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Assessment submission date 27th May 2023

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 Assessment Title: 7CO01

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Table of Contents
Assessment Title: 7CO01..................................................................................................................3
Question 4............................................................................................................................................5
Global economic growth is leading to increasing levels of affluence around the
world. The rate at which societies are becoming more prosperous is particularly
rapid in some developing economies. Critically review what the main consequences
will be for businesses and for the management of people if these trends continue.. .5
Localization Vs Standardization dilemma in response to changing customer
demand in the food industry..................................................................................................5
Localization Vs Standardization dilemma in response to increasing market
competition................................................................................................................................6
Localization Vs standardization dilemma in response at risk vs crisis situation.....6
Question 7............................................................................................................................................7
How far do you agree that employment regulation in your country strikes a
reasonable balance between the interests of employers and employees? Justify
your answer with examples of specific employment laws.................................................7
Balancing between Employee and Employer Myanmar Minimum Wages Act,
(2013)...........................................................................................................................................8
Balancing between Employee and Employer Myanmar Factories Act, (1951)..........8
Balancing between Employee and Employer Myanmar Leave and Holidays Act
(1951)...........................................................................................................................................9
Question 12.........................................................................................................................................9
The Office for National Statistics (2021) found that good management practices
were associated with higher productivity. Critically analyze the main ways in which
your organization could improve its management practices in order to boost
productivity....................................................................................................................................9
Question 15.......................................................................................................................................11
Sustainable HRM has been identified as an alternative approach to Strategic HRM,
with a broader focus on economic, social, human, and environmental factors
compared with Strategic HRM’s focus on financial goals. Critically assess how
People Professionals can promote sustainable HRM. Illustrate your answer with
THREE distinct and specific examples.................................................................................11
Example 1: Define workforce planning that impacts financial sustainability..........12
Example 2: Reward and Recognition Program that impact the economics
sustainability............................................................................................................................13
Example 3: The digital transformation that impacts the environment sustainability
.....................................................................................................................................................13
References List.................................................................................................................................14
Bibliography List................................................................................................................................16

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Question 4

Global economic growth is leading to increasing levels of affluence around the world.
The rate at which societies are becoming more prosperous is particularly rapid in
some developing economies. Critically review what the main consequences will be for
businesses and for the management of people if these trends continue.

Organizations need to be proactive and adaptive to prepare for changing

globalization trends. Here are some key steps the organization is gradually changing and
preparing, reflecting on the real scenario. Globalization has many outcomes and all are
interconnected somehow on a large scale as per the below scenario accordingly (Held et al.,
1999).
Localization Vs Standardization dilemma in response to changing customer demand
in the food industry.
As a bakery that produces goods for resale at fast food restaurants like McDonald's. The
globalization waves and trends of the present have an indirect effect on businesses through
their influence on consumers' way of life. One could argue that this is good for business and
will lead to increased wealth. Social media and online platforms impact individuals nowadays
like (The K-Pop wave) (Fran, 2022). Customers may now sample new cuisines and cultures
thanks to increased travel. Finally, people want healthier, sustainable, and ethical products;
these are push effects to change globalization practices for businesses. As a distinctive
example:
The rise of globalization trends can drive affluence for a business Ramarapu et al. (1998), as
consumers want customized products through personalized experiences and premium
offerings. Thus, businesses may need to introduce customization options, such as build-
your-own cake designs or personalized toppings, to cater to the preferences of affluent
consumers. They may also develop premium menu items with higher-quality ingredients or
collaborate with renowned chefs to create exclusive limited-time offerings. On the flip side, it
has good opportunities to get better sales.
As affluence increases, consumers may seek higher-quality food options, healthier choices,
and more diverse culinary experiences. So that company’s fast-food chains need to adapt
their menus to cater to these changing preferences. This could involve introducing healthier
options, expanding the range of ingredients and flavors, and incorporating local or regional
cuisines into their offerings, lastly to render the healthier products company adapt the global
practice such as getting alignment with HACCP and ISO 22000 standard.
Form the people from the sales-generated department who’re consistently taking action
through following aspects and review the trend and immediately adjust the process if
necessary
 Complete in-depth market research in the foreign country to learn its target market.
Assess the market by looking at what people want and where they’re at culturally as
well as how the competition is operating.
 Tailoring the products and services to the needs of the local market, while
simultaneously maintaining high-quality standards and a consistent offering to the
consumers

