Turner And Townsend Thinc Case Study
4.0 HUMAN RESOURCE FRAME
The human resource frame captures the relationship between Turner & Townsend Thinc and employees. Turner & Townsend Thinc mission is "to create a place to work on the attraction, development and retention of diverse, capable, motivated and effective people” (2020 Business Plan, 2015, Turner & Townsend). After the acquisition, a committee is formed whose primary function is to support the segments and services by learning and development. An integration led by managing director responsible for communicating any changes.
4.1 ANALYSIS
After the acquisition announcement employees of Turner & Townsend Thinc had adopted a “them” versus "us" syndrome. A survey conducted 2015 which found 55% have disagreed to receive any …show more content…
Monthly get together to be organized to break the social barrier and feel part of one business. All round training needs to be promoted for employees who wants to enhance skills in the particular sector. Spot award should be provided for employees within the company for best performance. Turner & Townsend Thinc silo structure should be flexible to accommodate employees from the different department, so employees feel motivated and safe for opportunities arising due to the acquisition. Depending on the human resource policy employees should have a catch up with line manager to check the career progression and feedback regarding performance. Communication is of utmost importance. The mere act of communicating and listening will be interpreted as respect which changes the attitude of employees. Turner & Townsend Thinc must deal with the complexity of human nature by facilitating workplace relationships that motivate and enhance high levels of satisfaction and productivity. By nurturing employees and treating them as the most valued assets, directors invest in an enduring strategy that of building human …show more content…
157). The political frame views the organisation as competitive arenas characterized by power struggles, authority and the necessary order of power that is used to make conflicting decisions. After Turner & Townsend acquired Thinc, the CEO of Thinc resigned rather than accepting relative displacement in rank which occurred when he no longer could act as a chief executive officer. The failure to establish coalition within Turner & Townsend Thinc directors can result in severe problems, such a paralysis in the form of inability to take decisions and to evaluate
The human resource frame captures the relationship between Turner & Townsend Thinc and employees. Turner & Townsend Thinc mission is "to create a place to work on the attraction, development and retention of diverse, capable, motivated and effective people” (2020 Business Plan, 2015, Turner & Townsend). After the acquisition, a committee is formed whose primary function is to support the segments and services by learning and development. An integration led by managing director responsible for communicating any changes.
4.1 ANALYSIS
After the acquisition announcement employees of Turner & Townsend Thinc had adopted a “them” versus "us" syndrome. A survey conducted 2015 which found 55% have disagreed to receive any …show more content…
Monthly get together to be organized to break the social barrier and feel part of one business. All round training needs to be promoted for employees who wants to enhance skills in the particular sector. Spot award should be provided for employees within the company for best performance. Turner & Townsend Thinc silo structure should be flexible to accommodate employees from the different department, so employees feel motivated and safe for opportunities arising due to the acquisition. Depending on the human resource policy employees should have a catch up with line manager to check the career progression and feedback regarding performance. Communication is of utmost importance. The mere act of communicating and listening will be interpreted as respect which changes the attitude of employees. Turner & Townsend Thinc must deal with the complexity of human nature by facilitating workplace relationships that motivate and enhance high levels of satisfaction and productivity. By nurturing employees and treating them as the most valued assets, directors invest in an enduring strategy that of building human …show more content…
157). The political frame views the organisation as competitive arenas characterized by power struggles, authority and the necessary order of power that is used to make conflicting decisions. After Turner & Townsend acquired Thinc, the CEO of Thinc resigned rather than accepting relative displacement in rank which occurred when he no longer could act as a chief executive officer. The failure to establish coalition within Turner & Townsend Thinc directors can result in severe problems, such a paralysis in the form of inability to take decisions and to evaluate