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Preface
For a long period, human resource alignment has been an issue with many business
organization. Almost all internal and external problems of the organizations and industry result
from poor alignment of HR strategy. This study meant for the organizations and academic
researcher about the arrangement of human resource. An organization may fail to reach their
objective goals because of the HR alignment that is put in place. The organization may have
affected the satisfaction of the customer, the freedom and rights of the employers, the conduct of
the stakeholders or even the wish of the community and environment. Different strategies of HR
alignment are made in this study alongside qualitative and quantitative research to achieve the
This study is mainly meant to help the Eaton industry to structure their HR alignment,
and this is to achieve different goals that will aid satisfaction to every associated group in the
industry. The study involves theoretic framework and conceptual to enable the research process
through a qualitative analysis and subject questions that related to Eaton industry performance. It
has been challenging task collecting factual information about Eaton industry and other
providing the same goods and services. Finally, through effort and determination solution is
found in the result and conclusion sector. Also preferred recommendations are made to make the
Summary
Eaton Industries is a globally known company. Because the company encounters many
changes, it is important for the human resources (HR) department to ensure that every level
within the company advances in the same direction. The HR department is in need of a new HR
strategy and HR goals, so it must review the present state of matters and decide upon the HR
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goals of the company. To determine whether the HR department is already in a favorable
position, it is necessary to check various alignments within the organization that are connected
with HR.
The main research question of this study is, “Is HR sufficiently aligned within Eaton
Hengelo?’” The objective is to conduct interviews and create surveys that can indicate how well
the vertical, horizontal, and implementation alignments reflect values. These values serve as an
item with which to link the various alignments with one another.
To establish whether the HR department was sufficiently aligned, the survey needed to
include the values. The survey was intended for distribution amongst various employees in
different levels within Eaton Hengelo, so it required testing before use. The survey was
disseminated after it was corrected in accordance with the feedback, and two interviews were
held with the head of HR PDD EMEA and the head of HR Eaton Hengelo. This concerned the
vertical alignment. Next, surveys were administered to the HR department to collect data about
HR practices, which related to the horizontal alignment. Lastly, the implementation alignment
was derived from employees on the work floor. A total of 75 participants returned the survey.
Employee engagement was identified as a key concept from the interviews with the head
Communication scored an average mean of 2.1 within the vertical alignment and 2.31 in
the horizontal alignment, and it was ultimately one of the largest gaps between the
which affected the connection between the vertical and implementation alignment.
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Different alignment strategy are made in the theoretical framework and conceptual study,
this is what that has enable the result through questions and methods used.
Eaton’s mission statement is, ‘’We are committed to rewarding our employees for their
exceptional contributions. Employees are provided learning opportunities for growth and safe
working environment.’’ Based on the mission statement and the research findings, this study
recommends that Eaton strives for job enlargement for employees who are sufficiently capable.
It should also organize a yearly event that convenes its workforce to discuss positive outcomes of
every department as well as other topics. Lastly, the company should provide guidance and
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Table of Contents
Summary ......................................................................................................................................... 3
Glossary ........................................................................................................................................ 10
Introduction ................................................................................................................................... 11
Chapter 1 ....................................................................................................................................... 13
2.1.1. Behavior....................................................................................................................... 22
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2.2.2 Horizontal alignment .................................................................................................... 23
3.1 Sub question 1: how do HR policies reflect the values? ......Error! Bookmark not defined.
3.2 Sub question 2:how do the HR practices reflect the values?Error! Bookmark not defined.
3.3 Sub question 3: how do employees perceive the values in the actual practices? ......... Error!
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3.3.1 Materials ........................................................................Error! Bookmark not defined.
5.1 Sub question 1: how do HR policies reflect the values? ......Error! Bookmark not defined.
5.2 Sub question 2: how do HR practices reflect the values? ....Error! Bookmark not defined.
5.3 Sub question 3:how do employees perceive the values in the actual practices? .......... Error!
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5.4 Main question: is HR sufficiently aligned within Eaton Hengelo? .... Error! Bookmark not
defined.
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Glossary
PDD EMEA: Power distribution division. This is the division of which Eaton Hengelo is part of
SHRM: Strategic human resource management. This contains devising and applying a set of
coherent and consistent policies and practices that guarantee contributions from the employees to
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Introduction
The main topic of this bachelor thesis is the alignment of HRM in Eaton Hengelo. This
paper has been written for Eaton Industries, Hengelo. The objective is to determine whether the
HR department has been sufficiently integrated into Eaton to achieve horizontal, vertical, and
implementation alignment. The various alignments have been measured according to the values
The main research question of this research is, “Is HR sufficiently aligned within Eaton
Hengelo?" Qualitative and quantitative research was carried out to answer this question.
Chapter 1 includes a description of the company and a problem analysis. In addition, it specifies
the expectations for this research. Chapter 2 explains the theory concerning horizontal, vertical,
and implementation alignments, including variables that are applicable for this research.
Next, Chapter 3 details the research method. The most important measurement tool in this
research is the values. The research consisted of two stages: interviews and surveys.
Chapter 4 presents the outcomes and data of the interviews and surveys. Then, Chapter 5
explains the answers to the sub-questions and main research question. The study concludes that
there are not substantial discrepancies between the three alignments. However, the data suggest
that the three alignments all have different values that are inadequate in some way, and the
Last, but not least, Chapter 6 offers recommendations for improving the HR alignment within
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Chapter 1
Refrences (voornaam & achternaam Geen letters) This chapter introduces Eaton Industries and
provides important information about the context of the organization. It also clarifies the
reasoning for this research, the satisfaction survey, and the necessary information that prompted
Eaton Hengelo is part of Eaton Industries, a multinational company that produces energy-
mechanical power. The mission statement is “to provide safe, reliable, efficient and sustainable
power management solutions for our global customers.” Moreover, Eaton strives to be the most
admired organization within its market. Eaton Industries is involved in the electrical, aerospace,
filtration, hydraulics, industrial clutches and brakes, plastic extrusion, and vehicle product
categories. Eaton Hengelo focuses on electrical solution systems that produce either complete or
Eaton Hengelo contains nine departments: the operations department, the leadership
team, the HR team, the finance team, the business development and marketing team, and the
research, development, and portfolio team. The Eaton Business System (EBS) represents the
shared foundation of Eaton. This system creates a consensus to run the company in a mutual
manner. It provides Eaton industries with guidelines, goals, and expectations for conducting
business throughout the organization. Eaton Hengelo has implemented the slogan “help the
customer succeed,’’ with an emphasis on internal customers and colleagues who collaborate with
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them. The consensus component of Eaton Industries includes the values on which every strategy,
Environment and communities: seek to improve the environment and our communities
According to many researchers who are employed at Eaton, the company’s branches
should be able to perform well and be in consensus with the Eaton culture if their practices
accurately reflect the values. According to these values, topics were generated to create an
employee satisfaction survey. The most important asset of Eaton is its employees, who produce
the best possible products to deliver to Eaton’s customers. Thus, the company appreciates
employee feedback and takes it into consideration when improving its processes. With this
Eaton Hengelo has an annual revenue of €100,000,000, and the desired annual revenue
totals €200,000,000 within the next five years. However, Eaton Hengelo did not make a profit in
past years, which led Eaton Hengelo to execute many reorganizations. The next paragraph
discusses one such reorganization, which took place in 2016, in more detail. According to
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management, the reorganizations render costs and increase profit. The organization expects that
it will be more profitable in the future due to the reorganisation. During the process, the HR
department informed employees about the terms of the social plan upon which the labor union
In October 2016, the employee satisfaction survey was administered to gauge the level of
employee satisfaction within Eaton Hengelo. The survey repeatedly revealed low levels of
satisfaction with e.g. communicating future goals, employees not trusting the management, lack
Furthermore, the employees exhibited a low level of satisfaction with management and top
management. Nevertheless, they were satisfied with their direct line managers, with whom they
are in direct contact. A research paper completed at Eaton Hengelo in 2016 confirmed this and
stated that the autonomy that employees receive should positively influence employee
engagement and commitment. It also portrayed a low level of employee engagement and
commitment to the company by demonstrating that Eaton applies a top-down approach and
standardized time limited work processes it does not allow much autonomy.
The employee satisfaction survey is distributed every two years to measure satisfaction toward
topics based on the values of Eaton. However, the survey has revealed a low level of satisfaction
compared to the desired outcome. Below, Figure 1 presents topics out of the survey from
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Excellence: 63% Anticipated: 89%
The topics in Figure 1 reflect much lower levels than anticipated. The topics include many
statements that employees must rate on a five-point scale. The differences between actual and
desired outcomes range from 20 to 30%. Employee dissatisfaction could result in higher
absenteeism, turnover, and disengagement as well as less production (Joseph G. Rosse, 2004 ).
Eaton has emphasized employee engagement by implementing its values into every process,
policy, and strategy. The company expected that such implementation would lead to a more
engaged and synthesized workforce. However, according to this survey and the aforementioned
paper, the employee engagement level is not yet achieved. No research has been conducted to
1.1.4. Reorganization
and the gathering of synergies that relate to engineering, marketing, and sales tasks in addition to
the outsourcing of a department to Romania for cheaper production. Positions are being
interchanged within top management to support immediate effectiveness of alterations. Thus far,
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the consequences of this reorganization have included layoffs of many employees and employee
protests in the form of delays to work processes. The workforce has refused to cooperate in this
have conducted many meetings with labor unions to develop a social plan that is suitable for the
The HR alignment should be well kept in a manner that all the department are liable for the
activities kept in place, all issues related a to a specific department are not addressed to the
departments directly. This can Low satisfaction levels to influence a firm’s performance, due to
one being the strategic implementation of human resources. The status of strategic HRM within
Eaton must be diagnosed by exploring the HR alignment within the firm’s management
structure. This can be done by HR alignment comes into play as a connection between HRM and
horizontal, vertical, and implementation. Horizontal alignment concerns the internal, consistent
relationship of HR practices, and vertical alignment focuses on linking the HR strategy to the
business strategy.
resemble the ideal system for its business strategy.By comparison, implementation alignment
encompasses day-to-day experiences of employees with regard to the degree of practical strategy
implementation (Gratton L. &., 2003). For companies to succeed, they must have strong vertical,
horizontal, and implementation alignments (Gratton L. &., 2003). Green et al. (2006) have stated
that organizations that have vertically and horizontally integrated HR purposes and practices
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accomplish more goals and cultivate more engaged and satisfied employees. As mentioned, it is
The main problem at Eaton is employee satisfaction. Employees have exhibited low levels of
satisfaction toward the decisions and practices of Eaton, which should be carried out ethically
and in accordance with the values. This predicament applies to the global organization of Eaton.