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  Lastly, modify products and offerings to cater to the tastes and preferences of the
local market, and create a product by using local raw materials which is also getting
beneficial
 Affluent customers value unique and memorable experiences such as interactive
workshops, tasting events, or themed pop-up shops, which can attract affluent
customers seeking novel experiences. These experiences generate revenue and
enhance the industry's demand and association with affluence.

Localization Vs Standardization dilemma in response to increasing market

competition

Due to the high number of both large and small bakeries, the organization frequently
encounters intense competition (Bauman, 1998). This can result following challenging in
different ways such as:
Industry bakeries need more production capacity to meet client demand and must
balance large-scale manufacturing, quality, and distribution. To compete on a bigger
scale, home-based bakeries may need to invest more in brand creation and promotion.
Ingredients, equipment, labor, and promotion cost money for large factories, and efficient
supplier networks and production processes make cost management and profitability
harder.
Large bakeries can use their brand recognition to adapt to global trends. To compete on
a bigger scale, home-based bakeries may need to invest more in brand creation and
promotion. For example, consumer wants the design of trendy (e.g., create with Disney
character). But with a strong branding and ethical perspective, the company can’t cater
due to the patent right. Lastly, compare with the domestic bakery, huge manufacturing
plus and retail nature, a lot of challenges like export and import issues, government rules
and regulations, inflation is a direct impact on the business. However, home-based
bakeries can leverage their agility, local customer relationships, and personalized
approach to carve out a niche and compete effectively in their specific market segment
without too many constraints.
Form the people from a high level in order to cope with and get the improved
management of people are continuously focusing following area
 Innovation and idea generation among employees, and engagement in R&D to
create distinctive and innovative bakery products that match global trends and
changing consumer tastes. Create an attractive brand story, use digital
marketing, and engage customers on social media.
 Improve the supply chain to provide high-quality ingredients and raw materials on
time. Implement robust inventory management systems and adopt efficient
production processes to minimize waste, reduce costs, and optimize overall
operations.
 Finally, sending people overseas for practical training for international standard
practice adaptation transformation localization-to-standardization.
Localization Vs standardization dilemma in response at risk vs crisis situation

Due to the military coup, political instability as a result of the civil war has occurred in
Myanmar. As a consequence, young and experienced people went abroad for an overseas
job, which tends to contribute to the skilled labor shortage. And due to the government's

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restricted import and export policy, shortages of exported raw and packaging materials and
uncertainty in regulations, tax policies, and enforcement can hinder bakeries' ability to
operate effectively and plan for long-term growth, hindering investments and expansion
plans. Thus, management people learn local food safety, trading rules and regulations,
labeling, import/export, and business compliance regulations. Avoid disruptions or penalties
by ensuring the bakery sector meets all legal and regulatory requirements.
Conclude that overcoming these resistance factors as an HR professional is vital to
boost employees’ capabilities and capacities which also put indirect effort to get the
development. Thus, management must communicate the rationale and benefits of adopting
international practices, involve employees in decision-making, provide adequate training and
support, and demonstrate the value of the changes through successful implementation and
positive results. Localizing global practices requires a culture of openness to change and
constant learning, robust succession planning, and an attractive pay package. By doing so
the company can retina existing talented employees and able to expand the talent pool who
already gets familiarity with global practices.

Question 7

How far do you agree that employment regulation in your country strikes a reasonable
balance between the interests of employers and employees? Justify your answer with
examples of specific employment laws.

