to encourage innovation and competition as well as make sure they adhere to the existing legislation. Taking part in regulatory conversations enables Apple to make regulations conform to its business goals and to handle legal risks (Taylor & Perkins, 2021).
(AC 1.4)
Assessing the Scale of Technology in Apple
Regarding Apple Inc. a few technologies such as AI especially when it comes to Human resources, automation of processes like assembly lines, and data analytics profoundly change the practices of the work as well as jobs.
Automation:
Automation in the form of Robotic Process Automation (RPA) and streamlined workflow tools eliminates tedious routine jobs and boosts the work efficiency at the same time. Use iPhones and MacBooks assembly and testing by automation, what Apple has in the manufacturing process. Automation brings about greater productivity, and fewer errors and may have adverse effects on certain roles performed by humans and victims are later replaced by technology (Taylor & Perkins, 2021).
Artificial Intelligence (AI):
AI (artificial intelligence) is embedded into Apple`s various processes via the means of machine learning techniques and intelligent system based on natural language processing. For example, personally assistants like Siri that use AI on Apple devices enable users to consult and provide personalised assistance. AI is another key factor that AI has in its arsenal of data processing tools, AI plays a critical role in Apple`s big data activities, giving the company a means to draw up strategies from the huge volumes of customer data. In concurrence with AI enhancing processing power and user interfaces, the issues of data protection and data privacy remain (Yirdaw, 2021).
Augmented Reality (AR):
One of the examples of a significant capital expense of Apple is AR technology. This is exemplified in products like ARKit and applications like Apple Maps and Apple Arcade. AR builds on the user experiences and puts extra information at the user`s disposal, thus fostering a variety of immersive games, navigation, and educational tasks. In the workplace, especially conventional training and opportunities for teamwork will be altered with the use of augmented reality allowing employees practical visualisation of the scenario in which they are well versed. While the implementation of AR requires a large investment in hardware and learning of the associated skills, the benefits to public health, engagement, and the economic sector will be of high value (Marchington, et al., 2021).
2.1:
Edgar Schein’s Model of Organisational Culture:
This model focuses on the significance of understanding the unsaid and hidden assumptions, values, and artefacts shaping the culture of the organisations. The three-level of this culture model are:
Artefacts:
The visible features of a culture are Artefacts like office layout, symbols, dress code, and language. This also encompasses the behaviours and attitudes of employees aligned with the mission and vision of Apple. For example, apple encourages a “think different” mindset and behaviours of employees aligned with their innovative missions (Armstrong, 2020).
Espoused Values:
These can be defined as the specified beliefs, philosophies, and goals of the organisation followed by the employees, in apple these values may include innovation, creativity, and a customer-centric approach stated by their mission and visions (Armstrong, 2020).
Basic Assumptions:
The third level includes the primary, often unconscious beliefs and norms of employers and employees which are not measurable but impact the overall implication of organisational culture. For example, Apple employees are supposed to show commitment towards innovation and technology (Armstrong, 2020).
With the comprehension of these three levels of culture, professional people can understand the behaviours of employees better, aligning employment initiatives accordingly.
2. Maslow’s Hierarchy of Needs:
This theory divides the needs of employees in a hierarchical manner investigating human behaviour. As per this theory, employees are likely to be motivated if their different needs are met these needs include:
Physiological Needs
These are basic needs necessary for survival, such as food, water, and shelter.
In the context of the workplace, it may include monetary compensation
Safety Needs
Employees seek security, stability, and protection from physical and emotional harm.
Love and Belongingness Needs:
Humans require social connections, love, and a sense of belonging within an organisation.
Esteem Needs:
Once social needs are fulfilled, individuals strive for self-respect, self-esteem, recognition, and respect from organisation for their efforts
Self-Actualisation:
At the top of the hierarchy is the need for self-actualisation, which involves realising full potential, pursuing personal growth, and achieving fulfilment with their work and skills.
This theory guides people professionals to design employee initiatives that meet the diverse needs of employees on different levels (Cheung-Judge & Holbeche, 2015). To address the physiological and safety needs of employees organisations have to offer them competitive salaries and a safe place to work, while their social and esteem needs can be met by developing a collaborative and inclusive work environment (Cheung-Judge & Holbeche, 2015). Cater to the self-actualisation needs of people professionals may advocate for the employee initiatives like training and other opportunities for skill development and career progression. By meeting these needs people professionals can keep the employees motivated and engaged with the organisation (Armstrong, 2020).