Employee satisfaction has affected work processes through protests and discontent with how
Eaton executes its processes. Eaton establishes interconnections within its organization through
its values, thereby positioning the values as a focal point around which to unite Eaton. Eaton
Hengelo must adhere to these international values by implementing them into its strategies,
policies, and practices. The survey reported low levels of satisfaction toward the values, which
has motivated this research into how well the values are aligned to the three components within
Eaton Hengelo.
Since the reorganizations, there has been an increase in work pressure to obtain organizational
goals. Eaton has acquired the LEAN production process in which key components are the re-
assessment of the production line and the achievement of goals with available resources. The
when sales demand increases and necessitates more production, then inventory is pulled, which
only then necessitates the ordering of new supplies. This approach decreases inventory costs and
produces an efficient production flow. An advantage of this process is the ability of companies to
diminish inventory costs and utilize those resources elsewhere. By reducing inventory,
companies can use the extra storage space for other necessities.
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A disadvantage, however, is that the production process is fragile; for example, strikes could
hinder the production process (Hunt, 2011). The pressure of the process is evident from the
employee satisfaction survey, as employees stated that the “just-in-time” approach to inventory
has put pressure on their working methods. Pressure on employees can foster dissatisfaction,
Given that an organization should be structured as a unity function and deliver an outstanding
performance, Eaton Hengelo seeks to identify areas where the values do not align and prohibit
the organization from performing to its fullest. If Eaton continues without knowledge of where
the values are not fully implemented, it can affect the organization’s performance and eventually
All in all, the aspirations of Eaton on the global level are as follows: to render work exciting,
engaging, and meaningful for their employees (measured by the employee engagement survey
rates and hours worked in their communities); and to be a model of inclusion and diversity in the
participation rates in Eaton resource groups). According to the Eaton Industries research group,
the company can accomplish all of these goals by reaching a consensus with regard to work
ethics on the global level, as this would ensure implementation of the values in each branch.
This research involved interviews and surveys to explore the current level of implementation –
and the reason for such a level – with regard to vertical, horizontal, and implementation
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Eaton wishes to provide its employees with work that is exciting, engaging, and meaningful.
and job autonomy. Therefore, in order to determine the degree of consistency between Eaton’s
HR policies and practices, this research analyzes how HR policies within Eaton Hengelo might
reflect the values. It also examines employees’ perceptions of how the practices portray the
values. In combination, this information reveals relations and discrepancies between the intended
and actual outcome of the practices. The data analysis informs recommendations for realigning
certain areas to eventually enhance employee performance, which would have long-term impacts
Chapter 2:
Theoretical Framework
This chapter constructs a theoretical framework for this research paper. The
horizontal/vertical alignment and organization performance are the most important factors in
theoretical framework consideration in this paper. The provided information engage with
relevant theory to explain the function of these alignments for HR and justify the use of this
theory in this research. Studies have shown that big companies have three different forms of HR
alignment, which is a result of organizational strategy and effective HR policy (Gratton &Truss,
2003). Important is that the HR policy offers support, reinforcement and reflection to the
and coherently put into practice. As a result, HRM contributes to better performance of the
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employee and of the organization. The first mentioned is the environment fit that the fit between
The organization performance will details of the performance that relate to people
working in Easton industry, strategy applied, customers and related process carried out. The
individual level, the group level and the entire organizational level will fit between the HR
system and the organization to mark the strategic fit. The other fit gives the fit between the HR
practices in the HR system again, also called the internal fit. The latter fit is the organization kit
that reflects the fit between the HR system and all other systems. The developed model with
three different forms of alignment consists of the horizontal, vertical and implementation
alignment. See figure 1 in the appendix. The model shows how the
organization look when the dimensions come together and where the flaws of the
There are essentially three levels to organizational performance: the individual level, the
group level, and the organizational level. Many variables affect the individual level; for example,
the perceptions of employees influence employee behavior (Stephen P. Robbins, 2010). The
group level is impacted by the behavior of humans in the group, which is informed by the
patterns that are expected of them, the behavior they consider to be acceptable, and the degree to
which they are attracted to one another. The organizational system level includes HR practices
and policies, organizational structure and design, and organizational culture. This level
behavior, organizational citizenship behavior, and job satisfaction (Stephen P. Robbins, 2010).
The variables that are most applicable for organizational structuring for the Eaton industries and
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any other related industrial organization, they include the deviant workplace behavior and job
satisfaction.
2.1.1. Behavior
behavior that affects important organizational norms, such as not abiding by the company’s
values. This behavior can hinder the organization’s performance or its employees (Stephen P.
Robbins, 2010). The organizational behavior of the Easton industry HR will include the series of
pattern related to how workers and other people relate, this will dwell much on personality.
Other factors to be considered will be the job satisfactory theories, whether the theories are taken
into consideration.
The second variable, job satisfaction, refers to the attitude that results from an
employee’s evaluation of the characteristics of his or her job. Job satisfaction mainly relates to
Robbins, 2010). There have been issues with the Eaton workers they have been having tough
working conditions and harassment in the workplace. To make sure that job satisfaction is well
There a many ways to align HR within an organization. It has been studied that an
important factor of aligning human resource management is the organizations culture alongside
the norms of the organization. The culture is a drive for every employee on how to carry out their
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2.2.1 Vertical alignment
competency based. That is, the desired performance competencies must be embedded within the
actual content of HR practices (such as having training program content that centers on
strategy of a company is a set of consistent and coherent HR policies and practices for
values that is widely shared within that organization. Such values encourage certain behaviors
and dictate how companies must treat their employees, customers, communities, and suppliers.
Moreover, the values unite the various corporate, business, and functional strategies. An
organization’s HR strategy must be linked to its organizational strategy. Once all of these
the business strategy and corresponding skills and behaviors (Wright & Snell, 1998). The skills,
behaviors, capabilities, and competencies of employees can provide key competitive advantages
(Pfeffer, 1994). However, different strategies need distinctive HR policies and practices. When
companies employ congruent strategies, policies, and HR practices, they can improve their
strategies can increase competitive advantage (Ulrich, 1997), competitive alignment is something
seems discourage in the Eaton industries. The vertical alignment is described as a good
connection between the organizational strategy and the HR policy. This coherence must be in
line with each other and the HR policy must be the organizational strategy support,
reinforcement and reflection. The organizational strategy is determined by the important choices
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of the main coalition, which show where the organization for state and what it wants to be
(Child, 1972). The organizational strategy is usually defined, but this is rarely the case with small
companies and also in the Eaton thesis case. Nevertheless, the DGA knows what the organization
is for state and what his goals are. The performance effectiveness of the company will be based
These goals and vision of the DGA are often focused on his personal values and goals
and are also called the fundamental choices. In addition, they ensure fundamental choices for the
HR intentions of the DGA and the more they are in line with the organizational strategy, the
better the vertical alignment of HRM is (Knol, 2013). Configuration theory Earlier it was
indicated that Wood (1999) distinguishes four different fit's. However, distinguished Delery and
Doty (1996) two different fits: the contingency and the configuration approach. In Both,
approaches are based on the assumption that more 'fit' makes HRM more effective in the
organization. The contingency approach assumes that the relationship between business
performance, organizational strategy and HR practices, no one wholly applicable set of rules to
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manage organisation. The approach method seems to have adapted to the Eaton industries, this
will affect the organisation performance which is discussed earlier and the job satisfaction.
Research is based on the configuration approach, in this approach there is coherent patterns, or
indeed configurations, looked at the fundamental choices, HR intentions and HR practices of the
DGA. In addition, there is in this approach Assumes that the coherence in HRM contributes to
the company's performance. Further, the goal is to have good horizontal alignment in addition to
The second type of horizontal fit is Inter-HR activity areas fit, such as the selection and
training. This is the type of Alignment is used in the present case study. It involves a long cross
relationship when conducting their business strategies, companies must recognize the value of
their employees and realize that they offer a source of competitive advantage. This type of
alignment can be used in Eaton industry to ensure there is no competition between the workers.
The pressure and job performance would be based on the final industry output of the firm but not
completion from the individuals. The importance of an employee using abilities and skills for the
best interests of the company and recognized it as a component of competitive advantage and a
contribution to the success of the organization (Michael Armstrong, 2002). This kind So, to
manage the capabilities and skills in the work place, HR and HR practices are crucial strategic
factors to gain and maintain competitive advantage (Pfeffer, 1994). Companies need a coherent
This application can be achieved through the development of various mutually supportive
HR practices, which represents horizontal alignment (Tosheva, 2013). Baird and Meshoulam
(1988) have deemed this horizontal alignment to be based on individual HR practices with primary
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HR policies. To excel in this dimension, it is imperative to possess clear, cohesive, consistent, and
interrelated HR practices (Baird Lloyd, 1988). Executing HR practices to gain and maintain a
competitive advantage through employees, their behaviors, their knowledge, their abilities, and the
interactions between them can provide a foundation to devise and implement the strategy (Colbert,
2004). This is where the implementation alignment becomes relevant.The mutual coherence in HR
policy, which indicates how the DGA wants to manage its peoples also called the horizontal
alignment. The goal is to achieve one at HR policy level coherent approach to all HR practices. It
must be clear that these are not HR techniques, but practices at policy level.
A good one horizontal alignment ensures that the HR policy provides a clear and consistent
message offers the same direction to employees and that HR practices embrace each other (Gratton
& Truss,2003). From this we can deduce that if all HR activities have the same direction coherent
message about the desired roles of employees and what is important for the organization. Together
with the vertical alignment, the HR practices can now be horizontal in two ways aligned. The first
way is the extent to which the HR intentions of the DGA are the direction of the HR Practices. The
second way is the degree of mutual cohesion and direction between, HR practices, is also refereed
as internal organisation. This type of alignment will helps companies and organisation like Eaton
industry to make the workers focus on the goals and objectives of the company, this is functional
since it has close relationship with the operational alignment of Eaton industry HRM. The
operational alignment in the horizontal approach guarantees that resources are well kept and
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According to Heneman III, H. G., & Milanowski, A. T. (2004), implementation alignment
Encouragement through HR practices is a key factor in the link between business strategy and
employee performance. It is vital for an organization to analyze the degree to which its employees’
perceptions correspond with the intended messages of its actual HR practices (Jackson, 1989). The
implemented practices and perceptions of employees are considered actual HR practices (S.E.
