Name:Usman Arshad

Student I'd:23014954

Essay 1

Question: In order to achieve sustained competitive advantage, adopting a low cost business
strategy requires increasing HRM efficiencies. Drawing on the case study evidence (i.e
examples, quotes) evaluates three key HR areas in which the Adhunik leadership can
demonstrate greater comparative value of its employees.

Introduction

Adhunik, an international company, is focused on creating home furnishing furniture at

reasonable prices. Adhunik's case study provides knowledge about their strategies, leadership
style, and HRM practices. (Salleh, Prikshar, and Nankervis, 2016). This essay is related to the
low-cost business strategy adopted by Adhunik’s. In this, we will let you know about different
dimensions of HRM and how this company works to reduce costs to achieve stability and
profits. (O' Riordan, 2017).

Adhunik's Low-Cost Business Strategy:

To adopt a low-cost business strategy, Adhunik Company has made enormous warehouses.
They target the customer who is conscious about prices, not the rich ones only. Their founder,
Dilraj, insists his workers get maximum output at low cost. (Reidy,2020) Adhunik company does
not make large commitments, incentives, rewards, and any training opportunities for their
employees, it’s one of the schemes that let them to make high growth in low cost. (Gittel and
Bamber,2013).

The selection based concern of this organization has upraised concerns regarding management
posts. The current workers of the company notices whether the selected managers have skills
to be fit on his post. If they don't find the managers applicable on the set post, then they raise
concerns, and it makes the unhealthy workplace. (Tomasetti 2021). Sebstian Wolfe is at the
post of director, but still the founder of the company, Dilraj works for interviewing as well as
finance guidance, salary discussions, etc. It indicates that the director is not trustworthy for
him. (Ferdousi and Abedin, 2023)

Firm Reward Scheme:

The scheme of non-rewarding makes the jobbies undervalued. There is National Living Wage
only, in spite of more efforts, overtime, frontline duties, the workers get no incentives, rewards,
or any kind of appreciation. It makes them insecure as well (Islami, Mustafa, and Latkovij,
2020). Their staff works with a minimum of 10% less effort than the staff of similar industries as
they don’t get paid accordingly. To evaluate three key HR areas where Adhunik leadership can
establish greater comparative value of its employees within a low-cost business strategy, we
can emphasis on recruitment and selection, training and growth, and employee commitment
and preservation.

Recruitment and Selection:

• Adhunik leadership can accentuate hiring strategies that focus on attracting candidates
who align with the company's values and culture while also possessing the necessary skills and
competencies. By leveraging targeted conscription efforts and implementing rigorous selection
processes, the company can ensure that they onboard employees who are not only cost-
effective but also highly productive.

Example: "Adhunik leadership can follow the example of companies like Southwest Airlines,
known for their stringent hiring practices aimed at detecting candidates who exhibit a strong
cultural fit and a passion for customer service. By selecting employees who embody the
company's values, Adhunik can guarantee long-term victory and sustainability."

Training and Development:

• Implementing cost-effective training and development programs can enhance

employees' skills and competencies, thus increasing their value to the organization. Adhunik
leadership can invest in targeted training initiatives that address specific skill gaps while also
offering opportunities for career advancement and personal growth.

Example: "Companies like Walmart have demonstrated the effectiveness of investing in

employee training through initiatives such as their Walmart Academy program. Adhunik can
adopt similar approaches by providing comprehensive training that equips employees with the
necessary skills to excel in their roles, ultimately increasing their value to the organization."

Employee Engagement and Retention:

• Creating a positive work environment where employees feel valued and engaged can
significantly impact productivity and retention rates. Adhunik leadership can implement
strategies such as regular feedback mechanisms, recognition programs, and opportunities for
employee involvement in decision-making processes.
Example: "Google is renowned for its employee-centric culture, offering perks such as flexible
work hours, wellness programs, and opportunities for career development. Adhunik can learn
from Google's approach by prioritizing employee well-being and fostering a sense of belonging
within the organization, thus increasing employee satisfaction and retention."

By focusing on these key areas of HRM within a low-cost business strategy, Adhunik leadership
can effectively demonstrate the comparative value of its employees, thereby contributing to
sustained competitive advantage in the marketplace.

Examples Supporting the Low-Cost Business Strategy and Low-Commitment HRM

The company works on hiring on an internal level instead of hiring from outside the
department. They do internal promotions for applying low income strategy. The people who
apply for a bigger position expect more salaries and incentives that's why they don't open it.
Other than this, they hire staff from the references of their staff or relatives. It creates
discrimination and unfairness due to which the reputation is damaged. (CIPD,2013)

This organization makes money through short-term financial services instead of gaining
customer trust and making long-term impacts. They don't give any incentives or rewards other
than the National Living Wage to their employees. (Cahyadi et al.,2022)

Saving money emphasizes precedency over talent attainment when one of the Adhunik owners
Harveen initiated the appointment of managers of the country in supervision of international
expansions. This strategic approach implies that international managers are willing to take
expertise and experience if the company fills the cheaper side with able individuals. This idea is
more concerned about overseas actions that will get success or not by adopting these selection
criteria. To wind up discussion, i would say that Adhunik company forces on only minimizing
cost, unfair selection criteria, ignoring efforts, neglecting the benefit of long-term effectiveness,
which shows that it may goes down time to time.