According to Myanmar Employment and Skill Development Law (Pyidaungsu

Hluttaw Law 29/2013), the Myanmar Ministry of Labour (MOL) enforces all business
organizations to adopt standard employment contracts (EC) after its enactment in 2015.
Section 5(b) there mandates comprehensively on Employee Compensation, probation
period, notice period required for termination, service credit, unemployment insurance, etc.
(Thomson Reuters, n.d.). However, there’s no way to fit one size for all. This leads to a lot of
arguable points with the different requirements of different industries
Employment contracts must be filed at the township authority under MOL, and the
Directorate of Labour must approve any changes. Legal enforcement reduces
disagreements and miscommunication, particularly in the following areas. For taking
disciplinary action effectively, an EC says employees are totally bound to obey the company,
factory, or associated business's described working hours and duties. That also requires
employees to follow the administration-approved work-type rules. Any breaches of prevailing
rules and regulations by the company could be taken action under Section 14 (b) (1).
As an instant for employee misconduct, Section 14 (b) (1) gives the employer the full
right to terminate an employee's employment after three formal warnings with proper
employee acknowledgment (first-time verbal warning, second-time written warning, last and
final written warning), for minor offenses such as late clock-in. That’s challenging for a retail
organization with widespread of stores across the country like Myanmar where the
management team could not take immediate action for a breach of company rules and
regulations happening far away at stores. Most of the time, all three warnings, first, second,
and sometimes third have to be taken action in one shot by the time, the management team
interrogates the case. Eventually, it happened to terminate the employee with three
breaches.
However, Section 15 (f) also gives employers full right for prompt termination in case
of serious misconduct, such as drug abuse, or a criminal offense under Myanmar laws &

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legislation. Based on experience, culprits used to take drugs in the restroom where it is hard
to get caught. For the efficient operation of a business, the law grants an employer to assign
employees any task if it won’t be violating against law. This’s fully legitimate and binding to
every employee.
For business data confidentiality and to protect intellectual property, employees are
fully responsible for safeguarding and responsibly using all company property and
resources. In case of theft or misuse, law enforcement employees are to be liable for making
restitution to the employers in an amount not exceeding half of the employee's monthly
regular income. Again, there also is a clause included to protect an employer's personal,
trade secret, or proprietary information. However, this ceiling set by law would be
exceptionally rare to cover the amount potentially lost by an employer.
In the resignation clause, the employee must give one month's notice upon
submission of the resignation letter. For employers, if an employee fails to report three
working days consecutively or five days in a month, it could terminate the employee without
a notice period. Practically, some of the resigned staff are misusing this clause in another
way. In organization, it gives unethical employees a big opportunity to run away with
intellectual assets like recipe ratio and laptops. That exposes employers to a huge risk of
losing company property since there is no legally enforceable clause included in the
Standard EC template.
Having said that, this could truly serve to strike fair balance between employees and
business from an HR perspective. Again, what's more, under section 17: a & b clause
number 4 & 8, both parties have the full right to bring and defend to take legal action at trial
against each other. Basically, both sides are getting benefits from having this written
agreement outlining the terms of their employment relationship.
Balancing between Employee and Employer Myanmar Minimum Wages Act, (2013)

Furthermore, the “Myanmar Minimum Wages Act, 2013” also ensures minimum
daily wages pushing up employee basic salary significantly which had, in fact, benefited both
employers and employees. Essentially, employers look for a much more efficient process
architect while employees enjoy a bigger pay pack (Minimum Wage Law (2013) - Myanmar
Law Library, n.d.). Despite this fact, it limits in considering extending the additional
allowances even for the large organization. For unethical organizations, other allowances
are added together into salary in meeting this minimum amount.
Balancing between Employee and Employer Myanmar Factories Act, (1951)

