5CO01: CIPD Assignment Help Samples - Organisational Performance and Culture in Practice

CIPD ASSIGNMENT HELP SAMPLES

5CO01 – Organisational Performance and Culture in Practice 

This report covers organisational structure and culture and how the two concepts impact organisational practice and performance. The discussion mainly relates to Calmere House and its recent changes.

Question 1: AC 1.1 - Evaluate the Extent to Which the Flat Non-Hierarchical Structure was Appropriate under Kirsten’s Ownership and the Extent to Which the Hierarchical Bureaucratic Structure is Suitable under Chaffinch Group Ownership.

An organisational structure outlines how activities, roles, and power flow between various levels of the organisation (Nene and Pillay, 2019). There are several types of structures, including hierarchical and flat.

Flat Non-Hierarchical Structure

In a flat non-hierarchical structure, it is characterised by few levels between the workforce and the management (Bhatt and Gargeb, 2023). This structure promotes workforce involvement and is effective in fostering workplace relationships and employee engagement. Under Kirsten’s ownership, this structure was defined by consultative approach and involving the workforce in decision-making. In addition, all 42 employees reported directly to Kirsten; thus, reducing the number of reporting levels.

Evaluating this structure, its key benefits are that it promotes communication and engagement between the management and workforce. In addition, a flat non-hierarchical structure significantly reduced turnover (Vaara et al., 2021). The drawbacks of this structure is that there are few opportunities for workforce promotion and it can stunt growth. The applicability of this structure is more in smaller firms. In the case of Calmere House, the firm only had 42 employees, which shows the significance of applicability to smaller firms. The reliability can however be questioned. Despite its effectiveness in promoting workplace relationships and engagement, a flat non-hierarchical structure presents challenges in power struggle and it could be difficult to define how authority flows. This structure has a high validity as it promotes employee empowerment, collaboration, and communication.

Hierarchical Bureaucratic Structure

This type of structure involves organising the institution or firm into clear authority levels. Here, power flows from lowest to highest level (Wright, 2021). This creates a pyramid of power. The structure is demonstrated in Kath’s leadership and the entire Chaffinch Group approach. Kath reports to one of the 8 area managers who on the other hand report to one of two general managers. Some of the features describing this leadership approach is when Kath’s management is challenged and she reports that she knows what she is doing.

The merits of this structure are providing a clear authority in terms of power flow and enhances accountability. The resulting effects are that this streamlines the firm’s decision-making process and how directives are followed (Bersch and Fukuyama, 2023). The demerits are rigid decision-making and since employees are not involved in decision-making, this can affect working relationships and organisational performance. The applicability of this structure is higher in larger organisations and where there is need for clear authority lines and predictable processes. It is also highly reliable since it ensures accountability and consistency. However, there are concerns regarding the inflexibility, which may affect reliability in complex issues and in organisations that seek to achieve change.

Conclusion

In summary, the effectiveness of flat non-hierarchical structure is based on its applicability in smaller firms and how it promotes engagement and workplace relationships. The effectiveness of hierarchical structure is negatively influenced by rigidity and involvement of the workforce to decision-making.

Question 2: AC 1.2 – Analyse how Chaffinch Group Could use a Rational Approach to Strategy Formulation to Ensure that Services Provided Meet Customer Needs

An organisational strategy entails the roadmap towards a company achieving its goals and objectives (Opferkuch et al., 2021). The strategy identifies the plan and how resources will be managed to meet the company’s objectives. At Chaffinch Group, its need for strategy formulation is depicted by various goals including room refurbishments and the present goal of ensuring that it fills 100% of the resident rooms within six months. These objectives warrant an effective strategy, which is also tied to meeting customers’ needs, including quality and safety of respite care.

Chaffinch Group can consider applying the Rational Approach, which refers to a systematic and structured process that applies data, logic, and analysis to make informed decisions (Hughes and Davidson, 2022). In a rational approach, it involves setting SMART objectives, assessing the environment in both internal and external contexts, comparing strategies, and selecting the most suitable one. For Chaffinch Group, the rational approach can be applied with regards to its objective of attracting and retaining long-term residents. One of the frameworks that the firm can apply is SWOT, which helps in understanding internal and external factors affecting the organisation (Neolaka et al., 2023). An example of SWOT analysis for Chaffinch Group is as summarised in the figure 1 below.