Conclusion

In a nutshell, Adhunik’s case study indicates strong sign for its pledge that low- commitment
HRM practices are the foundation of its low-cost company strategy. Recruiting, selection,
training programs, internships, and play plans in short everything is based on cost cutting as a
primary objective. With the cost-cutting strategy, maximizing revenue and minimizing cost go
hand in hand. Adhunik Company should manage the conditions according to unremarkable
changing market demands and competition. Balancing should be the main goal as sustainability
and profits can only be achieved by it.
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Essay 2

Advancing equality; a case study to critical analyze the Adhunik’s approach of gender
equality

The drive for gender equality within organizations has evolved into a crucial business
imperative. There are numerous studies which highlights that diversity and inclusion initiatives
not only enhance financial outcomes, innovation, and employee satisfaction (Singh et al., 2019;
Abele & Harris, 2018), but also require a holistic approach to tackle systemic biases and foster
an inclusive work environment. This essay is critically assessing the Adhunik's current approach
to gender equality. This will suggest many ways in which its Equity, Diversity, and Inclusion (EDI)
strategy could be broadened to align with its commercial objectives.

There are some major issues noted regarding Adhunik’s approach. For example, there is a need
of unconscious bias training which a limited approach is. According to dobbin and Kalev,
unconscious bias training does not affect behavior but when it is joined with the structural
reforms like addressing institutionalised prejudice in recruition, promotion, and evaluation of
performance. This case study is also about mentoring programm for women. Though
mentorship holds promise, its effectiveness minimizes when it perpetuates the existing power
structures or results in superficial relationships. In addition, setting quotas for women in
leadership roles may backfire without accompanying initiatives tackling root issues like unequal
access to training and career advancement opportunities.

Researchers also have noted that bunch of people having creative minds which definitely gives
them an edge (Schomaker and Tetlock, 2017). A study by Shore et al. (2011) shows that when
workers are being valued and get respected then they always prefer to stay with their company
and jobs. Allowing communication, care and comfortable environment can brings creativity
which brings more workers. EDI programs including race awareness education, effective
training programs, and throughout management development encourages trust, love, lower
employment. And these can ultimately help to improve the net performance of organization.

The case study shows the Adhunik’s current method to Equity, Diversity, and Inclusion (EDI) is
not seems to be good enough. As, workplace is not diverse enough and past employees have
mentioned their ages and gender related complaints. Older workers are not hired for
management positions is also a major cause of ageism in company. Therefore, this essay
highlights that Adhunik has to made a complete EDI strategy to get true gender equality and
the financial gains that accompany it. Making a stronger plan can help Adhunik’s leaders to
achieve their goals by fostering openness, creativity, and teamwork among workers. This plan
must have three major goals:

1. Targeted Recruitment and Retention: Vital recruitment and retention strategies are crucially
important for bridging gender imbalances in working areas. To tackle this challenge, companies
must adopt proactive recruitment methods to attract skilled female candidates. Moreover,
employing diverse interview panels and implementing blind resume evaluations can mitigate
unconscious bias during hiring. In addition, enhancing retention can be achieved through robust
maternity leave policies, flexible work options, and manager training on unconscious bias.
These initiatives make more inclusive and inviting workplace for women and also cultivates a
diverse and dynamic workforce (Abele & Harris, 2018).

2. Effective mentorship programs: Creating effective mentorship programs is essential for

advancing women's careers and nurturing leaders within organizations. Instead of merely
pairing junior and senior employees, Adhunik should establish a structured mentorship
framework connecting women with mentors who offer guidance on career paths, sponsorship
opportunities, and advocate for their professional growth. (Eagly and Caraway (2007) has
emphasized the effectivity of mentorship programs that gives a complete support to women as
they navigate their careers. These programs really address unique challenges such as gender
biases while offering opportunities for skill-building, networking, and mentorship. By focusing
on these initiatives, Adhunik can empower women within the organization, encourage their
career progression, and also contribute to a diverse and inclusive leadership landscape.

3. Empowering Decisions through data and Accountability:

Collecting and analyzing detailed data on gender representation across all levels within
organizations is essential for successful Equity, Diversity, and Inclusion (EDI) initiatives. This data
identifies gender imbalances and also monitors the progress to achieving gender equality
objectives. By understanding where inequities exist, companies can more effectively address
them. Manager’s accountability for meeting diversity targets and bringing up an inclusive work
environment is crucial. Managers entrusted with promoting diversity and inclusion are more
likely to take proactive steps to address biases and create opportunities for underrepresented
groups. This encourages an environment of accountability and dedication to bringing about
lasting organizational change, leading to a more equitable and inclusive workplace. [Thomas,
2018].

For the improvement of Adhunik's commercial aims, these tactics must be implemented. An
inclusive workforce brings the innovation by having different viewpoints and experiences [Hunt
et al., 2015]. This fosters a more innovative problem-solving approach and the development of
fresh solutions. In addition, by fostering a work environment where women feel valued and
supported, Adhunik can attract and retain top female talent, thereby enhancing employee
engagement and satisfaction. This results in heightened productivity and reduced staff
turnover, both of which significantly impact a company's profitability [Ackerman et al., 2019].

Advancing gender equality within organizations is not only a moral imperative but also a
fundamental business necessity. While Adhunik's current efforts towards gender equality show
some progress, they fall short in addressing systemic biases and fostering an inclusive
workplace culture. To truly achieve gender equality and unlock the associated financial
advantages, Adhunik must adopt a more comprehensive Equity, Diversity, and Inclusion (EDI)
strategy.

Adhunik's commitment to gender equality by implementing EDI strategy will not only enhance
the company's success but also foster a fairer and more prosperous society overall.

This research investigated the effectiveness of a comprehensive EDI strategy in advancing

gender equality in work environments. No doubt, there is a need of more research to pinpoint
precise best practices for implementing these strategies across different industries and
organizational contexts. Additionally, exploring the efficacy of various mentorship programs and
leadership development initiatives tailored specifically for women could be advantageous.
Lastly, longitudinal studies are clearly important to assess the lasting impact of EDI efforts.

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