Khilji, 2006). However, setting a certain degree of the workers perception, the management has to
play a big role and make sure that workers are not reminded about some things, for instance the
functionality of the organization and how distinguished tasks are handled in the company. This
A full study of this alignment is out of scope for this research, which instead explores the
alignments based, to a certain extent, on the degree to which the three alignments reflect the values
of Eaton. Explanation of how to read the conceptual model is all in the text. How can you measure
this, how to have a good alignment. Top model issues need to be elaborated on the implementation
alignment, also called action, indicates how the employees are heading towards recognize and
experience the HR practices. According to Gratton and Truss (2013), it is important that employees
a clear recognition of HR policy in the behavior of manager recognize and reflect the actual HR
practices. The implementation alignment is not sufficient in the Eaton industry in Holland there is
a need to combine both the vertical and horizontal alignment to make effective performance. At
the back of the model there will be similar variations are shown that show where the defects of the
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HR policy lie from these strategies. An example is the cube 'Strategy and Process Driven' which
shows that a certain process and decision is followed after another one. Effectiveness of the
organization is strong if there is a good connection between the HR policy and the organizational
strategy. Yet research shows that this is difficult to achieve and enforce (Gratton & Truss, 2003).
The conceptual model below shows HR practices on the bottom which are used within
Eaton industries. The model then shows strategy, policies and practices which are influenced by
HR practices carried out. The next level portrays the relations between the alignments and the
HR variables. Above the alignments are the variables that influence and are influenced by the
alignments.
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Organizational
Performance
Behaviors
Satisfaction
Alignment
Vertical Horizontal
Implementation
Alignment Alignment
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Main research question
Sub-questions
(iii)
(iv) To what extent are the costs how do employees perceive the benefits of the actual
practices?
(v) Toelichting op vragen en waarom de values gebruikt worden. Sub questions bij wie meet ik
Chapter 3: Methodology
This chapter explains the methods that were utilized to assess the vertical, horizontal, and
implementation alignments within Eaton Hengelo. These methods included two interviews and
three surveys to examine the degree to which the HR policies, practices, and implementation of
Eaton reflect the company’s values. The following paragraphs discuss the survey and interview
methods, which address the questions stated above. The people and techniques included in
providing information in this kind of study are also inclusively discussed. Further, the
methodology and new policy that proposed in the thesis study also considered to bring out the
qualitative outcome
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3.1 Subquestion 1: how do HR policies reflect the values? Kort intro wie is interviewed en dan
materials
3.1.1 Participants
Two people who offered insight into the current representation of the values in the systems are
the head of HR of PDD EMEA Eaton and the head of HR Eaton Hengelo. These individuals
explained the extent to which each policy reflects the values. These participants chosen because
of their level of authority and position as HR representatives of Eaton Hengelo and various
locations in the EMEA. Furthermore, they were unafraid to share their real opinions about the
integration of every value and were highly familiar with the policies and benefits since they must
cascade them down to their teams. They are also mandated to abide by the values and policies
when leading their team to ensure that the philosophy of Eaton is passed on.
3.1.2 Materials
3.1.2.1 Survey
First, it must be clear that answers for this sub-question indicate the reflection of values in each
Sub-questions
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(ii) To what extent do the HR practices reflect the values?
(iii)
(iv) To what extent are the values how do employees perceive the values in the actual
practices?
(v) Toelichting op vragen en waarom de values gebruikt worden. Sub questions bij wie meet ik
Chapter 3: Methodology
This chapter explains the methods that were utilized to assess the vertical, horizontal, and
implementation alignments within Eaton Hengelo. These methods included two interviews and
three surveys to examine the degree to which the HR policies, practices, and implementation of
Eaton reflect the company’s values. The following paragraphs discuss the survey and interview
methods, which address the questions stated above. The people and methods included in
providing information in this kind of study are also inclusively discussed. Further, the
methodology and new policy that are proposed in the thesis study also considered to bring out
3.1 Subquestion 1: how do HR policies reflect the values? Kort intro we is interviewed en dan
materials
3.1.1 Participants
Two people who offered insight into the current representation of the values in the policies are
the head of HR of PDD EMEA Eaton and the head of HR Eaton Hengelo. These individuals
explained the extent to which each policy reflects the values. These participants chosen given
32
their level of authority and position as HR representatives of Eaton Hengelo and various
locations in the EMEA. Furthermore, they were unafraid to share their true opinions about the
integration of every value and were highly familiar with the policies and benefits since they must
cascade them down to their teams. They are also mandated to abide by the values and policies
when leading their team to ensure that the philosophy of Eaton is passed on.
3.1.2 Materials
3.1.2.1 Survey
First, it must be clear that answers for this sub-question indicate the reflection of values in each
HR policy. Therefore, the benefits rated according to participants’ opinions of the extent to
which the values implemented in each policy area. Eaton has five policy areas, which contain
sub-policies that are binding for all employees within Eaton. This sampling method existed
because it was not possible to contact all of Eaton’s employees and secure their participation in
this research. Therefore, a random samples taken within each department. A four-point scale was
selected because it would force participants to decide whether or not the values sufficiently
represented, which could provide more detailed information regarding which costs are and are
not adequately integrated. Moreover, it offers the company more detailed answers. The choices
in the surveys measured whether participants found the benefits to be well integrated. The
answers reveal how integrated the values are within the HR policies. The validity can be
negatively affected by the social expectations, and this could influence the results.
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Appendix 1 specifies the five policy areas. Each area must involve all of Eaton’s benefits in
some way.
Table 1 HR policies
Each value that Eaton wants to exhibit was expressed as a sentence to portray the
meaning behind that value. The questions asked participants if a value is identifiable in the
policy and to rate whether they believe the amount to be sufficiently integrated. All surveys
employed the same method of questioning to permit comparisons when aligning data.
Eaton Industries possesses 31 HR sub-policies that are divided under the policy areas. The five
policy areas used as topics, which led to a total of 55 questions for the current survey: the ten
values stated under each policy and five demographic questions. However, by only measuring
the policy areas, the answers indicate the reflection of values in the overall policy area but not in
the individual policies. To assure information about how different policies reflect the values the
To conclude, the survey contained the five HR policy areas to collect information that
represents all sub-policies. Under the five HR policy areas, the values justified by a statement.
Each statement reflected how Eaton incorporates the corresponding value within each HR policy.
Answers based on the statements. The participants used a four-point scale to respond to each
account. The responses reveal how well the values are integrated into the HR policy areas. To
ensure the reliability of the survey was designed to evaluate the degree of different test items that
examine a similar concept that can produce same results, also known as internal consistency
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While keeping the number of questions to a reasonable amount, the policy areas incorporated
into the survey instead of the individual sub-policies. Thus, all values included under each policy
area, and participants were asked to rate the degree to which the policy areas reflect each value
on a four-point scale.
The four-point scale included the options “very integrated,” “integrated,” “very little
integrated,” and “not at all integrated.” A four-point scale was chosen to increase reliability and
validity, as it would force participants to decide whether values are sufficiently reflected. It can
also avoid confusing participants with too many choices (Chang, 1994). Lozano et al. (2008)
have explained that "that the optimum number of alternatives is between four and seven. With
fewer than four alternatives the reliability and validity decrease, and from seven alternatives
onwards psychometric properties of the scale scarcely increase further" (Lozano, García-Cueto,
& Muñiz, 2008). To compare data from the other two surveys, the Eaton’s policies must
categorized concerning which systems relate to which general HR policy. Appendix 3 presents
the division of Eaton’s HR policies. This survey measured the degree of reflection in the policy
areas but not in the individual systems. An interview was conducted to obtain more in-depth
3.1.2.2 Interview
The discussions began with general questions about the representation of the values
within the business strategy to determine how the business strategy relates to the individual sub-
policies based on the benefits. These insights indicated the vertical alignment. Questions also
posed regarding the representation of the values in the individual policies. This information
offered details about which values are highly visible, in which sub-policies, and why.
35
Subsequently, questions concerning the reflection of the policies in the business strategy gauged
which factors affect the vertical alignment. This inquiry is critical since the other arrangements
Lastly, the value with the lowest score in each policy area was explored to determine why
it is less apparent than the other benefits. Resulting insights can indicate where costs could
receive low scores in the horizontal and implementation alignments because they are being
cascaded down through the policies and practices. Appendix 3 contains the interview questions.
3.1.3 Procedure
First, colleagues in the HR department tested the survey. Feedback requested from
employees who had been employed at Eaton for at least one year and exercised the values in
their work processes. These critiques addressed how the questions formulated, whether the
language was appropriate and understandable for all employees, and if the benefits adequately
described. The feedback was noted together with the person who assessed the survey. Then, the
The next step included the distribution of surveys to the head of HR of PDD EMEA and the head
of HR Eaton Hengelo via an email with a link to the survey. The link directed them to the
program Qualtrics, where they could find the survey. This email was sent approximately one
week before the interviews took place. The answers informed the interview questions. The
interview with the head of HR of PDD EMEA was conducted through Webinar, an online
conference meeting program provided by Eaton, and the interview with the head of Eaton
Hengelo was held in person. These channels were chosen because the communication could be
36
heard properly, and it is most efficient to record the interview. The interview was recorded to
assure reliability and validity and structured to ensure that it gathered the correct information.
The survey data were collected in the Qualtrics program and entered into SPSS. The
mean of the values was calculated by SPSS to determine which answer had chosen on average.
The way was used to compare the costs within the different alignments. Lastly, an overall mean
was calculated in order for a comparison between all alignments to conclude how well HR is
aligned within Eaton. Based on the highest scores, the top three values were administered, and
the three highest-scored policies per each top value were presented. Furthermore, the interview
was transcribed verbatim and then compressed into a summary transcript, which was
subsequently coded as shown in Appendix 4. This process organized, labeled, and compiled the
data for summary and synthesis of their meaning (Miles M. B., 1994). Survey and interview data
were analyzed to address the sub-question, “how do HR policies reflect the values?’’ Since the
interview and survey focused on the reflection of the values within the policies, they helped to
identify where some values lack representation and where others thrive.