(Cureton, 2017) (Cureton, 2017)
2.2:
In Apple people professionals have a significant role in shaping organisational culture and employee behaviours, two examples may include:
Diversity and Inclusion (D&I) Initiatives:
Apple also values and promotes diversity and inclusion in every aspect including recruitment and hiring practices. People professionals play an important role in maintaining recruitment efforts that are diverse and integrate a variety of diverse perspectives and backgrounds making sure that everyone are respected (Thomas, 2004). For example, while hiring people professional make sure to shortlist candidates based on their skills and alignment with job criteria instead of personal judgment. They use the applicant tracking system to ensure fairness and equality. They also develop an inclusive by making sure that every employee is heard and appreciated in the workforce. This develops a culture that supports inclusiveness and diversity enhancing employee morale and engagement as employees is likely to perform better if they are valued (Thomas, 2004).
Learning and Development (L&D) Practices:
Apple focuses on continuous learning and development of their employees through integrating well-planned L&D initiatives for example mentorship programs, workshops, and online courses. People professionals at Apple develop a culture of creativity and growth by implementing these initiatives where employees feel valued and supported to enhance their skills and knowledge. For example, while introducing a new technology the people professional may arrange inclusive training sessions to make sure employees can adapt and perform better in their changing roles. These learning initiatives not only aim to enhance individual competencies but also develop essential skills like adaptability and resilience improving employees` ability to accept change as a part of their professional growth.
Both of these initiatives of people practices influence organisational culture by shaping beliefs and values. Through promoting learning and development people professional shares the organisational belief of continuous development and personal growth while D&I strategies show organisational commitment towards fairness and equality. These initiatives are likely to motivate the employees to meet their esteem and self-actualization needs (Horn, 2009).
2.3:
1. Lewin`s Three-Step Model of Change:
Lewin`s model is one of the foundational theories for change management. It contains of three stages: (Armstrong, 2020)
1. Unfreezing:
At this stage, people professional collaborate with relevant stakeholders to unfreeze the standing behaviours, attitudes, and practices by breaking and challenging prevailing beliefs and developing a sense of determination for change. For example, while introducing new software system this stage may include communicating and highlighting the needs for a new system by pointing out the inadequacies of the current system.
2. Change:
After unfreezing the change is implemented by the team, which includes the implementation of new structures, procedures, or technologies. At this phase, it is essential for professional people to maintain Clear communication offering training and support. People professionals at Apple may integrate training sessions and workshops to equip employees with the required skills to adjust to the change (Beevers, et al., 2019).
3. Refreezing:
At this stage, the change is stabilised by reinforcement of change as the new norm. people professionals may update policies and procedures to be aligned with the change making it a standard practice, offering continuous support, and appreciating the success of making change part of the organisational culture (Block, 2011).
2. Kotter`s Eight-Stage Model:
Kotter`s model is a more detailed framework for managing change. It consists of eight stages:
1. Establishing a Sense of Urgency: This stage involves creating a convincing reason for the change to highlight the need for change.
2. Forming a Managerial Coalition: organisations may develop a coalition of leaders, HR, and other influencers who can champion the change effort (Block, 2011).
3. Developing a Vision and Strategy: this team may develop a clear vision for the change along with the development of a strategic plan to accomplish it.
4. Communicating the Vision: Effectively communicating the vision and strategy is essential to all stakeholders making sure that they are well aware of the change.
5. Remove Obstacles: this step includes addressing obstacles in change and empowering employees to make efforts towards the change (Beevers, et al., 2019).
6. Generate Short-Term Wins: set milestones for change and celebrate these small wins to create momentum and confidence in the change process.
7. Build on the Change: this includes Supporting and growing on the achieved success to navigate the further success of the change (Cheung-Judge & Holbeche, 2015).
8. Anchoring New Approaches in the Culture: at this stage, people professional make an effort to make the change a part of standard practices and organisational culture (Boxall & Purcell, 2015).
Kubler-Ross`s stages of grief model involves in to gives important understanding of how individuals experience and manage change within the context of Apple Inc. At Apple, a company well-known for its continuous evolution and innovation, change is a constant process. When Apple initiate a new product or technology, employees and customers alike experience a sequence of emotional stages like to Kubler-Ross`s model (Dyck & Neubert, 2019).
In the first stage, denial happens to the employees that resist the need for change. Such as when Apple transitions to new software technologies, some employees may initially refuse the necessity of adapting to these changes, clinging to familiar systems and workflows (Beevers, et al., 2019).
As the change becomes more deceptive, individuals may evolved to the second stage that is anger in this stage employees may express anxious and resistance towards the disruption the change brings, especially if it disturbs their roles and routines. For instances, when Apple publicised the transition from Intel processors to its custom-designed chips, there was likely anxiety and anger among employees that feared job insecurity and the need to reinstruct (Armstrong, 2020).
