MINISTRY OF EDUCATION AND TRAINING UNIVERSITY OF ECONOMICS HO CHI MINH CITY ---------------- DOAN QUYNH HOA MAINTAIN CHANGE IN HUMAN RESOURCES MANAGEMENT OF TETRA PAK COMPANY MAJOR: BUSINESS ADMINISTRATION EXECUTIVE MASTER OF BUSINESS ADMINISTRATION CODE: 8340101 DISSERTATION OF MASTER OF BUSINESS ADMINISTRATION Moderator: Prof. Nguyen Dong Phong Ho Chi Minh City, 2019 DECLARATION It is to declare that this is my own original work and has not been presented for a degree in any other universities. ACKNOWLEDGEMENTS First of all, I would like to express my big thanks to my beloved co-workers at Tetra Pak for spending your valued time in participating in my survey and interviews and for giving me your feedbacks and ideas of my study. My sincere thanks also go to management team of Tetra Pak, who does their best to grant a professional and world class working environment, especially their granting progressive learning opportunities to their co-workers.
Above all, my big thanks to Prof Dr. Nguyen Dong Phuong and Dr. Tu Van Binh, who supported me with guidance and sharing their expertised inputs to make this study successfully. Last but not least, I want to send my heartfelt thanks to classmates of EMBA4 and my loved ones in family, who stand by me during whole course and support me during busy time of preparing dissertation.
Once again, my big thanks to all of you! TABLE OF CONTENT Sub-cover Declaration Acknowledgement Table of content Abbreviation List of tables List of figures Abstract Forewords Chapter I Introduction …………………………………………………………….2 Background of the study………………………………………………….10 Chapter II Literature review…………………………………………………………16 2.4 John Kotter change model……………………………………………….6 Transition of Human Resource Management……………………………25 2.7 How to make change repeatedly and reliably in people management….27 Chapter III Research methodology………………………………………………….5 Data analysis………………………………………………………………30 Chapter IV Result and finding…………………………………………………………32 4.4 Employees’ perceptions on change in human resource management….5 Part A: Change understanding………………………………………….7 Part C: Leading change………………………………………………….8 Part D: Transition period…………………………………………………62 4.9 Solutions and recommendations for maintain change in HRM …………68 Chapter V Research summary discussion and conclusion……………………………71 5.2 Research objective achieved………………………………………………71 5.2 Reasons for change……………………………………………………….3 Success factors for change……………………………………………….4 Expectations of staff and managers……………………………………….5 Leadership during change in people management……………………….6 Challenges during transition………………………………………………75 5.7 Effectiveness of change in people management………………………….76 Chapter VI Recommendation…………………………………………………………77 6.3 Employee engagement and communication…………………………….5 Make change repeated and reliable, a fundament of sustainability………83 Reference…………………………………………………………………. 2 Letter to respondent……………………………………………………. ABBREVIATION HRM - Human resources management HRMS – Human resources management system HRBP – Human resources business partner WCM – World class manufacturing CM – Change management ESS – Employee self-service MNC – Multinational companies GM – General Manager LM – Line manager BOM – Board of management HRCS – Human resources core services Definitions - WCM: In https://www.com stated: World class manufacturing is a collection of concepts, which set standard for production and manufacturing for another organization to follow. Japanese manufacturing is credited with pioneer in concept of world-class manufacturing.
World class manufacturing was introduced in the automobile, electronic and steel industry. For further information, please find in below link: World Class Manufacturing - Meaning and its Principles - Buddy: In Tetra Pak a buddy has a key role in on boarding the new employee. They make the new hire feel welcome, they connect them with new colleagues and they are mainly the one point of contact to understand how things are done here. It is someone based in the same location as the new hire and can introduce them to the site and facilities.
Most importantly, it is someone who lives the Tetra Pak values and culture. LIST OF TABLE No. Name of table Page 1 Table A: Summary of SWOT analysis pertaining HRSC in Tetra Pak…………….0: Sample size………………………………………………………………29 3 Table 3.1: The summary of data collection and analysis………………………….1: Breakdown of awareness of employees about functions and responsibilities of HR Department………………………………………………….2: Breakdown satisfaction of employees about recent change in HRM systems in company…………………………………………………………………40 7 Table 4.3: Success evaluation of HRM strategy execution at department level…….4: Understanding reasons for HRM change……………………………….5: Clear reasons communication……………………………………………45 10 Table 4.6: Success factors for change……………………………………………….7: Change success factors done in company……………………………….8: Satisfaction rate about change management skills of superior ………….9: Critical HR functions for organizational change……………………….10: People management skills of superior…………………………………55 15 Table 4.11: Expectations to change management in people management………….12: Employee’s satisfaction during change…………………………………59 17 Table 4.13: Critical activities from top management required during leading change……………………………………………………………………………….14: Awareness and knowledge about change execution…………….15: Feeling of employees during transition period………………….16: Success factors for transition period…………………………….17: Effectiveness of change in HRM……………………………… ….67 LIST OF FIGURE No. Name of figure Page 1 Figure 1.1: HR Model version 2.0 applicable in Tetra Pak…………………………10 2 Figure 1.2: Global workforce study 2016 – Willis Tower Watson…………………14 3 Figure 1.3: Strategy till 2020 in Tetra Pak………………………………………….1: 8 steps of leading change……………………………………………….2: Administrative HR vs strategic HR…………………………………….3: Time spending for administrative tasks and strategic tasks of a HR leader……………………………………………………………………………….1: Gender of respondents………………………………………………….2: Age of respondents…………………………………………………….3: Education background of respondents………………………………….4: Positions of respondents……………………………………………….5: Service years in the current positions of respondents………………….6: Service time in Tetra Pak……………………………………………….7: Awareness of employees about HR department functions…………….8: Satisfaction about change in HRM system in Tetra Pak……………….9: Success evaluation of HRM Strategy execution at department level….10: Understanding for HRM change …………………………………….11: Clear Vision communication………………………………………….12: Success factors for change…………………………………………….13: Change success factor done in company………………………………50 20 Figure 4.14: Satisfaction rate about change management skill of superior…………52 21 Figure 4.15: Critical HR functions for organizational change…………………….16: People management skills of superior…………………………………56 23 Figure 4.17: Expectations to change management in people management ……….18: Employee’s satisfaction during change……………………………….19: Critical activities from top management required during leading change……………………………………………………………………………….20: Awareness and knowledge about change execution………………….21: Feeling of employees during transition period……………………….22: Success factors for transition period………………………………….23: Effectiveness of change in HRM………………………………………67 30 Figure 6.1: 6 leadership Elements with Supporting Behaviours………………….79 ABSTRACT Purpose: This study aims at investigation the understanding from middle level management team of Tetra Pak about change and change management in people management function.