3.2.1 Participants
The sample group for this survey was the HR department of the Eaton Hengelo location
because these participants utilize the HR practices on a near-daily basis and are thus more
suitable. The HR department was best suited to explain the reflection of values in HR practices
because they expose work floor employees to the methods. Therefore, HR employees were able
to provide accurate insight into the portrayal of values through HR practices. Moreover, they
37
possess an understanding of how each HR practice should ideally reflect the costs. The HR
department consists of seven people: three advisors, four administrators, and one assistant.
3.2.2 Materials
The five HR practices will be utilized in this survey, alongside each value that will have a
statement relating to each HR practice. This was done in the exact same manner as in the policies
survey of sub-question 1. The criteria to evaluate for feedback concerned the length of the
questions, the clarity of the message, and the suitability of the four-point scale options to
adequately answer the questions. This program calculated the mean, or the answer that was
chosen on average, as well as the Cronbach alpha. The Cronbach alpha indicated which items
could be grouped together to make a comparison. The items were compared using combined
means. This paper presents the top-three highest results from the values alongside the highest
and lowest HR practices. Additionally, it specifies the three highest-scored practices for each top
value, which conveys whether or not a practice emerges often. This information can inform a
recommendation to reduce the high score per practice. Apart from its focus on the HR practices
that are utilized within the HR department, this survey had the same intention as the first: to
explore whether practices are coherent and consistent in their mutual support and to determine
the degree to which they reflect the values. The horizontal alignment is described based on this
information and the values. Essentially, the results of the survey depict how the HR department
recognizes the values within each practice. The coherent and consistent relation between HR
practices must become obvious based on the values to indicate the horizontal alignment; only
then can the results be used for a comparison with the vertical and implementation alignments to
38
The policies and practices are interrelated, so it is important to consider the right relation
when analyzing the data. Appendix 5 clarifies this assertion. This survey was also based on a
four-point scale in order to maintain uniformity of surveys for efficient analysis purposes.
Appendix 6 specifies the HR practices that were used. As Appendix 7 demonstrates, practices
had 10 values listed underneath them. The values were transformed into statements that
HR practice: Recruitment
Value: Health and safety - Eaton makes health and safety measures well known
Additionally, the scale made it possible to determine which values had little or no reflection in
each HR practice.
This survey was once again created with the program Qualtrics. It includes five HR
practices and 10 related values. As in the first survey, the values were rated on a four-point scale.
However, this survey was translated into Dutch to make it easier to read. The choices were “very
integrated,” “integrated,” “very little integrated,” and “not at all integrated.” Employees rated all
values to convey how well each value is apparent in each HR practice as well as how coherent
and consistent the relation is between the HR practices. The survey contained 53 questions, two
of which were demographic inquiries. The survey was distributed to all HR employees, thereby
employing census sampling to gather information. This method was selected because of the
position and specific duties of the employees in the company (Thompson, 2012).
39
3.2.4 Procedure
Once the survey was created, three individuals tested it by completing the survey. They
gave feedback for eliminating ambiguities and making adjustments. The HR department was
informed one week in advance of distribution via an email announcement to all participants that
defined the concept of the research, the role of participants, and the date of distribution. The
survey was disseminated in hard copy to permit in-person delivery of the survey and direct
responses to questions, as this is a more personal approach than sending the survey via e-mail.
The HR department was allotted a time frame of one week to fill in the survey. After completion,
participants returned the survey to the HR mailbox. This process facilitated responses by
allowing participants ample time and opportunities to ask questions and receive a quick response.
The data from this survey were also entered into SPSS to obtain the Cronbach’s alpha,
which indicates how closely items are related. An acceptable value for Cronbach’s alpha can
range from 0.70 to 0.95 (Mohsen Tavakol, 2011). The data collected from this survey address the
sub-question, “how do the HR practices reflect the values?” The employees reported the extent
to which Eaton Hengelo’s HR practices reflect the values. Responses revealed which values were
less apparent than others. The relation between the practices based on the values was then
illustrated by grouping two methods at a time and comparing the mode of each value.
3.3 Subquestion 3: how do employees perceive the benefits in the actual practices?
The next paragraphs elucidate how the perceptions of employees gathered. A survey distributed
to employees on the work floor. This section first describes the participants before explaining the
40
materials for data collection. It concludes by clarifying the distribution procedure and the data
collection method.
3.3.2 Participants
The sample group for this survey was a mix of male and female participants of at least 17
years of age. This group entails regularly interact with the actual HR practices and were thus
qualified to participate. Survey completion was optional, as the coordinators wanted to give
employees the autonomy to express their opinions rather than forcing them. Since 360 employees
were employed at Eaton at the operational level at the time of the research, it was difficult to
acquire answers from all of them. With determination in consultation with the coach from Eaton
that a 30% response rate was attainable and would be sufficient based on previous experiences
with surveys. This rate would yield a sample of 108 respondents. All operational level
departments received the study to ensure that this paper lack confinity to and dependent on only
a few departments and to give each member of the population an equal chance of inclusion
(Andale, 2014).
3.3.1 Materials
A survey was administered to measure perceptions of the values in actual practices. This
survey gauged the extent to which participants perceived the benefits to be apparent in actual HR
practices. The study was comprised of 52 questions, two of which regarded demographics.
Demographical questions were limited to two in view of past situations concerning anonymity.
However, the surveys were numbered to track which surveys and data derived from each
department.
41
The five actual practices in Appendix 5 were incorporated into the survey with a list of the 10
values underneath each. The values were formulated into statements, and employees provided
their opinions about these statements according to a four-point scale. The 10 values were
identical to the first and second survey and are specified in Appendix 9. The information
indicated how strongly the values are reflected in the actual practices. As mentioned in paragraph
3.1.2, all of the surveys contained the same number of items to rate. This consistency was
beneficial for this survey, as it allowed for data comparison based on the values. A possible
setback was receiving insufficient data, which could then threaten the reliability of the findings
and comparisons of the research. To prevent this, reminders were sent to coordinators every three
days. To conclude, this survey consisted of five actual practices which each includes 10 values.
Each value was rated on a four-point scale. The resulting data indicate the extent to which
participants perceive the values to be evident in the actual practices. Additionally, the survey was
designed similarly to the first two surveys to evaluate the degree of test items that examine an
identical concept and ensure reliability. This yielded similar results for later comparison
(Trochim, 2006).
3.3.4 Procedure
To prevent misconceptions or unanswered questions, the survey was discussed with the
four coordinators. The criteria included the level of language, as the questions could not be too
difficult to understand, as well as the number of questions, and particularly whether employees
could answer them all within 10 minutes. After this consultation, changes were implemented and
arrangements were made with the coordinators with regard to the date of distribution of the
survey. The survey was disseminated in hard copy since employees often do not check their e-
mails or are not interested in filling in a survey in their free time. One week before distribution, a
42
preliminary notice was posted in the lunch rooms. The coordinators administered the survey
during the lunch break to ensure that employees had enough time to complete it.
The means from the values were used to compare scores from the three surveys. The
correct policies were matched to the right HR practices and perceived HR practices to facilitate a
comparison using data gathered from SPSS and interviews based on the values. This approach
used the vertical, horizontal, and implementation alignments for comparison with one another.
The benefits were employed as indicators to present and compare the mean of each value. The
norm-score was 1.5 points and signifies either discrepancy or consistency. All benefits from the
4.0 Results
This chapter describes the results of the research. Paragraph 4.1 presents the interview
and survey results concerning vertical alignment. Next, section 4.2 elaborates on the surveys for
horizontal alignment and highlights the top three results with the greatest discrepancies. The
chapter subsequently displays the results demonstrating the implementation alignment. Finally,
paragraph 4.4 compares each value in terms of the policies, practices, and perceived practices in
Appendix 12 and discusses the three lowest corresponding values, according to the mean,
between all three groups. The outcome of the study will include both qualitative and quantitative
analysis, quantitative analysis resulting due to the numerical computation of the data. The
qualitative data results from the interview and survey conducted in the process. The outcome has
included both the horizontal and vertical alignment of the Eaton industry HRM. The survey
43
question are structured in a way that they answer the questions about the vertical alignment
Accountability makes the result of this study shift from vertical alignment to horizontal
alignment when a worker in the Eaton industry realizes that he/she is reliable in any activity in
the corporation them he will do it to total efficiency (Reschovsky, 2008). This would make the
worker and co-worker to work as a team and sway themselves from the competition based
organization. This will relies more production and satisfaction in both the customer and the
management. Vertical alignment also has impacted positively to the outcome of this result since
much considerations are made. For instance, it will result to pre-service on the job these is the
effort and activities to inform new members hired in Eaton industry about the competency nature
of the organization.
4.1 Human resources policies Take the sub questions (volgens de methodology)
Survey participants included the head of HR Eaton Hengelo (respondent 1) and the head
of HR EMEA (respondent 2). Results from respondent 2 dictated how the HR policies within
each Eaton branch in the EMEA should portray the values. Likewise, insights from respondent 1
clarified how the values are evident in the policies within Eaton Hengelo. The mean revealed
how many participants chose a certain answer. As the previous chapter has mentioned, the three
44
The means in Table 2 convey scores of values in each policy group. Also, the combined
mean provides an overall indication of each policy group’s score. The table lists the policies
horizontally and the values vertically. The results with a score of 3 or higher mean were rated
“not integrated” or “not at all integrated.” rated according to participants’ opinions of the extent
to which the values are implemented in each policy area. Eaton has five policy areas, which
contain sub-policies that are binding for all employees within Eaton. This sampling method was
chosen because it was not possible to contact all of Eaton’s employees and secure their
participation in this research. Therefore, a random sample was taken within each department. A
four-point scale was selected because it would force participants to decide whether or not the
values are sufficiently represented, which could provide more detailed information regarding
which values are and are not adequately integrated. Moreover, it offers the company more
detailed answers. The choices in the surveys measured whether participants found the values to
be well integrated. The answers reveal how integrated the values are within the HR policies. The
validity can be negatively affected by the social expectations, this could influence the results.
Appendix 1 specifies the five policy areas. Each area must involve all of Eaton’s values in some
way.