The third stage is mainly bargaining, comprises seeking ways to mitigate and negotiate the influence of change. At Apple, employees may bargain for additional training and support to simplicity the transition. This stage highlights a period of cooperation and modification as individuals try to discover a balance between the old and the new (Boxall & Purcell, 2015).
The fourth stage that is Depression may set in as individuals come to terms with the reality of change and grieve the loss of familiarity (Block, 2011). This stage can be mainly challenging as employees observes uncertainty and feelings of loss related with changes in roles, procedures, and technologies.
The last stage is acceptance stage, where employees accept the change and start to adapt to new standards and practices. At Apple, this may be demonstrated by employees fully participating new technologies and procedures into their workflows and identifying the benefits they bring to the organization (Ahmady, et al., 2016).
Throughout these stages, both positive and negative responses to change are developed.
Positive Impacts of Change at Apple:
Change initiatives at Apple help to increased collaboration, productivity, and innovation. For example, the introduction of new technologies and products encourages creativity and inspires employees to explore new opportunities. These changes can improve Apple`s competitiveness in the market and initiative organisational growth.
Negative Impacts of Change at Apple:
Despite its advanced culture, Apple is not resistant to the negative influence of change. Resistance, decreased morale, and stress may arise during change procedures. Employees may feel overwhelmed by the demands of adapting to new roles and technologies that decreased job satisfaction and possible turnover. Operative communication and support are important in managing these challenges and safeguarding a smooth transition (Armstrong, 2020).
In a nutshell, the change can be managed effectively by following all stages of this model and conveying clear and transparent information at each stage to the all members involved in the change process.
(AC 2.5)
The importance of well-being at work
It is significant for both organisations and individuals because it directly impacts diverse aspects of employee knowledge and the performance of an organisation (Armstrong, 2020).
Worker Engagement and Motivation:
Well-being at work suggestively impacts employee engagement and motivation and it is important for organisational achievement (Cheung-Judge & Holbeche, 2015). When an employee feels respected and valued in the organisation they are likely to more participate in doing more work and be motivated with their work. This allows for establishing higher levels of productivity, invention and also creativity (Block, 2011). Also, this positive work environment helps to develop well-being and promotes mental and physical health that helps to increase self-image and also establishes resilience among workers. According to Herzberg`s Hygiene factors and Motivators theory, factors like job fulfilment and purpose directly influence motivation levels. At Apple, this organisation ensures employee wellbeing and promotes a sense of purpose and fulfilment that increases their motivation to transform and also participate effectively (Cheung-Judge & Holbeche, 2015).
Physical and Mental Health:
Employee well-being compromises both physical and mental health that is affecting the productivity and morale of employees. Maslow`s Hierarchy of Needs focuses on the significance of fulfilling physiological and psychological needs for ideal performance (Cureton, 2017). At Apple, this organisation is allowing physical health through wellness programs and ergonomic workplaces that lead to positive results such as decreased absenteeism, enhanced energy levels, and enhanced focus. Also, by giving prioritising mental health support by counselling services and stress management programs can improve employee resilience, creativity, and general job satisfaction (Beevers, et al., 2019).
2. Factors Impacting Wellbeing at Work:
Reduced Attendance and Efficiency:
Poor well-being can lead to decreases in punctuality, attendance, and efficacy it also impacts organisational performance (Cureton, 2017). This aligns with Vroom`s Expectancy Theory because the decrease in valence towards work due to poor well-being decreases performance and effort. For instance, if Apple employees practice burnout and stress due to unnecessary workloads, it can result in reduced productivity and effectiveness (Garden, 2016).
Impoverished Relationships and Stress:
Issues restricting from impoverished relationships can enhance stress levels also distress wellbeing at work. Interpersonal conflicts and stress both negatively influence employee morale and satisfaction that is also results in a toxic work environment (Cureton, 2017). This is linked with the psychological contract theory that shows the significance of trust and mutual respect that are required in positive workplace relationships. Apple`s emphasis on encouraging collaboration and promoting a supportive culture helps to resolve such issues, and also improve overall wellbeing (Block, 2011).
(AC 3.1)
The employee lifecycle involves different stages those compromises of attraction, recruitment, onboarding, development, engagement and separation. Each stage contains diverse individuals who practice roles and also play a significant role in supporting and managing employees during their journey within the company (Garden, 2016).
Attraction and Recruitment:
During this stage, the HR professionals especially in HR Business Partners (HRBPs) are playing an important role in emerging recruitment approaches that are defining job roles, and measuring candidates` fit for Apple`s values and culture. Also, recruiters and HR specialists are focused on sourcing, screening, and selecting candidates that retain the essential skills and capabilities to succeed at Apple (Horn, 2009).