Besides, it also seeks for the managerial implications for BOM. Theories: Transition of HRM, Change management, John Kotter Model, ADKAR model, how to make change stick Design: The author uses the survey method by questionnaires collecting via email or directly, individual interview and group interview to 25 employees at middle management level of Tetra Pak JSC. To get primary data to investigate the understanding about change and change management in recent change in people management at company and from that will determine the solutions to have a repeated and reliable organisational change. The data will be allocated into the different category respondents: 1.
Gender of respondent 2. Age of respondent 3. Education background of respondent 4. Position level of respondent 5.
Service year in company of respondent 6. Service year in current position of respondent and analysis will be performed based on the qualitative technique. Via questions and answers, the author seeks for understanding in depth of context of change and change management from points of view of employees. The questions are drafted as below: 1.
What did employees understand about change and change management in their departments and within organisation? 2. What and how were employees experiences with change and change management in their departments and within organisation? 3. What and how did employees understand about change and change management in people management? 4. What did employees understand about their roles in change and change management in general and in human resource management particularly? 5.
What did employees understand about roles of managers, management board in change and change management, both in general aspect and in human resource management? 6. What and how did employees do to contribute to change and change management? 7. What are the most success factors for an organisation initiative change and manage change successfully, especially in people management? Findings: Based on the findings the author will define: 1. How employees perceive change and conduct changes in daily human resource management.
The searching for perceptions of employees about change and change management will mainly focus on: - Change in HRM - Reasons for change - Success factors for change - Expectations of staff and managers during change and change management - Leadership during change and change management - Challenges during change 2. From the point of views of employees about change and change management the author define the insights about employees’ believes about change that echoes inside the organisation and consider those echoes as initiatives for a successful, repeated and reliable change in human resource management, which certainly consist of the followings: - Leadership - Employee engagement and communication - Project management - How to make change repeated and reliable – A fundament for sustainability And the results of research will be proposals for key management indicators, key performance indicators and key activities indicators, on the other words, managerial implications. FOREWORDS Working for nearly 20 years in human resources management help the author to gain a variety of experience in working with people. And fortunately, the author has chance to work with different types of enterprises from state-owned company to local private limited liability, from non-governmental organisation to international global business players.
This means, an opportunity for the author to approach with many types of human resource management system with various HR strategies such as ethnocentric, polycentric and geocentric strategy. In the last 20 years, the employment relationship has tendency transforming from employer has to ensure a lifetime - job for employee into competent based employee, means employee has to self-ensure his own competence to ensure his career path. In the era of globalization, business organisations do not confine themselves in on area or in one country, they always want to expand their business to far regions. This is synonymous with challenging they are facing, the increment in change, both in technology and also business environment.
Doing foresee such challenge, almost international companies prepare themselves ready to those changes. Change in technology causes change in the way we communication as well as the way of business administration. And of course, changes should start from people, the “core of this wave”. And the question is how to manage a Human Resources Management System in a sustainable way and ready for any changes of digital era? The above-mentioned questions are the initiative for this dissertation and to see how people in Tetra Pak understand about change and change management recently in their departments and the function of people management throughout the organisation.
With the count on the fundamental research and also research results the author can propose a practical managerial implication to improve partially the services quality of human resource management in the organisation. Ho Chi Minh city, 15th November 2018 Doan Quynh Hoa 1 CHAPTER I: INTRODUCTION 1.1 Chapter introduction This study helps researcher understand how employees perceive change and conduct changes in daily human resource management. From the point of views of employees about change and change management the author might define the insights about employee’s believes about change that echoes inside the organisation and might consider those echoes as initiatives for a successful and repeated change in human resource management. In this context, reference was made to employees within the Tetra Pak.
Employees were invited to express their viewpoints of change and change management and how these had impacted upon their work environment and their lives within the Tetra Pak. The study uses qualitative methodology, also seek for the collective voices of employees into the central discussion of change and change management. The data collection process was done via informal and formal interview primarily knew employees’ viewpoints and understanding of change and change management processes and practices within company. The informal and formal interviews irradiated employees’ opinions, issues related to the work environment and people management of Tetra Pak.
During the survey, the following themes emerged from the data: an understanding of change and change management; expectations of employee about change and change management; leading change; transition period.