Table 1 HR policies
Each value that Eaton wants to exhibit was expressed as a sentence to portray the meaning
behind that value. The questions asked participants if a value is identifiable in the policy and to
45
rate whether they believe the value to be sufficiently integrated. All surveys employed the same
Eaton Industries possesses 31 HR sub-policies that are divided under the policy areas. The five
policy areas were used as topics, which led to a total of 55 questions for the current survey: the
10 values stated under each policy and five demographic questions. However, by only measuring
the policy areas, the answers indicate the reflection of values in the overall policy area but not in
the individual policies. To assure information about how individual policies reflect the values,
To conclude, the survey contained the five HR policy areas in order to collect information that
represents all sub-policies. Under the five HR policy areas, the values were justified by a
statement. Each statement reflected how Eaton incorporates the corresponding value within each
HR policy. Answers were based off of the statements. The participants used a four-point scale to
respond to each statement. The responses reveal how well the values are integrated into the HR
policy areas. To ensure reliability, the survey was designed to evaluate the degree of different
test items that examine a similar concept that can produce similar results, also known as internal
While keeping the number of questions to a reasonable number, the policy areas were
incorporated into the survey instead of the individual sub-policies. Thus, all values were included
under each policy area, and participants were asked to rate the degree to which the policy areas
The four-point scale included the options “very integrated,” “integrated,” “very little integrated,”
and “not at all integrated.” A four-point scale was chosen to increase reliability and validity, as it
46
would force participants to decide whether values are sufficiently reflected. It can also avoid
confusing participants with too many choices (Chang, 1994). Lozano et al. (2008) have
explained that "that the optimum number of alternatives is between four and seven. With fewer
than four alternatives the reliability and validity decrease, and from seven alternatives onwards
psychometric properties of the scale scarcely increase further" (Lozano, García-Cueto, & Muñiz,
2008). In order to compare data from the other two surveys, Eaton’s policies must be categorized
in terms of which policies relate to which general HR policy. Appendix 3 presents the division of
Eaton’s individual HR policies. This survey measured the degree of reflection in the policy areas
but not in the individual policies. An interview was conducted to obtain more in-depth answers
3.1.2.2 Interview
The interviews began with general questions about representation of the values within the
business strategy to determine how the business strategy relates to the individual sub-policies
based on the values. These insights gave an indication of the vertical alignment. Questions were
also posed regarding representation of the values in the individual policies. This information
offered details about which values are highly visible, in which sub-policies, and why.
Subsequently, questions concerning the reflection of the policies in the business strategy gauged
which factors affect the vertical alignment. This inquiry is important since the other alignments
Lastly, the value with the lowest score in each policy area was explored to determine why it is
less apparent than the other values. Resulting insights can indicate where values could receive
47
low scores in the horizontal and implementation alignments because they are being cascaded
down through the policies and practices. Appendix 3 contains the interview questions.
3.1.3 Procedure
First, colleagues in the HR department tested the survey. Feedback was requested from
employees who had been employed at Eaton for at least one year and exercised the values in
their work processes. These critiques addressed how the questions were formulated, whether the
language was appropriate and understandable for all employees, and if the values were
adequately described. The feedback was noted together with the person who assessed the survey.
The next step included the distribution of surveys to the head of HR of PDD EMEA and the head
of HR Eaton Hengelo via an email with a link to the survey. The link directed them to the
program Qualtrics, where they could find the survey. This email was sent approximately one
week before the interviews took place. The answers informed the interview questions. The
interview with the head of HR of PDD EMEA was conducted through Webinar, an online
conference meeting program provided by Eaton, and the interview with the head of Eaton
Hengelo was held in person. These channels were chosen because the communication could be
heard properly, and it is most efficient to record the interview. The interview was recorded to
assure reliability and validity and structured to ensure that it gathered the correct information.
The survey data were collected in the Qualtrics program and entered into SPSS. The
mean of the values was calculated by SPSS to determine which answer had been chosen on
48
average. The mean was used to compare the values within the different alignments. Lastly, an
overall mean was calculated in order for a comparison between all alignments to conclude how
well HR is aligned within Eaton. Based on the highest scores, the top three values were
administered, and the three highest-scored policies per each top value were presented.
Furthermore, the interview was transcribed verbatim and then compressed into a summary
transcript, which was subsequently coded as shown in Appendix 4. This process organized,
labeled, and compiled the data for summary and synthesis of their meaning (Miles M. B., 1994).
Survey and interview data were analyzed to address the sub-question, “how do HR policies
reflect the values?’’ Since the interview and survey focused on the reflection of the values within
the policies, they helped to identify where some values lack representation and where others
thrive.
3.2.1 Participants
The sample group for this survey was the HR department of the Eaton Hengelo location because
these participants utilize the HR practices on a near-daily basis and are thus more suitable. The
HR department was best suited explain the reflection of values in HR practices because they
expose work floor employees to the practices. Therefore, HR employees were able to provide
accurate insight into the portrayal of values through HR practices. Moreover, they possess an
understanding of how each HR practice should ideally reflect the values. The HR department
consists of seven people: three advisors, four administrators, and one assistant.
3.2.2 Materials
49
The five HR practices will be utilized in this survey, alongside each value that will have a
statement relating to each HR practice. This was done in the exact same manner as in the policies
survey of sub question 1. The criteria to evaluate for feedback concerned the length of the
questions, the clarity of the message, and the suitability of the four-point scale options to
adequately answer the questions. This program calculated the mean, or the answer that was
chosen on average, as well as the Cronbach alpha. The Cronbach alpha indicated which items
could be grouped together to make a comparison. The items were compared using combined
means. This paper presents the top-three highest results from the values alongside the highest
and lowest HR practices. Additionally, it specifies the three highest-scored practices for each top
value, which conveys whether or not a practice emerges often. This information can inform a
recommendation to reduce the high score per practice. Apart from its focus on the HR practices
that are utilized within the HR department, this survey had the same intention as the first: to
explore whether practices are coherent and consistent in their mutual support and to determine
the degree to which they reflect the values. The horizontal alignment is described based on this
information and the values. Essentially, the results of the survey depict how the HR department
recognizes the values within each practice. The coherent and consistent relation between HR
practices must become obvious based on the values to indicate the horizontal alignment; only
then can the results be used for a comparison with the vertical and implementation alignments to
The policies and practices are interrelated, so it is important to consider the right relation
when analyzing the data. Appendix 5 clarifies this assertion. This survey was also based on a
four-point scale in order to maintain uniformity of surveys for efficient analysis purposes.
50
Appendix 6 specifies the HR practices that were used. As Appendix 7 demonstrates, practices
had 10 values listed underneath them. The values were transformed into statements that
HR practice: Recruitment
Value: Health and safety - Eaton makes health and safety measures well known
Additionally, the scale made it possible to determine which values had little or no reflection in
each HR practice.
This survey was once again created with the program Qualtrics. It includes five HR
practices and 10 related values. As in the first survey, the values were rated on a four-point scale.
However, this survey was translated into Dutch to make it easier to read. The choices were “very
integrated,” “integrated,” “very little integrated,” and “not at all integrated.” Employees rated all
values to convey how well each value is apparent in each HR practice as well as how coherent
and consistent the relation is between the HR practices. The survey contained 53 questions, two
of which were demographic inquiries. The survey was distributed to all HR employees, thereby
employing census sampling to gather information. This method was selected because of the
position and specific duties of the employees in the company (Thompson, 2012).
3.2.4 Procedure
Once the survey was created, three individuals tested it by completing the survey. They
gave feedback for eliminating ambiguities and making adjustments. The HR department was
informed one week in advance of distribution via an email announcement to all participants that
51
defined the concept of the research, the role of participants, and the date of distribution. The
survey was disseminated in hard copy to permit in-person delivery of the survey and direct
responses to questions, as this is a more personal approach than sending the survey via e-mail.
The HR department was allotted a time frame of one week to fill in the survey. After completion,
participants returned the survey to the HR mailbox. This process facilitated responses by
allowing participants ample time and opportunities to ask questions and receive a quick response.
The data from this survey were also entered into SPSS to obtain the Cronbach’s alpha,
which indicates how closely items are related. An acceptable value for Cronbach’s alpha can
range from 0.70 to 0.95 (Mohsen Tavakol, 2011). The data collected from this survey address the
sub-question, “how do the HR practices reflect the values?” The employees reported the extent
to which Eaton Hengelo’s HR practices reflect the values. Responses revealed which values were
less apparent than others. The relation between the practices based on the values was then
illustrated by grouping two practices at a time and comparing the mode of each value.
3.3 Sub question 3: how do employees perceive the values in the actual practices?
The next paragraphs elucidate how the perceptions of employees were gathered. A survey was
distributed to employees on the work floor. This section first describes the participants before
explaining the materials for data collection. It concludes by clarifying the distribution procedure
3.3.2 Participants
The sample group for this survey was a mix of male and female participants of at least 17
years of age. This group was chosen because they constantly interact with the actual HR
52
practices and were thus qualified to participate. Survey completion was optional, as the
coordinators wanted to give employees the autonomy to express their opinions rather than
forcing them to. Since 360 employees were employed at Eaton at the operational level at the time
of the research, it was difficult to acquire answers from all of them. It was determined in
consultation with the coach from Eaton that a 30% response rate was attainable and would be
sufficient based on previous experiences with surveys. This rate would yield a sample of 108
respondents. All operational level departments received the survey to ensure that this paper is not
confined to and dependent on only a few departments and to give each member of the population
3.3.1 Materials
A survey was administered to measure perceptions of the values in actual practices. This
survey gauged the extent to which participants perceived the values to be apparent in actual HR
practices. The survey was comprised of 52 questions, two of which regarded demographics.
Demographical questions were limited to two in view of past situations concerning anonymity.
However, the surveys were numbered to track which surveys and data derived from each
department.
The five actual practices in Appendix 5 were incorporated into the survey with a list of the 10
values underneath each. The values were formulated into statements, and employees provided
their opinions about these statements according to a four-point scale. The 10 values were
identical to the first and second survey and are specified in Appendix 9. The information
indicated how strongly the values are reflected in the actual practices. As mentioned in paragraph
3.1.2, all of the surveys contained the same number of items to rate. This consistency was
beneficial for this survey, as it allowed for data comparison based on the values. A possible
53
setback was receiving insufficient data, which could then threaten the reliability of the findings
and comparisons of the research. To prevent this, reminders were sent to coordinators every three
days. To conclude, this survey consisted of five actual practices which each includes 10 values.