Induction/Onboarding and Development:
HR professionals along with Learning and Development (L&D) specialists are involved in the induction and onboarding procedures at Apple. They promote orientation programs to introduce new employees to Apple`s culture, policies, and values. Also, L&D specialists project and deliver training programs to support employees` continuous growth and development within the organisation (Block, 2011).
Retention/Engagement and Reward:
This step is the most important phase for Apple`s success. HR professionals include HRBPs and Employee Relations specialists who are focused on developing a positive work environment, solving employee concerns, and also promoting a culture of diversity and inclusion. Also, Reward practitioners design and implement compensation and benefits programs to allows to identifies and reward employees` offerings effectively. (Boxall & Purcell, 2015)
Promotion/Succession Planning and Exit/Separation:
HR professionals in organisations with line managers are mainly responsible for recognising high-potential employees and emerging succession plans to fill the main leadership positions at Apple. They also achieve the exit and separation procedures and it is safeguarding a smooth transition for departing employees and showing exit interviews to collect feedback for continuous improvement (Horn, 2009).
Evolution of HR Roles:
An HR role that contains HRBPs and L&D specialists, are developing to meet the changing needs of the employees and organisation. With the increase of flexible working arrangements, HR professionals are regulating their methods to provide accommodations remote work and support employees` work-life balance (Stewart & Rogers, 2012). Also, HR Shared Services Teams are impacting technology to reorganise HR procedures and improve employee experience by the employee lifecycle (Taylor & Woodhams, 2016).
(AC 3.2)
Connecting People Practice with Other Areas of the Organisation:
Cross-Functional Example:
At Apple, HR cooperates closely with the Product Development and Marketing departments to support the launch of new products. HR plays an important role in employee talent achievement that is safeguarding the recruitment of accomplished employees that support the organisation`s innovative culture and invention opinion. Also, HR partners with L&D to give training programs that prepare employees with the essential knowledge and skills to contribute efficiently to product development and marketing operations (Thomas, 2004).
Supporting Organisational and People Strategy:
People practice at Apple supports the organisation by supporting HR approaches with broader business aims and objectives. For example, HR` is mainly focused on talent development and succession preparation that is directly related to Apple`s long-term sustainability and growth. By recognising and developing high-potential employees, HR safeguards a pipeline of future leaders that drives innovation and continues Apple`s competitive control in the market (Houghton, 2020).
Services Provided by People Practice:
Different areas of people practice that contain recruitment, L&D, and management development, support both the employees and the business at Apple. Recruitment approaches are designed to attract top talent that is involved in Apple`s values and culture and it is also involved in the organisation`s achievement (Houghton & Young, 2019). L&D initiatives help employees improve their skills and stay well-informed of industry trends, improving their performance and job contentment. Also, management development programs prepare leaders with the essential capabilities and tools to stimulate and motivate their teams, thus allowing a culture of collaboration and excellence.
(AC 3.3)
Consulting and Engaging with Internal Customers in the People Function:
At Apple, the people function employs different procedures to consult and engage with internal customers to identify their needs successfully.
Stakeholder Analysis:
The main approach contains in leading stakeholder analysis to observe the main internal consumers and their respective requirements. This procedure involves recognising individuals and groups affected by HR initiatives likes as business leaders, employees, and line managers. By recognising the exclusive perspectives and requirements of each stakeholder group, HR can modify its initiatives and services to resolve their specific requirement and apprehensions (Sharp & Green, 2020). For instance, HR may cooperate with business leaders to support talent management approaches with departmental aims that ensure mutual benefit and placement with organisational aims and objectives.
Consultation and Communication Processes:
This is another approach that is involved with implementing consultation and communication procedures to implore feedback and input from internal consumers. HR can develop focus groups, surveys and one-on-one meetings to collect an understanding of stakeholders` preferences, needs, and challenges (Boxall & Purcell, 2015). By positively listening to their feedback and attractive in open dialogue, HR can increase important understanding into areas for development and prospects for improving the HR services and support. For instance, HR may search for contributions from employees on their training and development requirements that help to enable the design of tailored learning programs to increase capabilities and skills successfully (Thomas, 2004).
By implementing stakeholder analysis and consultation procedures, the people function at Apple can effectively participate with the internal consumers to recognise their preferences and needs. Effective and regular communication with stakeholders measures that HR initiatives are supported with organisational aims and participate in driving employee satisfaction, engagement and also performance. Continuous evaluation and monitoring activities help to enable HR to continuously refine its approach and also measures that it remains responsive to the evolving requirements of the organisation and its work environment (Armstrong, 2020).
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