Figure 1: Swot Analysis

To apply a rational approach, Chaffinch Group would first need to conduct a market analysis and evaluation. Through identifying the weaknesses, opportunities, and threats through data, the rational approach would then require the firm to engage apply the insights to formulate an effective approach (Gadzali et al., 2023). From the numerous potential strategies and opportunities, Chaffinch Group would need to formulate a step-by-step strategy through which it will attract and retain customers. Doing so needs to ensure that the strategy is tailored towards the customers’ expectations and needs. This implies the importance of engaging with customers to determine their expectations and how they can be met.

The advantages of rational approach include ensuring that the strategic approach is structured and data driven, which results in processes and options that will have favourable outcomes. The rational approach is also effective in promoting clarity and predictability (Rajagopal et al., 2022). On the downside, the rational approach can be slow due to the required data and may be affected by failure or inability to account for unexpected dynamics.

Question 3: AC 1.1 – Analyse one External Factor that is currently having a Negative Impact on the Residential Care Industry and One External Factor that is Currently Having a Positive Impact on the Residential Care Industry.

The Residential Care Industry offers long-term and personal support services for diverse individuals, including the aged and those with healthcare conditions. To understand the external factors, a suitable framework would be PESTLE, which reporesents six key elements as shown in figure 2 below.

Figure 2: PESTLE Analysis

External Factor with Negative Impacts

In the residential care industry, one of the key factors with negative implications is insufficient resources, which include diverse types, such as financial and human capital. Low financial resources can be explained from the economic dimension of PESTLE analysis while lack of sufficient human capital resources, including low staffing levels falls under social factors (Cavanagh et al., 2024). The implications of insufficient resources are lack of proper equipment and systems for residential care firms, burnout among the healthcare providers, and high turnover. At Calmere House, it is already being affected by staff burnout, which can be attributed to understaffing after the majority have left the firm and others have high absenteeism. Addressing inadequate resources issue requires an assessment of current factors and how they can be resolved, such as hiring more professionals (McArthur et al., 2021).

External Factor with Positive Impacts

A key factor with positive impacts is technology and particularly automation and the use of digital technologies. From the PESTLE analysis framework, this factor reflects on the significance of advanced technological approaches in promoting organisational efficiency and service delivery (Garner et al., 2024). For example, residential care facilities require advanced patient beds that have real-time monitoring and those that prevent fall. Also, these beds are AI-integrated, which helps in how patient vital signs are collected and reported. Calmere House implementing these technologies promotes their performance, efficiency, and increases the chance of retaining long-term residents. Through the technologies, patient safety issues and quality of outcome is assured, which improves performance, satisfaction and retention.

Analysing the technological factors, they are costly to implement although the leverage of quality and safety of patient outcome makes them important and essential to consider (Hamblin, 2022). In addition, these technologies improve efficiency but also introduce other challenges, including data protection and security. For the insufficient resources, understaffing and low finances would result in negative outcomes, including poor performance of the facilities and failure to meet patients’ needs.

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Question 4: AC 1.4 – Under Kirsten’s ownership of Calmere House, there was little investment in technology. Chaffinch Group want to change this approach and have decided to implement technology to deliver better patient care and employee experience. Assess how technology could be used by Chaffinch Group and how this would impact work at Calmere House

Technology plays an important role in promoting working practices. As part of the key dimensions in PESTEL analysis, investing in technology has addressed potential errors and previous issues, including inefficiencies. Despite them being costly and complex in terms of demanding for advanced knowledge and skills, technologies have a significant impact in transforming the workplace (Zahra et al., 2023). At Chaffinch Group, three technologies that it can consider to promote patient care and workforce experience are;

Human Resources Information Management System (HRIS)

In the context of the workforce, Chaffinch Group need to consider HRIS, a platform that automates workforce data. This involves how the data is collected and centralised to achieve the key HR functions (World Health Organisation, 2024). Examples are PayRoll and performance management. Through the technologies, workforce experience is enhanced, including informed decision and ensuring that they are contented. On the positive side, HRIS enhances workforce experience and reduces errors. On the negative side, it may mean loss of jobs and still requires Calmere House’ employees to learn these technologies (Alzoubi, 2022).