Each value was rated on a four-point scale. The resulting data indicate the extent to which
participants perceive the values to be evident in the actual practices. Additionally, the survey was
designed similarly to the first two surveys to evaluate the degree of test items that examine an
identical concept and ensure reliability. This yielded similar results for later comparison
(Trochim, 2006).
3.3.4 Procedure
To prevent misconceptions or unanswered questions, the survey was discussed with the
four coordinators. The criteria included the level of language, as the questions could not be too
difficult to understand, as well as the number of questions, and particularly whether employees
could answer them all within 10 minutes. After this consultation, changes were implemented and
arrangements were made with the coordinators with regard to the date of distribution of the
survey. The survey was disseminated in hard copy since employees often do not check their e-
mails or are not interested in filling in a survey in their free time. One week before distribution, a
preliminary notice was posted in the lunch rooms. The coordinators administered the survey
during the lunch break to ensure that employees had enough time to complete it.
The means from the values were used to compare scores from the three surveys. The
correct policies were matched to the correct HR practices and perceived HR practices to facilitate
a comparison using data gathered from SPSS and interviews based on the values. This approach
54
used the vertical, horizontal, and implementation alignments for comparison with one another.
The values were employed as indicators to present and compare the mean of each value. The
norm-score was 1.5 points and signifies either discrepancy or consistency. All values from the
4. Results
This chapter describes the results of the research. Paragraph 4.1 presents the interview
and survey results concerning vertical alignment. Next, paragraph 4.2 elaborates on the surveys
for horizontal alignment and highlights the top three results with the greatest discrepancies. The
chapter subsequently displays the results demonstrating the implementation alignment. Finally,
paragraph 4.4 compares each value in terms of the policies, practices, and perceived practices in
Appendix 12 and discusses the three lowest corresponding values, according to the mean,
between all three groups. The outcome of the study will include both qualitative and quantitative
analysis, quantitative analysis resulting due to the numerical computation of the data. The
qualitative data results from the interview and survey conducted in the process. The outcome has
included both the horizontal and vertical alignment of the Eaton industry HRM. The survey
question are structured in a way that they answers the questions about the vertical alignment
Accountability makes the result of this study shift from vertical alignment to horizontal
alignment, when a worker in the Eaton industry realizes that he/she is reliable in any activity in
the corporation them he will do it to total efficiency (Reschovsky, 2008).. This would make the
worker and co-worker to work as a team and sway themselves from competition based
organization. This will relies more production and satisfaction in both the customer and the
management. Vertical alignment also has impacted positively to the outcome of this result since
55
much considerations are made. For instance, it will result in pre-service on the job there is the
effort and activities to inform new members hired in Eaton industry about the competency nature
of the organization.
Survey participants included the head of HR Eaton Hengelo (respondent 1) and the head of HR
EMEA (respondent 2). Results from respondent 2 dictated how the HR policies within each
Eaton branch in the EMEA should portray the values. Likewise, insights from respondent 1
clarified how the benefits are evident in the procedures within Eaton Hengelo. The mean
revealed how many participants chose a precise answer. As the previous chapter has mentioned,
The means in Table 2 convey scores of values in each policy group. In addition, the combined
mean provides an overall indication of each policy group’s score. The table lists the policies
horizontally and the values vertically. The results with a score of 3 or higher mean were rated
management policies
56
Environment & 2 2 2.5 1.5 2
communities
Excellence 1 2 2 1 1.5
Innovation 2 2 2 2 2.5
mean
The value with the highest score was “engagement.” This value rated 2.5 out of 4 in both the
“communication” and “ethics and compliance” policies and therefore categorized between “very
little integrated” and “integrated.” The data also reveal that the “legal policies” scored 1.5 out of
4, so the “engagement” value scored between “integrated” and “very integrated.” The two other
policies scored 2 out of 4 for this value and therefore considered “integrated.”
The next prominent value was “innovation,” which scored 2.5 within the “ethics and compliance
policy.” This rating indicates that participants considered this value to be “very little integrated”
to “integrate.” In the four other policy areas, the value scored 2 out of 4, which signifies that the
value is “integrated.” The next most noticeable value was “inclusion,” which scored 2.5 out of 4
57
in both “enterprise risk management” and “workplace” policies. This rating again conveys that
the value is between “integrated” and “very little integrated.” The most apparent and highly
scored policy was “communication,” which was rated 2.1 out of 4 and therefore deemed
“integrated.” The lowest-scoring policy was “legal policies” with 1.5 out of 4 and a rating of
Following survey completion, the two interviews were conducted to collect additional
information regarding implementation and perceptions of the values as well as Eaton’s portrayal
of the benefits to its employees. Appendix 16 contains a summary of the interviews. The
interview participants were the head of HR EMEA and the head of HR Hengelo. The following
paragraphs discuss the outcomes of these two interviews. The first questions relate to workplace
policies and how these policies strengthen the business and organizational strategies based on the
values. A problem also posed regarding values that did not score as highly. However, seems like
nature of self-centralism people give more ideas about there are and position in hierarchical
consideration of the post in their companies, they feel they do not exist as they deserve. The data
Workplace policies
The two participants explained that Eaton wants to engage all employees through the values that
it implements in HR practices and procedures. These values provide a basis for employees to
follow. Eaton strives to engage with employees more through the values that motivate them. A
variety of opinions shared about the importance of “accountability” in term of holding the
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company accountable. Faulty promises sometimes made and broken, which disappoints the
workforce.
On the other hand, accountability is the most critical value because everyone who works at Eaton
must feel accountable for their attendance and performance at work. Managers have the leading
role on the work floor, and rules and regulations are discussed with them to minimize problems.
Leaders then report back to their managers on their progress or restraints. Once accountability is
recognized, employees feel more encouraged to make suggestions. Workplace policies must
ensure that the values meet the goals of making employees feel essential, allowing them to
express their opinions, and cultivating a diverse work group. However, it is difficult because of
cultural differences.
Eaton encourages feedback from employees who do not agree with workplace policies. The
company wants to foster a workplace in which all employees can fully expose their
competencies. However, this goal cannot accomplish on a tight budget. Additionally, as one
participant noted, the communication value is useless, as there is a lack of openness within the
company and a constant citation of policies and orders as reasons to avoid a project. The
participant considered this to be unfair treatment when it comes to lower levels in the company.
Nevertheless, Eaton wants to create a workplace environment in which all values are respected
and embodied; the benefits still need some time to emerge fully, and the company and its
According to the participants, it is imperative that employees do not feel mistreated or ignored.
Eaton demands fair treatments of employees to be treated relatively through its legislation and
59
values. Employees are expected to report situations that violate ethical codes or the benefits to
enable the company to investigate and adjust accordingly. The critical point was that the policies
must explicitly demonstrate the values. All of Eaton’s practices are following legislation and
their ethical codes. Eaton emphasizes this adherence to its employees by providing them with
annual moral training. One participant considered the values of health and safety, innovation, and
communication to be only minimally integrated since the company does not adjust to local needs
but instead applies a “one-size-fits-all” approach that renders it difficult to implement the values
appropriately.
Communications policies
The communications policies have the most robust relation to legislation. It is essential for Eaton
to inform employees of the legal law attached to communication tools within the company.
Eaton utilizes its communication tools as top-down channels and occasionally as bottom-up
channels, which hinders the two-way communication within the company, according to one
interviewee. Proper two-way communication tools are scarce, which the participants noted can
affect employee engagement. The values that did not score as high are, according to the
interviewees, too complicated to integrate globally; however, the various branches must find
individual ways to overcome this resistance. Because Eaton employs employees from a
and ensure conveyance of the correct message concerning health and safety.
The participants extended the significance of these policies to connect strongly to employee
engagement and ethics. Researchers have emphasized that employee engagement has a
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substantial impact on every system (M. Foot, 2011). The ethical codes assure that legislation is
sustained, as its imprinted in the laws. Its where the values become relevant: to enhance the
engagement in its way. The benefits with a low score are insufficiently developed, and Eaton has
not yet assumed an active approach to risk instead of a reactive one. According to the
participants, the insufficient scores affect the engagement value. The feedback is not valuable
enough to be discussed at a higher level, which then causes employees to be less engaged in
Legal policies
The participants spoke about the legal systems as highly influential on the global level. They
mentioned that Eaton wants to be an ethical company, and the only way to ensure adherence to
moral codes is to practice legislation in every country in which Eaton operates. Moreover, they
explained that Eaton adopts legislation across the whole company even though some laws are not
4.2 Human resources practices (The degree to which the values are gemeten) (kort herhaling
The following paragraphs present the results regarding the mean and the departments in which
the participants worked. In total, eight respondents took part in this survey. A few questions
omitted due to uncertainty about answers. The demographics for this survey resulted in the same
category as one department. Table 3 displays the age demographic. The survey data are then
4.2.1 Demographics
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There were eight participants in this survey. All participants derived from the same department,
Gender:
Male 4 50
Female 4 50
Missing 0 0
Age:
17-30 2 25
31-48 5 62.5
48< 1 12.5
Department:
1 8 100
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4.2.2 Reliability and mean
Before analyzing the data, the Cronbach’s alpha was calculated to check the reliability of
each value within each practice. The table below depicts this calculation per group. The
Cronbach’s alphas proved adequate for comparison. The table also specifies the means of the
values that participants scored. The scores are reversed, so a higher score indicates more
negativity. The values were placed under each actual practice. Participants considered the results
The value that scored the highest was “innovation,” with a rating of 3.125 out of 4 in the
“communication” practice that categorizes the value as “very little integrated.” The next value,
“employee participation,” scored 2.5 out of 4, which indicates the value to be in between
“integrated” and “very little integrated.” Yet another notable practice was “performance
management,” which scored 2.375 out of 4, meaning that the “innovation” value rated in
The next prominent value was “excellence,” which scored 2.25 within the “communication,”
“talent management,” and “employee participation” practices. This score indicates that
participants rated the value to range from “very little integrated” to “integrated.” This value also
“integrated” to “very little integrated.” Lastly, the practice of “recruitment” scored a 2 out of 4,
The last remarkable value was “environment and communities,” which scored 2.625
“communication.” All three practices ranged from “integrated” to “very little integrated.” The
most noticeable and highly scoring practice was “communication.” This practice scored 2.31 out
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of 4 and was thus considered in between “very little integrated” and “integrated.” The practice
that scored the lowest was “talent management,” which had a rating of 1.91 out of 4 and was
Communities
mean
alpha
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4.3 Perceived practices
This survey is made possible in hard copy and which is recommended over e-mail or a
digital survey channel. Achieved data from 65 participants. The demographics of this group were
not applicable, as 45 participants did not specify their gender, and 37 did not fill in their age. The
departments in which participants worked were written on the paper in the top-right corner to
distinguish between departments’ answers. Demographical data presentation first, and then the
three lowest means are stated. Only the top three depicted since there is too much data to convey.
