Nswer 5 question by relevant theories (use the case study provided regarding peope management

Please be aware that i paid extra to get high quality work. Also i need you to do it with really simple English that could be understandable and make a good, clear and cleaver points.

Town Link logistics Case study

With the down turn in the global economy and the increased pressure of competition, Town link logistics has decided to cut back its operations in terms of the number of warehousing staff, from 2500 to 1500 and the redundancy payment is to be made at statutory minimum, with no enhancement for length of service.

It has also decided to change its employment status of its current drivers from employed to zero based hours contract and making the drivers self-employed, this the company also sees as a benefit as number of drivers are off due to back pains which they blame on the loads they deliver and lift.

Although the company has been in operation for over 20 years and it has a HRM department, it has only in the past seen step change growth, and at no point has it needed to plan for this scale of redundancies and changes of contract in such a rapid period, and the HR director has not had the required training or updated her knowledge since joining the company in 1997.

The warehouse staff are not unionised and as most of the depots are based around the country employing no more than 110-250 employees who work shift patterns and therefore do not see each other on a daily basis, it will be difficult for the employees to get together to form a working party to resist changes being made.

The drivers as with the warehouse staff are located around the country and have been incentivised in the past to perform against each otheri??s sites, by offering bonus payments to drive up productivity to the best performing site, and a lot of animosity exists between the warehouse and drivers from different sites, so again the company sees this as an advantage to bringing about change.

It also sees that it will need to reduce its staff positions at its central office which is based in Conenty, where it has a centralised support departments and directors and expects that will lose around 5 members of the accounting team, 4 from its sales team, 10 from its call centre customer contact team who are to be chosen on a last in first out basis, it will also see two managers and two director being made redundant, but they will be offered work on a contractual basis, they will also be given a substantial redundancy 6-7 figure package and also have their pension paid up to full service.

The organisation structure is currently a divisional structure with centralised support functions.

Each of the divisions is based in a region of the UK and each division has an operations manager who has a transport manager and warehouse manager reporting directly to them, in turn these managers have shift team leaders who then have associates who they are responsible for.

The changes being made will remove several of the divisional managers and be replaced by a roving manager who is responsible for several divisions, this is to be phase two of the changes but has not been communicated out to the divisional managers by head office

The company has decided to send out an email to its entire staff on Friday afternoon at 5pm to inform the employees of its decisions, it has not planned to hold any discussions with its employees and it has set out a timescale for the changes to happen, which was to over the next 28 days, it has also stated that if any employee discusses this with anyone from outside of the company then they will be disciplined and may face the sack.

A blanket percentage reduction in warehouse staff at each location has been used to identify the numbers to be made redundant at each location as the company feels this is the fairest way of reducing the employee numbers. It will be up to the local managers who they make redundant as central HRM feel they are in the best place to make the decision; it will also be left to the managers to work out a way on who is going to be made redundant and who is not, but none of the managers have any training or experience and no giddiness is being offered, and to make matters worse the HR department has sent out an email to all divisions with all staff details including salary, time off with sick, disability status and marital status, this has not just gone to the managers but to every member of staff within the organisation.

Unfortunately for the company a number of its employees have gone to the press and this has now gone nationwide with the TV network picking this up and running stories over the weekend, no one for the company has been made available to speak to the press. It had not realised that the employees had got wind of the impending changes and they had been discussing across the many sites what to do if the changes where to be made.

The company had not informed the government department for employment on its decision to make this number of employees redundant and therefore it has broken the law on several points.

The warehouse and drivers have now formed a committee, and have decided to picket all of the distribution centres, as they feel they have nothing to lose, this is further compounding the companies plight and it is seeing its revenue melt away, it is also seeing some of its largest customers move there business to other logistics companies as they do not want to be associated with all of the bad press.

Local MPi??s are now asking questions in parliament about what can be done to rescue the company from impending full closure?

The organisation is also insisting that a new electronic tagging device is worn by all of its warehouse and driving team so that it can quickly locate them as it has been noticed and reported that some of its staff go missing when they should be at work

Please answer the case study using the following 5 questions

1.Analyse the existing human resources management (HRM) practices in an organisation in order to plan how to optimise and manage changes. (250 words or less)

2.Provide an understanding of at least 3 of the following relevant theories, origins and best practices involved in managing people in the workplace by establishing an understanding of the key elements of HRM, including structure, culture, leadership, management, team working, training, development, coaching, mentoring, influencing, performance and motivation. (250 words)

3.Awareness of legal aspects affecting HRM with particular emphasis on staff handbook policies to include, 1. recruitment and 2. discipline also management systems, such as 3. data protection, 4. quality management and 5. health & safety (pick 2 from the 5 listed). (250 words)

4.Incorporate behavioural theories in order to establish and implement strategies for the interaction of people and technology. (250 words)

5.Establish and apply best practice in communicating with employees both directly and through trades unions. (250 words)