Digital Collaboration Tools

These are platforms and technologies that allow various parties and stakeholders to collaborate and engage with each other regardless of their location (Loepp and Weber, 2021). At Chaffinch Group, this technology, including MS Teams and Google Meet would mean that employees can interact and exchange information among themselves to promote the quality of decision-making. In addition, patients and healthcare providers can engage to address issues that they are facing. Positive impacts are enhancing working relationships and assisting in making informed and urgent decisions. On the challenging side, too much time on the collaboration tools can affect workforce health and wellbeing (Mena-Guacas et al., 2023). In addition, these technologies require mastery to learn and apply.

Artificial Intelligence (AI) – Assisted Machines, such as Beds

For patients, AI-powered systems can be significant for Chaffinch Group to enhance its service delivery and workforce experience. For example, previous technologies required placing bedside straps and barriers to prevent falls and for nurses to be close to identify individuals that fell from their beds (Barreto et al., 2024). Through AI-assisted beds, patients can be adjusted to their beds before they fall, their vital signs are continuously monitored, and there are direct calls to healthcare providers when there are issues. Positive impacts are improved patient experience and enhancing quality and safety in service delivery. The negative impacts are costs of these AI technologies and the need for data security.

Question 5: AC 2.1 – Using theories and models which examine organisational and human behaviour, explain why problems have arisen following the takeover of Calmere House by Chaffinch Group

Organisational culture refers to the norms, values, and beliefs that underpin a company’s behaviours and working. It is the blueprint of workforce operations and performance. Following Chaffinch Group takeover of Calmere House, three problems have ensued. These include;

i.                 Through Kath’s autocratic management style, there is less workforce involvement in decision-making, which affects working relationships.

ii.               There are less changes effected as opposed to what the workforce expected, including room refurbishments.

iii.             There is increased workforce disgruntled due to their dislike of workplace culture and the majority have become overburdened.

The challenges mentioned above can be described from the following theories and models.

Transformational Versus Autocratic Leadership

In transformational leadership model, it involves inspiring the workforce and guiding them towards positive actions (Chowdhary et al., 2024). Individuals are involved in decision-making. However, for autocratic leadership, there is a single leader that makes all decisions, which means quick decisions but stifles morale. Kath practicing autocratic leadership negatively impacts workforce motivation as they are not involved in decision-making and their suggestions are downplayed by Kath, who alleges knowing what he is doing (Hogg, 2021). 

Charles Handy’s Model of Organisational Culture

In Charles Handy’s model, there are four categories of organisational culture. These include Power, Role, Task, and Person (Abdala et al., 2021). Power culture involves central decision-making, role culture involves formal and bureaucratic structure with distinct riles, task culture is focused on particular projects, and person culture entails specialised expertise and workforce involvement. Following the takeover by Chaffinch Group, two types of cultures are at play, which have resulted in workforce becoming disgruntled, demotivated, and recording high levels of absenteeism. Kath as the central decision-making is dominating and the workforce have begun leaving, which results in overburden of the remaining individuals. The role culture is also at play where workforce are not engaged nor involved and the silo mentality has resulted in workplace changes not reflecting clients and employees’ expectations, which results in dissatisfaction (Sokolovic et al., 2021).

Herzberg’s Two Factor Theory of Motivation

Employees thrive where they feel motivated and significantly engaged (Rai et al., 2021). At Chaffinch Group, there is less level of engagement, involvement, and motivation. From Herzberg’s two factor theory of motivation, the working environment after the takeover does not reflect on emphasis to hygiene and motivator factors. The working conditions are characterised by less support, overburdened individuals, and feeling less valued, resulting in demotivation and less engagement among the employees. The less motivation poses a risk to individual performance, retention, and organisational productivity. 

Question 6: AC 2.2 – Assess how changes to selection and employee voice have impacted organisational culture and behaviours at Chaffinch Group.