For working hours, the “Myanmar Factories Act of (1951)” defined ordinary working
hours per week as 48 hours (excluding overtime) which limits very well over the usual long
working hours requirement industry like garment factories. It’s also restricted to 16 hours per
week with the employee's consent. That could protect employees from undue pressure to
work long hours while employers have reasonable room to set productive shifts (Factories
Act (1951) (Amended in 2016) - Myanmar Law Library, 2016). But for the bakery
manufacturing industry, it becomes the biggest constraint, especially for the cake decoration
department where limited skillful labor in the market with high sales demand.
Law also stated that overtime schedules must be submitted to Myanmar Factories
and General Labour Laws Inspection Department (FGLLID) at least seven days ahead which
is compulsory to include employee consent reserving individual rights while minimizing the

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risk of being intimidated by the employer. For high-demand-driven food retailers, it could be
quite impractical to submit an OT schedule seven days ahead. Eventually, HR end up
putting everyone on an OT schedule. It also contradicts with weekly OT hour limitation.

Balancing between Employee and Employer Myanmar Leave and Holidays Act (1951)

The “Myanmar Leave and Holidays Act (1951)” allows 10 days of annual leave plus
6 days of casual leave per year. Even if all paid leave has been used up, it is a must for
employers to grant unpaid leave, such as bereavement leave. (Myanmar - the Leave and
Holidays Act, 1951). For huge food manufacturing businesses with specialized skill
requirements like, that’s a huge negative in achieving high productivity with a lot of
employees taking leaves unlimitedly.
In conclusion, law safeguards both the employee’s and employer’s rights to a certain
extent. Of course, there may contain loopholes that could potentially be exploited to the
detriment to each party. Example: Letter of Resignation from Employment. Both parties
possess the legal capacity to initiate legal proceedings against one another. In general,
implementing a comprehensive approach can help to reduce risks and prevent
misunderstandings in various areas, including defining roles and responsibilities, determining
remuneration and benefits, establishing mutually agreed-upon performance standards, and
implementing a code of conduct. These measures can also serve to protect the employer's
interests.

Question 12

The Office for National Statistics (2021) found that good management practices were
associated with higher productivity. Critically analyze the main ways in which your
organization could improve its management practices in order to boost productivity.

Before establishing practices to increase employee productivity, leaders must assess

the current level of productivity and establish metrics to track the effects of these practices.
Different businesses measure productivity in various ways, including product output per
employee, revenue generated per employee, completed tasks, and other quantifiable KPIs.
Without a measurement system, it’ll be impossible to determine whether the implemented
practices are producing results (Ainomugisha, 2021). Following described practices that
current organizations implement to enhance employee productivity.

The organization, current working, functions include Mass Food Production,

operational sales on the shop floor, and Supporting Units. E.g McDonalds. Thus, aligning
with high work performance starts with a clearer mission and value, and attainable goals for
all employees. Goals must support the company's strategy to inspire and encourage
employees. Thus, at the start of every fiscal year, under each pillar, all units set KPIs that
support the business's mission and boost the economy.

After defining a clearer KPI that impacts business profitability and examining people's
skills talent and competencies. Top management analyses the gaps between hard and soft
talents to create a talent management strategy that’ll help the company achieve its goals and
improve people’s capabilities and capacities in the meantime.

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 Top people encourage leaders and manage and analyze people, tasks, and technical
improvements that reduce employee workload. With the approach of MBWA, Manage by
Wandering around throughout the workplace, asking how things are doing and what could
be improved (Management by wandering around: 2020). Active participation, attention, and
the realization that most employees want the organization to succeed are essential for
successful management by walking around. A comprehensive talent development plan and
training are needed to create talent management, skill sets, and competencies.
Implementing a 360' performance management system, encouraging employee participation
and self-improvement, and reassessing and reviewing the talent development plan is part of
the program succession. Top management accepted that High-Performance Work (HPWPs)
practices fall within three broad areas (What Is High-Performance Working, 2020). These
are:

 High employee involvement.