Appendix 12 contains the remainder of the data. The first measurement was the Cronbach’s
alpha of each group. Once proven reliable, the mean reached from each value in the actual
practice.
4.3.1 Demographics
The table below reports results from participants of the perceived practices survey. A
total of 65 studies were filled in. Not all participants specified their gender or age. The surveys
were numbered to identify where most participants completed the study, which was ultimately
department 2. Again, for privacy reasons, the specific department cannot be noted.
Gender:
Male 13 20
65
Female 7 10.8
Missing 45 69.2
Age:
17-30 8 12.3
31-48 12 18.4
48< 8 12.3
Department:
1 5 7.7
2 27 41.5
3 8 12.3
4 25 38.5
The Cronbach’s alpha was calculated to check the reliability of each value within each
practice. The table above presents this information per group. The Cronbach’s alphas proved to
be adequate for comparison. The table also indicates the means of the values that participants
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scored. The scores are reversed, so a higher score reflects greater negativity. The results with
scores of 3 or higher were rated “not integrated” to “not at all integrated” by participants.
With a score of 2.79 out of 4, the highest-rated value was “innovation” within the practice
“communication.” Following this with a rating of 2.52 out of 4 were “recruitment” and “talent
management.” The third-highest practice was “employee participation” with 2.43 out of 4. All of
The second value with the highest scores was “excellence.” The value scored 2.58 out of 4 in the
practice “communication.” Next, “talent management” and “employee participation” both scored
2.55 out of 4, and “performance management” rated 2.40 out of 4. These practices all
categorized the value “excellence” between “integrated” and “very little integrated.”
The last prominent value was “accountability.” The three practices that scored the highest within
this value were “performance management” at 2.49 out of 4, and both “communication” and
“employee participation” at 2.38 out of 4. Once again, these practices ranged from “integrated”
The practice with the highest overall score was “talent management.” This practice scored 2.71
out of 4 and was categorized between “integrated” and “very little integrated.” “Recruitment”
was the practice that received the lowest score of 2.22, which classifies it between “integrated”
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Environment & 2.43 2.52 2.59 2.30 1.98
Communities
mean
Alpha
5. Conclusion
Hengelo. To adequately assess the horizontal, vertical and implementation arrangements, the
study focused on the values that the company’s HR policies and practices must reflect. Interview
and survey data were collected and analyzed. The following paragraphs establish conclusions
based on the research findings. First, the section synthesizes survey and interview data about the
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policies to answer the sub-question of how policies reflect the values. Then, according to data
from the HR practices survey, the section answers the sub-question of how HR practices reflect
the values. The article subsequently concludes the perceived practices survey to answer the sub-
question of how HR practices reflect the values. Finally, the main research question is discussed
based on the answers to the three sub-questions. This conclusion involves merging data to
5.1 Subquestion 1: how do HR policies reflect the values? As clearer on the conclusion.
From the survey results about HR policies, the policy with the most emphasis was “ethics and
compliance.” This policy appeared to be less integrated on average than the others. The survey
did not yield a high score for “workplace’’ policies, as the interviewees identified this option as
Aside from the most common policy, the survey results revealed “communication” to be
the highest-scoring policy. Thus, this policy area at least reflects the values. In contrast, the
surveys and interviews combined indicated that the most important policy is the “legal policy.”
The results proved all integrating values within this policy, and both interviewees also stressed
the criticality of enforcing this policy and each practice following local and international law.
how it conducts its policies and practices. To emphasize employees are working together flexibly
and productively. When an organization values are easily understood and meaningful it will help
Lastly, the interviewees mentioned that the greatest pending achievement is employee
engagement. Eaton’s newest leadership model affects employee engagement and is expected to
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advance it through team leaders. Leadership can influence employee engagement within a
company by ensuring that leaders embody the vision of the company in both their words and
their actions and can change their team or employees (A BEZUIDENHOUT, 2013). However,
the arbitrary restriction is the budget, which can prevent the HR department or other departments
from reaching their full capacity because of, for instance, outdated computer programs or a sub-
standard office environment. The leadership program requires time to execute, which again
The outcomes from the HR practices survey addressed this sub-question. The HR
department reported the most favorable score for the “talent management” practice. It is
important to point out because the survey displays the ‘’talent management’’ practice has
implemented all values. The ‘’talent management’’ practice is aligned with the other HR
practices.
The practice with the worst score was “communication,” which implies that this practice
has not yet reached its full potential to promote the values. Appendix 5 contains a relation table
that was created by Eaton’s HR manager. According to the table, the “communication” practice
is aligned with the “communication” policy. The value with the most common high scores is
“communication.” Companies maintain values for employees to steer the workforce following
how the company wants them to execute processes (Barrett, 2006). However, failure to uphold
the communication value could hinder the achievement of organizational goals (Tosheva, 2013).
In line with the results, the ‘’communication’’ policy and practice do not possess a sufficiently
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coincides with the policy ‘’communication’’ when carrying out the practice by following all
values well enough. In contrast, a method that scored a positive average score was “talent
management.”
5.3 Subquestion 3: how do employees perceive the values in the actual practices?
The perceived practices survey measured perceptions of how actual practices reflect the
values. The most common actual practice with the highest score was “talent management,” and it
is therefore integrated. The lowest score was for the actual practice “recruitment.” This score is
Aside from the most common actual practice, the most common value with the highest score was
“communication.” This value is as one of the least integrated into the implementation and
horizontal alignments. However, the surveys did not establish whether the value
“communication” is a weak point in the vertical alignment, though the interview with the head of
employees are not experiencing adjustment of the values within the culture, this situation can
lead to bad performance. This is also true when employees do not affiliate with the values
The chart in Appendix 12 explains the differences regarding the three alignments, which
indicate sufficient implementation of values in most areas. The following paragraphs elaborate
on inconsistencies in the arrangements. Barret (2006) has noted that adequate integration of
benefits throughout the company can initiate engagement, high retention, and high performance.
Thus, companies can align themselves using the values. Seeing as Eaton does not have
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discrepancies more significant than one point you can say that HR aligned on vertical, horizontal,
and implementation alignment. The next three paragraphs will explain this more thoroughly.
Vertical alignment
The theory mentioned in Chapter 2 clarifies the importance of the three adjustments for full
consistency between the HR department and the various levels of the company. The vertical
alignment implies that HR policies must be coherent with the HR practices to carry out the HR
strategy properly (Tosheva, 2013). When considering the diversity of values that connect the
practices and policies, the most significant differences noticed between the highest-scoring
results: the “communication’’ policies, and the “communication’’ practice. Otherwise, there are
no results that indicate discrepancies in the vertical alignment. This points out that Eaton has
implemented the values in the policies and practices sufficiently to be able to carry out the HR
Professional development will result from vertical alignment as a member would focus
assisting the professional tutor to point out the activity that makes functionality competent.
Choosing readers who can manage in full efficiency towards the objectives and goals of the
company are the nature of vertical alignment too. The kind of vertical adjustment and job
satisfaction result to teamwork and competency to other industries giving the same services and a
product like the Eaton industry, and this can also read to the domination of the market demands
and make them the only provider to the services and goods. The impact of strategic human
resourcing Eaton industry is well accessed, individual performance and commitment to job
satisfaction. The whole idea when combined will solve many worries in the Eaton industry, and
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Horizontal alignment
and consistent HR practices (Baird Lloyd, 1988). This research has investigated the arrangement
according to the values. Appendix 13 provides further information. The most substantial gap is
between the practices “communication” and “talent management”; nevertheless, the difference is
still too small to be called a discrepancy. The overall results for the horizontal alignment are
“integrated,” so there are no discrepancies between the values. Horizontal alignment in the
theoretical framework will attain greater achievement and goals objective to Eaton industry
through freedom and autonomy. However, this is not always the case because some individual
may choose to perform their job allocated and may not think about the future of the company
again.
According to De Feyter, T., Caers, R., & Vigna, C. (2011, January), each in the industry
will lateral areas in their department, when an issue is spotted it will happen to the guys on the
top management, this will easy things very much and relies satisfaction pointed out in the case
study of this thesis. Product development will be more enhanced in the departments to make
more market analysis on product testing and product planning in the Eaton industry. However,
there is the limited authority to the leaders in horizontal alignment, and this might be the cause
and reason as to why the company does not have a culture of listening to one another (Becker, B.
E., Huselid, M. A., Huselid, M. A., & Ulrich, D, 2001). . A member may choose to do thing their
way and ignore the leader who might be suggesting something that is beneficial to everyone in
the industry. Consequently, this is fueled by choosing leaders anyhow like a family business
Implementation alignment
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The most common actual practice with the highest score is “talent management.” Mainly,
this is remarkable because of the gap between the implementation and horizontal alignments.
The HR department scored “talent management” to be the most integrated concerning the values,
and the actual practice results portrayed it to be between “integrated” and “very little integrated.”
Again, this is the most significant discrepancy that this research found. The HR department does
find the values to be reflected; however, work-floor employees do not notice the benefits as
much. Again, this gap is not large enough to deem a discrepancy, but it should be noted
nonetheless because of the difference between the HR department and the work-floor employees.
However, this could lead to various departments deviating from the HR strategy.
This is strategic aligning impacts on both the horizontal and vertical alignment. The
nature of competence and departments in the Eaton industry will be implementation alignment.
This kind of adjustment puts the business corporates into innovator perspective. According to De
Feyter, T., Caers, R., & Vigna, C. (2011, January), the need to identify the current capability will
build the nature of competence and make talents. Motivation is another thing that would be
realized by the members of the Eaton industry. Through perpetuation and urge to build a
competitive organization will attract more employees to the industry, through this many hidden
potential from workers will be found when the company deals with labor division and
exception from the informational exchange when implementation alignment introducing to the
company many advantages will follow. Since it is known that communication is fully successful
when all the skills and techniques are exercised. Further, when the alignment is kept vertically,
there would be communication success in the industry and everyone will listen to the other
despite the position he or she hold in the company. Human resource concept does not own any
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change, it only facilitates positive change, involving assistance and advice outside the
consultants..