Effective change management is characterised by workforce involvement in the decision-making process and ensuring that their needs and concerns have been factored in. The core challenge when effecting change is the failure to involve employees, which results in their demotivation (Waxin et al., 2023). At Chaffinch Group, following the turnover two key areas that have negatively affected organisational culture and behaviours are;

Selection

Following employee turnover, they are being replaced by Agency workers. This is different compared to the previous approach by Kirsten where individuals were selected based on their skills, experience, and qualifications. Whenever an individual left, the approach before involved co-workers actively participating in the selection process and among the considerations besides experience and qualifications were individual’s behaviours. The merits of this approach are that the selected individuals are those whose values aligned with those of Calmere and workforce norms and beliefs (Hunkenschroer and Luetge, 2022). The consideration of Agency Workers implies that the selected individuals could not be suitable to Chaffinch Group and that there are elements that have not been considered. As a result, the entire workforce does not support one another nor is there rapport and trust among them, which results in more discord, conflicts, and poor collaboration.

Employee Voice

Another challenge that Chaffinch Group now faces is the lack of employees’ suggestions and ideas being embraced by the new management. As opposed to previous working environment where Kirsten listened to the workforce, held regular staff meetings, and conducted one-on-one check-ins, the current approach is characterised by Kath not engaging the workforce, offering instructions and expecting them to be followed without negotiations or discussions, and the workforce opinions and ideas not taken into consideration (Azevedo et al., 2021). These transitions demonstrate a working environment that previously promoted employee voice as compared to currently. As a result, the workforce is less involved and engaged and their motivation is negatively affected. The impacts of these changes to employee voice are high turnover and sickness-based abensteeism. 

For the two changes, there have only been negative impacts to organisational behaviours and cultures at Chaffinch Group. Such a culture is defined by employees becoming and feeling hopeless, which negatively affect their performance, motivation, and retention.

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Question 7: AC 2.3 – Explain how Chaffinch Group could have better managed the change from a small owner-managed care home to Calmere Housing being part of a large organisation.

Effective change management requires people professionals to consider a range of factors. Primary to these factors are involving the workforce, communicating about the new approaches, and addressing potential barriers and hindrances to achieving the objectives (Ali and Anwar, 2021). For Chaffinch Group, an effective change management that considers the factors listed above among others would be informed by change management models. Examples are McKinsey 7-S model, Kotter’s 8-Step process, and Lewin’s three phase model of unfreezing, change, and refreezing.

The shift from a small owner-managed care home to a larger one (Calmere House) did not follow proper change management procedure. This was the foundation of conflicts and increased level of discontentment by the workforce (Jain et al., 2021). To avert these challenges, Chaffinch Group could have applied a change management model, such as Kotter’s 8 step framework, which is as outlined in Figure 1 below.

Figure 3: Kotter’s Change Management Model

Primarily, Kirsten should have showed the employees the sense of urgency, which is the first step of Kotter’s 8-Step Model. Instead of them finding out when the sale is over, they ought to have been involved in the process (Laig and Abocejo, 2021). The shift from small healthcare to a large one can be complex and requires the involvement of all stakeholders. Calmere House employees should have been part of the coalition and team and the formulated objectives consider the workforce insights. The benefits of these approaches and following Kotter’s 8-step model is eliminating barriers to the change and ensuring that the key areas and plan are adequately followed (Trawick and Carraher, 2023).

Instead of instituting the change as a whole, Chaffinch Group should have considered the new approaches in a systematic manner and follow stepwise objectives. In Kotter’s change model, specifically the 6^th step, it involves celebrating the short-term wins, which help in building momentum (Hu et al., 2025). The shift by Chaffinch group should have considered elements, such as implementing the change in stages. For instance, expansion of the facility should have begun with establishing the premises, celebrating the phase, and then proceeding to purchase equipment.

The significance of following Kotter’s change management model is to build acceleration and ensure that all individuals are involved in the change. This could have eliminated barriers and ensure workforce commitment to the new approach.

Question 8: AC 2.4 – Explain the experience of change for the employees at Calmere House and examine how this is reflected through the stages of one model.