 Human resource practices.
 Reward and commitment practice

Find out first what knowledge and abilities are crucial to the organization's success.
Examining the functions, duties, job designs, and qualifications necessary for each post is
part of this process. After that plan for the growth of the best employees. Mapping the
training and development opportunities employees need to gain the indicated skills and
competencies based on the documented skills and competencies. Once the talent
development strategy has been mapped out, training and development programs have
been made available to staff which is the next step. Some examples of this type of training in
the current organization are on-the-job training with experts based on specific areas (e.g.,
food safety, Food R&D training), workshops, and practical classroom training. (Bevan &
Lancaster University, 2012)

After the initial cycle, implement a Performance Development Rating (PDR) system
to give employees regular feedback on their progress in acquiring the necessary skills and
competencies (Czerwonka, 2022). HR department's main goal is to help managers and staff
members hold open and honest performance appraisal reviews on a quarterly basis
(Sudheendra, n.d.). Well-defined objectives, timely performance evaluation, and enough
personal and professional development are among these.

High performance and corporate productivity also include giving regular training
programs such as online learning, practical job experiments so-called blended learning,
fostering networking and collaboration, and publicly acknowledging and honoring their skills
and knowledge improvements one of the HPWPs practices. Finally, assess the talent
development program's goals, employee satisfaction with training and development, and
future areas for improvement.

Implementing those above points helps employees set goals and structure their
achievements. Thus, knowing their performance is evaluated motivates them to achieve
personal and company goals. Working collaboratively to create goals, build an action plan,
analyze progress, and suggest improvements increase corporate profitability (Galton
College, 2017).

Without a PDR plan and methodology, a company may face these issues (Everitt, 2021):

 Employees are unaware of company goals.

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  KPIs are undefined and unmeasured.
 Employee aims and interests are unknown to management.
 individual evaluations are inconsistent, making it hard to tell if an individual is
improving or declining.

Not only it’s important to implement systematic workforce planning, talent skill gap
analysis, and a good performance development program that includes the enhancement of
behavioral skills, but organizations are also constantly aligned with various efforts to
consider the relationship between 'good work,' employee health and wellbeing, business
performance, and employee productivity (Bevan & Lancaster University, 2012).

Review & monitor the performance progress and KPI achievement to determine
basic salary, incentives, commissions, and incremental rates. Important for top management
always make sure the pay is market-competitive (Wooll, 2022). Recognizing and rewarding
employees, for their work such as long service and leadership value awards, performance
bonuses, and promotions are examples, and always prepare readiness for the talented
pipeline, which is in alignment with a business expansion plan. Also provide flexible work
arrangements and sabbatical leaves: programs that give workers flexibility in their schedules
and places (Employee-benefits, 2023). Telecommuting, job-sharing, and flexible hours are
other solid examples.

Nevertheless, for the sake of employee’s health and wellness programs, company
provides health insurance, wellness workshops, mental health assistance, and medical care
to enhance employee health (Ichniowski et al., 1995). Additionally, offer long-term and short-
term loan benefits, emergency loan help, and legal assistance to employees. Last but not
least, employee engagement initiatives such as feedback/ employee Net Promoter surveys,
team-building activities, and appreciation events promote employee engagement and
retention. Health insurance, retirement programs, life insurance, and incentive programs
support their families as well (Employee-benefits, 2023).

It can be concluded that the purpose of HPWPs is to generate a long-term market

advantage. The value may be created for a company if its employees are treated well,
which in turn affects how the company treats its consumers. If the execution of an HPW is
difficult to imitate, the competitive advantage it provides can be maintained for a long time.
To achieve this goal, an HPWS's installation and development must span a sufficient
amount of time for participants to make mistakes and build upon them. Due to the natural
evolution of HPWPs, competitors cannot just copy the procedure; they must personally
undergo it and make provisions for organizational needs adaptation (Lloyd, n.d.).