Change among individuals is experienced in a diverse way. While there are people that will embrace the new approaches, there are those that will be frustrated and attempt to sabotage or cause a conflict. To understand these experiences, it is essential to follow a model like Kubler Ross Change curve, which has six key phases (Truong, 2023). For the employees at Calmere House, the first experience or reaction is denial, which as explained from Kubler Ross model is a protective mechanism among individuals. The employees are in shock and will try to act as if nothing is going on. They would continue operating and working as previously. This stage is followed by Frustration, which entails being aware about the changes and disruptions thereafter. The experience is anger and irritation. Following this stage is depression, where the individual feels hopelessness, sadness, and the loss (Lindblad, 2022). For Calmere employees, it is evident that they feel frustrated due to the new approaches and change as introduced by Chaffinch Group. To worsen their experiences, Kath does not consider their suggestions. This would result in emotional struggle among the individuals and the fluctuating sense of purpose and self-worth as they feel under-valued.

The fourth stage is experimentation, which entails individuals attempting to come into reality with the new approach (Hagemann and Cechlovsky, 2024). This would then mean exploring the new approaches of handling the change. It is described by being proactive. For the workforce at Calmere House, they may begin exploring new approaches of working, adaptation behaviours, and how they can operate under the new conditions. The fifth step as explained from Kubler Ross model is individuals adapting to the change and making conscious decisions. Here, the employees would be characterised by committing to the change and new approaches, which is followed by integrating the decisions and approaches into their ways of working. If the change was handled effectively, the employees at Chaffinch Group would have begun working based on the established reasoning and systems. The final stage is integration, which involves the change becoming part of the new reality and approach (Tarnoff et al., 2021). These new approaches are embraced and promote workforce performance.

Although Kubler Ross model is considered effective in exploring how change is experienced, there are a few drawbacks about the model. First, it is linear yet the change is not experienced in such a form for everyone. Also, the model does not consider the element that change takes varying time for different individuals.

Question 9: AC 2.5 - Assess two factors that could impact employee wellbeing at Calmere House including why it is important that these factors are addressed.

Employee wellbeing involves the holistic health of an individual. By holistic, it means that the person health is considered from the context and perspective of mental, physical, financial, and emotional (Madero-Gomez et al., 2023). At the workplace, employee wellbeing is founded on the level of pay and working conditions. A company that fosters employee wellbeing benefits from improved productivity, retention, and workplace relationships. At Calmere House, two factors that would impact employee wellbeing are;

Lack of Employee Voice

Employee voice refers to how employees express themselves and their issues, specifically on matters that impact their working, roles, and responsibilities. Employee voice means that the workforce feel confident to express their issues, ideas, and concerns to the management, which in turn follows up and make the required interventions or adjustments (Morrison, 2023). At Calmere House, Kath not listening to the employees and responding that she knows that Chaffinch wants depicts a picture of lack of employee voice. As a result, employees become disgruntled, which affects their level of motivation, engagement, and emotional health and wellbeing. Besides, as drawn from Herzberg’s two factor theory, a working environment that lacks employee voice results in demotivation and low level of employee engagement.

To address this factor, it is essential that Calmere House establishes a working environment and policies that foster employee wellbeing (Elufioye et al., 2024). As such, this would mean that the workforce ideas and issues are adequately listened to and addressed. It is also essential for the management and leadership to undergo training on how to promote workforce engagement and voice, including listening to their views and attending to the concerns raised.

Overburdened Employees

Employee physical and emotional wellbeing is affected by the workload. When the roles and responsibilities or the tasks required for the workforce to complete exceed the expected ones, individuals become physically and emotionally drained (De Clercq and Pereira, 2025). At Calmere House, there is an increase in employee turnover and absenteeism. This then results to increased workload and burden of the existing employees; thus, significantly affecting their overall health and wellbeing.

To address this challenge, it is essential for Calmere House to implement effective intervention strategies that prevent workforce turnover (Hill et al., 2024). Such interventions include properly handling the existing workforce, implementing engagement strategies, and fostering employee recognition and involvement. In addition, it is essential for the company to hire more employees but do so in the right manner to reduce workforce overburden.

Question 10: AC 3.1 - Discuss how the people manager, recruitment advisor and employment relations case advisor could support the retention stage of the employee lifecycle.

An employee lifecycle refers to all the phases that an individual goes through from the time they learn about the company until their exit. There are six key stages, which include attraction, recruitment, on-boarding, development, retention, and separation (Nosratabadi et al., 2022). A brief overview of the stages is that attraction entails building the firm’s brand to interest talent, recruitment involves hiring suitable individuals, on-boarding focuses on ensuring a smooth transition of the hired individuals, development involves growth opportunities, retention focuses on motivating and engaging employees to continue working at the firm, and separation is the exit of an individual from the firm.

During the retention stage, a people manager plays a significant role in ensuring that there is a positive working environment open communication, and that the individual is supported throughout their career needs (Gladka et al., 2022). At Chaffinch Group, the people manager should ensure that individuals have a profound experience throughout their stay at the organisation. Through establishing a positive rapport, a people manager provides an opportunity for individuals to express their needs and issues, which in-turn promote their working relationship. As a people manager, promoting employee relationship is also founded on recognising one’s achievements and performance, which results in motivation and ultimately diverts one’s attention of leaving the firm.

For a recruitment advisor, it is imperative that they establish a set of clear expectations for the employee, focus on an induction program that promotes one’s experience, and corroborate the company’s value proposition (Kraineis, 2022). One of the key important elements that foster employee retention is offering the individuals a remarkable experience at the start of their employment. For a recruitment advisor, their role is to avert potential early turnover intentions by an employee. Through approaches, such as realist job preview and transparently detailing about one’s job roles and responsibilities, recruitment advisors ensure that employees understand what is required from them and that they have adequate support from the company. These approaches are instrumental in fostering employee retention.

An employment relations case advisor is responsible for ensuring that employees are working in an environment that detests conflicts and one that promotes compliance with employment and working policies (Xiang et al., 2023). Their role is to ensure a working environment that fosters employment relationships. For the workforce, their experience when working with others is crucial in promoting their overall experience and eventually their retention, which are key tenets in promoting employee retention. Their responsibility in improving the company’s culture is supported by using sufficient data to support employee retention initiatives.

Question 11: AC 3.2 - Analyse how people practices could help Chaffinch Group to fill 100% of resident rooms within six months.

Organisational strategy can be vertical or horizontal. In a vertical integration and alignment, the HR practices are linked to the overall strategy of the firm. This cascades down to the business practices and policies (Bulturbayevich and Yusufxonovich, 2021). For horizontal strategy, it entails how all independent HR practices, such as recruitment, training programs, and workforce compensation mutually reinforce one another and are consistent to ensure a coherent workforce experience. To achieve the organisational objective of filling 100% of all resident rooms, the following recommendations can be considered.

Resourcing

The recruitment and selection process for Chaffinch Group should focus on ensuring that the workforce has the right set of skills to meet current and future needs of the company (Hanti, 2022). During the resourcing process, it is imperative for Chaffinch Group to ensure that the recruited individuals share the company’s values and that they are committed towards ensuring 100% fill of resident rooms. Notably, filling the resident rooms to capacity is founded on ensuring that Chaffinch Group has a higher reputation, which is further supported by having the right set of employees.

Reward

The reward process involves ensuring that the individuals are compensated based on their value to the company (Marrucci et al., 2024). At Chaffinch Group, achieving the 100% fill of the resident rooms is anchored on the workforce being rewarded sufficiently through both financial and non-financial elements. As a result, their commitment and motivation are towards ensuring that there is a 100% fill for the resident rooms.

Relations

Relations involve how different stakeholders and parties relate to one another. This involves the workforce, management, and external parties, including customers (Steenkamp and Dhanesh, 2023). For Chaffinch Group, it is essential to establish a working environment that promotes workplace relationships. Presently, there are conflicts and poor relationships and Calmere House employee miss previous working relationships that were supportive of each other. Therefore, relations should be an important element to consider, which will extend to that between the workforce and employees.