Question 15

Sustainable HRM has been identified as an alternative approach to Strategic HRM,

with a broader focus on economic, social, human, and environmental factors
compared with Strategic HRM’s focus on financial goals. Critically assess how People
Professionals can promote sustainable HRM. Illustrate your answer with THREE
distinct and specific examples.

Since business is growing, developing human assets is essential for future growth,
which benefits financial sustainability. Thus, HR professionals must develop people's skills

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every HR professional assessed the company's current and long-term employment needs
(Shrm, 2021) and produced a people strategy (Strategic Direction, 2023).

Example 1: Define workforce planning that impacts financial sustainability.

Every HR professional review people's resource with business leaders based on the
company's short- and long-term needs. To guarantee that the HR roadmap is aligned with
the company's strategic goal and under the annual accumulated financial figure, this
consideration must be factored into the retention, recruiting, training, performance
development, and appraisal planning stages. After a company hires individuals, it must
provide appropriate training, assess hard and soft skills, provide 360-degree feedback, and
provide attractive salaries and perks based on each employee's performance.
Second, HRBPs build talent and acquisition practices that promote the employer
brand and make it easier to hire top personnel. Streamlining the hiring process, respecting
applicants' time, contacting them immediately, and using favourable remarks for HR
marketing (Indeed Editorial Team, 2023) are current practices. Annual employee
engagement programs encourage teamwork and participation. Encourage the recruitment
manager to identify a candidate with company-aligned goals, soft and hard abilities, and
attitude. Once the performance development program has been analysed and put into place,
the third step is to identify the skill gap and begin improvement, as stated by Ärlström
et al. (2018). The program's overarching goal is to help every employee develop their
competency, leadership, and "soft" skills. However, key performance indicators (KPIs)
should be established for each department and made consistent with the company’s
strategic plan.
Finally investing in training and upskilling programs and creating learning
opportunities to promote everyone with a blended learning approach, which includes
classroom, online, and on-the-job training. Thus, businesses can equip employees with
necessary competencies to address evolving challenges and seize new opportunities.
Recognizing and addressing potential risks and constraints requires organizations to take
sustainable workforce planning methods into people’s professional own hands (App et al.,
2012).
 Limiting qualified candidates for crucial tasks can delay productivity, creativity, and
growth. This can cause imbalances, poor production, and higher costs due to
overstaffing and understaffing in some areas.
 Without career development, training, and succession planning, employees may feel
underappreciated and leave. High turnover increases recruitment costs, institutional
knowledge loss, and business interruptions.
 It helps the organization adapt to new market trends, technologies, and client needs.
This can reduce corporate sustainability, competitiveness, and opportunity.
In order to mitigate this risk, now every HR leader is taking on the accountability role and
selling the ideas in a consistent manner with the following route map:
 Educate the HR team and business executive on the HRIS system to aid data-driven
decision-making and analytics.

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  Support workforce planning budgets and prioritize expenditures in high-impact areas,
such as important positions and skill gaps (e.g., business expansion plan).
 Explain workforce planning strategies to employees and stakeholders so they know
how to utilize the manpower efficiently and effectively based on revenue per person.
 In line with the group performance improvement program, regularly review staff
capabilities to identify gaps.
 However, HR, business, and C-suite coordination align personnel planning with
organizational goals. And Review and adjust staffing strategies as business
conditions change.
Example 2: Reward and Recognition Program that impact the economics
sustainability
A good reward and recognition program can help a company's bottom line. This
program supports economic sustainability, and once the people development program has
been set and their output reaches the standard benchmark, it must connect with
performance pay and productivity (Ichniowski et al., 1995).
By implementing performance-related pay links with KPI settings that can help
employees perform at a high level, the organization can improve productivity and reduce
labor costs. Health insurance, retirement programs, and paid time off are attracting and
retaining top employees and reducing turnover; also, benefits programs currently imply this
to all. The benefits program includes not only monetary compensation but also additional
privileges irrelevant to each person’s performance and made available to all individuals.
Providing online medical consultations, a discount program, a loan and assets hire purchase
program, health insurance, sabbatical leave programs, and flexible scheduling can enhance
work-life balance, thereby enhancing job satisfaction and productivity (Chamsa & Blandónb,
2018).