Learning and Development

Learning and development will ensure that the workforce has the right set of skills to achieve desirable objectives. This will involves formulating development programs for employees on aspects, such as marketing, promoting relationships with the clients, and improving their retention (Kwon et al., 2024). This will be significant in achieving desirable objectives, including attracting and retaining 100% of the resident rooms.

Question 12: AC 3.3 – Discuss how Kath could consult and engage with employees to understand why employee turnover at Calmere House has increased.

Consulting and engaging with the employees play an important role in understanding the key issues facing the workforce and how they can be addressed (Malik et al., 2023). An important element during the consultation process is to ensure that the information shared is appropriate and can be reliable to formulate the right intervention. For Calmere House, employee turnover has increased and one of the most appropriate approaches is to engage with the workforce to identify the causes and potential interventions. Two approaches that Kath can consider are;

Interviews

An interview is a one-on-one engagement between the interviewer and interviewee to understand a certain objective or topic in depth (Hou et al., 2021). For Kath, an interview with the employees at Calmere House would significantly help in revealing the causal factors towards increased turnover and their ideas on how the issue can be addressed. For example, Kath can establish that employees are leaving as a result of not being fully involved in the decision-making process. Therefore, Kath can consider more employee participation and involvement.

The merits of interviews are providing an opportunity for one to collect sufficient information and data and offering a chance for the workforce to understand about the additional issues beside the current scope (Dunwoodie et al., 2023). This is essential in gaining sufficient insights about the subject. However, interviews can be time-consuming to conduct and their effectiveness is based on the appropriateness and reliability of the information. The responses can be affected by subjective bias.

Focus Groups

This is an approach that brings together various individuals (typically 6-9) to deliberate about an issue or experience. The discussions are centred on a particular topic and are moderated to discover patterns and issues (Akyildiz and Ahmed, 2021). Focus groups are effective in gathering rich data and one where approaches, such as questionnaires could miss. For Kath, a focus group with employees and line managers would help uncover issues causing turnover and how they can be addressed.

The advantages of focus groups are providing a chance for in-depth insights, exploring ideas, and ensuring a cost-efficient and time-based process (Yulianti and Sulistyawati, 2021). However, focus groups can be affected by participant bias, group-think, and the moderator can be biased.

For Kath, the most appropriate approach is one that combines a number of methods and strategies to collect sufficient information about the turnover and how it can be addressed.  

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Hagemann, M., and Cechlovsky, S. (2024). Revisiting the change curve: A rigorous examination and three case studies prompting a re-evaluation of a timeless concept. Human Systems Management, 43(6), 1048-1061.

Hamblin, K. A. (2022). Technology in care systems: Displacing, reshaping, reinstating or degrading roles?. New Technology, Work and Employment, 37(1), 41-58.

Hanti, F. R. (2022). Effect of employee resourcing strategies on organizational performance: A case of National Transport and Safety Authority. Global Journal of Advanced Research, 3(1), 27-33.

Hill, N. S., Axtell, C., Raghuram, S., and Nurmi, N. (2024). Unpacking virtual work's dual effects on employee well-being: An integrative review and future research agenda. Journal of Management, 50(2), 752-792.

Hogg, M. A. (2021). Uncertain self in a changing world: A foundation for radicalisation, populism, and autocratic leadership. European Review of Social Psychology, 32(2), 235-268.

Hou, H., Remøy, H., Jylhä, T., and Vande Putte, H. (2021). A study on office workplace modification during the COVID-19 pandemic in The Netherlands. Journal of Corporate Real Estate, 23(3), 186-202.

Hu, F., Wang, Y., Cao, R., Hu, C., Feng, B., Li, J., ... and Yuan, Y. (2025). Kotter’s 8-step change model to improve hand hygiene compliance in intensive care unit: a 41-month prospective longitudinal quality improvement study. Intensive and Critical Care Nursing, 87, 103877.

Hughes, T. R., and Davidson, F. (2022). Deconstructing Strategic Planning: Time to Retain, Revise, or Retire?. In The Palgrave Handbook of Educational Leadership and Management Discourse (pp. 677-696). Cham: Springer International Publishing.

Hunkenschroer, A. L., and Luetge, C. (2022). Ethics of AI-enabled recruiting and selection: A review and research agenda. Journal of Business Ethics, 178(4), 977-1007.

Jain, V. I. P. I. N., Chawla, C. H. A. N. C. H. A. L., and Arya, S. A. T. Y. E. N. D. R. A. (2021). Employee Involvement and Work Culture. Journal of Contemporary Issues in Business and Government, 27(3), 694-699.

Kraneis, T. (2022). Developing the early stages of the employee life cycle at case company X.

Kwon, K., Jeong, S., Park, J., and Yoon, S. W. (2024). Employee development and employee engagement: a review and integrated model. Career development international, 29(2), 169-184.

Laig, R. B. D., and Abocejo, F. T. (2021). Change management process in a mining company: Kotter’s 8-step change model. Journal of Management, Economics, and Industrial Organization, 5(3), 31-50.

Lindblad, L. (2022). A Map for Tackling the Change Curve in a Complex Organization.

Loepp, E., and Weber, N. (2021). Digital Collaboration Tools. In Designing Courses with Digital Technologies (pp. 36-41). Routledge.

Madero-Gómez, S. M., Rubio Leal, Y. L., Olivas-Luján, M., and Yusliza, M. Y. (2023). Companies could benefit when they focus on employee wellbeing and the environment: a systematic review of Sustainable Human Resource Management. Sustainability, 15(6), 5435.

Malik, A., Budhwar, P., Mohan, H., and NR, S. (2023). Employee experience–the missing link for engaging employees: Insights from an MNE's AI‐based HR ecosystem. Human Resource Management, 62(1), 97-115.

Marrucci, L., Daddi, T., and Iraldo, F. (2024). Creating environmental performance indicators to assess corporate sustainability and reward employees. Ecological Indicators, 158, 111489.

McArthur, C., Bai, Y., Hewston, P., Giangregorio, L., Straus, S., and Papaioannou, A. (2021). Barriers and facilitators to implementing evidence-based guidelines in long-term care: a qualitative evidence synthesis. Implementation Science, 16(1), 70.

Mena-Guacas, A. F., Meza-Morales, J. A., Fernández, E., and López-Meneses, E. (2023). Digital collaboration in higher education: A study of digital skills and collaborative attitudes in students from diverse universities. Education Sciences, 14(1), 36.

Morrison, E. W. (2023). Employee voice and silence: Taking stock a decade later. Annual review of organizational psychology and organizational behavior, 10(1), 79-107.

Nene, S. W., and Pillay, A. S. (2019). An investigation of the impact of organisational structure on organisational performance. Financial Risk and Management Reviews, 5(1), 10-24.

Neolaka, A. M. Y., Faulina, M., Akromah, P., Novilasari, T. A., and Napitupulu, R. H. M. (2023). Marketing strategy using swot analysis (case study: stima IMMI). Jurnal Ekonomi, 12(02), 1650-1659.

Nosratabadi, S., Zahed, R. K., Ponkratov, V. V., and Kostyrin, E. V. (2022). Artificial Intelligence models and employee lifecycle management: A systematic literature review. Organizacija, 55(3), 181-198.

Opferkuch, K., Caeiro, S., Salomone, R., and Ramos, T. B. (2021). Circular economy in corporate sustainability reporting: A review of organisational approaches. Business Strategy and the Environment, 30(8), 4015-4036.

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Rajagopal, N. K., Qureshi, N. I., Durga, S., Ramirez Asis, E. H., Huerta Soto, R. M., Gupta, S. K., and Deepak, S. (2022). Future of business culture: An artificial intelligence‐driven digital framework for organization decision‐making process. Complexity, 2022(1), 7796507.

Sokolović, B., Katić, I., Nešić, L. G., Ivanišević, A., and Pavlović, A. (2022). The specific role of the transformational leadership in the organizational culture of service organizations. Anali Ekonomskog fakulteta u Subotici, 58(47), 131-145.

Steenkamp, H., and Dhanesh, G. S. (2023). Care-based relationship management during remote work in a crisis: Empathy, purpose, and diversity climate as emergent employee-organization relational maintenance strategies. Public Relations Review, 49(4), 102371.

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