Unless perform in this part in a less progressive manner it’ll lead to potential risks
such as poor reward and recognition program execution can waste resources it can raise
people’s expenses, and lowers ROI. Program failure can harm company culture and morale
and impact on high turnover and low retention. This can produce a toxic workplace, hurting
employee well-being, productivity, and the company's financial stability. Missed talent
acquisition and retention opportunities can lead to employee prejudices, favouritism, and
uneven treatment.

Thus, a sitting in the role of people professional taking accountability of, fair, honest,
and linked with the company's values and goals reward and recognition programs maximize
economic sustainability. To optimize results, the program must be transparent, evaluated,
and adjusted regularly.

Example 3: The digital transformation that impacts the environment sustainability

Now top management is pushing to use a cloud-based system is another

technological advancement that organization is still helping businesses provide a procedure
that contributes to environmental sustainability as well. Most of the areas still keep paper
copies of their most important documents. When data is stored securely in the cloud, it
becomes more easily accessible to all parties. By archiving files in the cloud, employees can
avoid handling paperwork. Saving money on paper, and filing cabinets, and moving
previously paper-based processes online. Reducing the need for in-person meetings and

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facilitating remote work through the use of the Internet and other digital means of
communication. On the other hand, this’s one of the ways in which employees can improve
their digital competence.

Data analytics software boosts organizational profitability, efficiency, and managerial

decision-making. Developing digital products and services to expand markets and sales.
Chatbots and other digital tools are commonly used to improve customer service and online
shopping. (Leave Board's 2023 HR Technology Predictions: How to Benefit from the Digital
Revolution and Stay Competitive).
However, energy use affects overhead costs. Upgrading hardware and replacing
outdated technology is essential until it overloads the system and produces unreliable data
and reports. Today's ecologically sensitive society scrutinizes companies' environmental
practices. Neglecting environmental sustainability in digital transformation projects can
undermine the reputation and stakeholder trust. This can affect customer loyalty, investor
confidence, and regulatory and community relations
Finally, top management reflects on and educates employees on Green HR practices
to create a sustainable organization. Environmentalism improves employee behavior, says
Sayed (2022). Notify everyone about workplace paper printing unless necessary. Use a
hand dryer instead of tissue paper and encourage employees to save electricity. Enforce the
company's green business model to conserve electricity, minimize waste, increase
efficiency, and promote reducing, reusing, and recycling. When organizing the engagement
program, HR makes sure all gifts and assets are eco-friendly. Employees also enjoy
working for a sustainable, growing company. Finally, environmentally and employee-friendly
company attract more customers.
Conclude that Goya (2018) efficient HRM boosts profits thus, sustainable HRM
mitigates HRM's negative effects on staff by introducing new people management ideas that
don't compromise the organization's and enable it to meet future needs. Sustainable HR
practices include job security, education, and community service.

References List

1. Ainomugisha, G. (2021). Good Management Practices to Improve Staff Productivity.

The 6Q Blog. Available at https://inside.6q.io/good-management-practices-to-
improve-staff-productivity/ [Accessed 27th Apr 2023]
2. App, S., Merk, J., & Büttgen, M. (2012). Employer branding: Sustainable HRM as a
competitive advantage in the market for High-Quality employees. Management
Revue, 23(3), 262-278.
3. Ärlström, M. J., Saru, E., Vanhala, S., & JSTOR. (2018). Sustainable human resource
management with the salience of stakeholders: A top management perspective.
Journal of Business Ethics, 153(3), 703-724 (22 pages).
4. Bauman, Z. (1998). On globalization or globalization for some, localization for some
other. Thesis Eleven, 54(1), 37–49.
5. Bevan, S. (2012). Good work, high performance and productivity. The Work
Foundation.

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