6.0 Discussion
Before this research was performed, the previous survey established that employee
satisfaction within the company was lower than anticipated. As the research progressed, it
became clear that the HR managers were concerned with employee engagement and
organizational commitment. The managers believed the problem was due to the lack of
alignment within the company. The results of the research suggest that the employees on the
work floor do not experience a discrepancy in the implementation alignment compared to the
horizontal alignment. However, a comparison of the vertical alignment with the smooth and
implementation adjustments reveals the most significant difference, which may conflict with the
theory that HR practices and the HR policies are interlinked (Jackson, 1989). The procedures are
guidelines that descend from the business strategy to direct HR practices on the right course
Vertical alignment as the weakest alignment could signify that employee knowledge and
skills are determinants. These determinants can affect the quality and performance of the HR
system (Wright, 2002). If employees do not have the competencies to conduct HR practices, then
not possessing the skills may influence their behavior and performance. Likewise, it could hinder
Employees would consequently have difficulties with accomplishing the series of HR activities
that are congruent with the policies (Tosheva, 2013). However, to gauge the severity of the gap,
further research is necessary to consider criteria besides the values because the reasoning behind
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the high scores are not displayed. Though the ratings reflect perceptions of how well the benefits
are integrated, value scores do not reveal the reasons behind the result. Some possible causes
might be a lack of communication, employee dissatisfaction with Eaton’s policies and practices,
or that the match between the employee and the company has not been taken into account. This
research has been useful in understanding that there is no discrepancy between the HR
alignments within Eaton based on the values. This knowledge can offer insight into the vertical
alignment to help the HR department determine whether the most significant gap between the
arrangements is a risk.
subjected to fail in 70 % chances out of 100%. Edward feels that a solid and a sound
management strategy would require understanding awareness and ultimate ownership. There is a
general need to focus on committed sponsors to speculated changes in the organization. Ensuring
educational programs and training to the employees on the design and relevant changes to the
organization with the inclusion of the subordinate staff too, and this is important to make them,
feel the sense of ownership in the company. The consideration put in place are evaluated to point
out the wrong things and hail the excellent thing noted in the company
7.0 Recommendations
Human Resource Management in organizations is concerned with all the welfare and
issues surrounding the human capital. Its functions range from recruitment of potential
programs, appraisal and rewards to well-performing workers and the retirements of older
employees. It has its own goals characterizing the levels of achievements required of it in the
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organizations. Also, its functions and guided by its policies put in place. It is a department whose
activities ought to get aligned with the general tendencies of the organization it belongs. Also, it
should employ tactical approaches to ensuring that it achieves the responsibilities and
accountability requirements called for from it (Phillips et al. 2013). For the case of Eaton
industries, there are some techniques that its Human Resource Department can use in ensuring
that it is strategically aligned to the international nature of operation of the organization, bringing
out maximum effects and great coordination of its working activities. Also, it should prioritize
some aspects of strategic human resource management that will enable its realization of the set
goal for active alignment with the organizational needs, based on the conducted research
outcomes (Mondy, R. W. 2010). In the paper, also included is the vision of the role of the
Human Resource on the strategic human resource management department of the Eaton
industries. Additionally, there are the ways which the strategic human resource management of
Eaton industries can tactically apply in the realization of its accountability and responsibility
and goals and also about the research outcomes, as the subsequent paragraphs expound. In
Consideration the result and conclusion made for this study thesis, changes in the organization
will uniquely get used. The organization would need to inform their workers when specific
changes need to be implemented, this is useful in the manner that the employees are the people
subjected to the said changes in the organization. There is a number of considerations needed to
First, some ways can be used in strategically applied to the activities of Eaton industries.
One of them is the plan to administer adequate in-service training to employees. It is a strategy
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that takes 5 years. In this case, both new and current workers will be taught how they are
supposed to carry out their daily routines such that they conform to the organizational needs,
goals, and visions. To achieve so, they are thoroughly informed of the policies and the desired
modes of operations of the organization (Price et al. 2011). Also, they are oriented to the
perceived fitting organizational culture that is meant to adapt to the norms of the organization. In
this regard, they will get clear pictures and sensitization of the basics of the organization and
work towards the implementation of the requirements of the human resource department. It will
at the same time help integrate them to the entire organizational system as is in the imbibed
knowledge of the employees, hence ensuring that the human resources function strategically in
line with the core goals and objectives of the organization, helping achieve a long-term employee
When that is achieved, Eaton Hengelo should move on to their HR strategy. There is a
concern on the strategy to involve the employees in most of the matters of the organization.
Effective passage of relevant information between the human resource department and the
employees will get enhanced through the communication tools at hand. In this way, employees
will entirely get informed of the activities of the organization, characterized by openness of even
the sensitive matters that concern them. They will feel included and important, sparking them to
swing into actions more committed, helping in the realization of the strategic coordination of the
human resource department and other departments of the organization. Consequently, there shall
be the factoring in and prioritization of the inclusions component (Armstrong et al.2012). All the
employees will get special individual treatments based on their nature and the personal calls for
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The next step includes prioritizing job satisfaction. This is aimed at compensation, where
the workers are rewarded according to Eaton’s reward system, but with more monetary,
promotional and financial gifts resulting in the job satisfaction and the need to input more effort
to ensure that the organizational objectives are achieved, hence aligning the human resource
department with the general corporate objectives (Aswathappa, K. 2013). Such a strategy will
help ensure that the employees are optimally tuned in to the activities of the organization,
drawing their attention and the need to work to achieve the objectives of the organization.
Further employees will, in turn, give their best in duty delegation in their respective lines of
duties. The plan should also involve further training on the current trends and requirements of
their job specializations, aside from the sensitization arising from the concern for environmental
safety and favorable working conditions for its employees. It will help in elevating more the
tendencies of achievement and worker welfare, which also help in the overall accomplishments
of the industry in the seamless integration of the industrial environment and the human resource
Once that is aligned and fully operational, there should be focus put on the imbibition of
proper and correct working attitudes on the employees which will ensure an aligned workforce to
the values and objectives of the industry. They should continuously get encouraged to keep the
focus on their work so that they will work according to the set standards. (Kumar, R. 2011). In
this case, they will work efficiently; maximizing the resource utilization hence lowering costs
and elevating the outcome levels, such as the employee output and objectives realization. Lastly,
there should be an aim of developing employee tendencies that rhyme the focus of the
department on the uniformity of purpose with the entire industry, through sensitization training,
remunerations, safe working environments, and the innovative undertakings. Such strategic
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approaches can be affected and produce results within five years. (Niles, N. J. 2013). There is a
need for retention in the industry. Retention is the strategies that revolve around how the Eaton
industry CEO, managers, and employees communicate and interact. It only in this way that talent
and the specific ability of an individual can be noted. Able employees ought to be hired by the
managers in consideration of how they value the objectives and vision of the company.
Tactical Approaches
Some tactical approaches can be employed to ensure that recommendations of the human
achieved. One is the conduction of periodic team assessments. They are assessed to find their so
far achievements. The chosen periods can be quarterly, semi-annually or yearly. There will be
challenges and check of their achievements and those of human asset office in the responsibility
and obligation circles. It is done by the evaluation of the level of the effects of their
administrative tools in the realization of the same. A standard scale of gauging their
achievements as shown in work done is established where they are graded, followed by
rewarding them accordingly (Armstrong, M., & Armstrong, M. 2011). In this way, they will
strive and work hard to achieve the best in pursuit of excellence as they will be assessed after a
set timeframe and rewarded accordingly. It goes hand in hand with the performance evaluation.
This brings the next point, there is the performance of their work environment surveys. It is done
to gauge the extent of the preparedness of their commitment to responsibility and accountability.
In this way, the level of their arrangement dictated how aggressive and prepared they are to
achieve such a set goal. Such a survey exercise can be carried out in their knowledge or
randomly without prior notice (Mathis et al. 2012). The concerned departmental constituents will
be kept in toes and stay alert at all times as they dispense their duties responsibly and
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accountable as a result. The tactical approaches can be affected and reap successes of the Eaton
Most importantly, is the need for change management that will make sure that things are
implemented as per the objective goals and changes recommended n the Eaton industry, this
would work for any other company. According to Park, H. J., Mitsuhashi, H., Fey, C. F., &
Björkman, I. (2003), the change management makes sure that changes are frequently, made in
the organization alongside pointing out the right and wrong noted from the changes made.
Diversity and inclusion is another strategy that is recommended in to focus on unleashing the
power of integration, this is where the employees are made a part of decision making. And to
appreciate the efforts made by the employees in making sure that the objectives of the company
are made a success. Historically, there has been a culture of underrating a certain group in the
society and the effort they can make to the company. The diversified group that was given little
or no attention includes age, people with disability, religion, race, gender and origin. Production
of the company does not achieve competition with other industries that produce the same goods
and services like the Eaton industry but how Eaton industry will understand and exploit activities
towards the need of the employees, customers, community, and the associated stakeholders.
In line with the research findings, together with the strategic and tactical
achievement of commonality of purpose for the Eaton Hengelo and its human resource
department are worth mentioning as follows. The aim is achieving the goals of the organization
of having satisfied customers, employees, suppliers, shareholders and the other partner
companies. One of them is the involvement of employees in all of its activities. Done from the
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time introduced into the organization. The HR department must create an introduction program
including an introduction day, a day to familiarize themselves with their workplace and
colleagues, assigning them with a buddy and guidance for the days to come. After they feel
included and valuable. It is then that they will get exposed to the set ways of carrying out
activities, hence attaining the organizational objectives. It is because the research outcomes
indicated the employees as the most crucial elements in the implementation of the set goals. In
this way, once seamlessly bound into the company activities will have an experience of
embracing the company which goes in line with the industry’s aim of having satisfied
employees. The evaluation of the degree of employee involvement can be done once every three
months.
Further, according to Eaton, J (2017) the corporate workforce should be well rewarded
through reasonable salaries and further training to give their best to the organization, helping to
realize the strategic, operational modes of the department. They should also be given gifts and
bonuses based on their levels of achievements at the end of every month, encouraging them to
work harder towards the attainment of organizational goals of prosperity and departmental
qualified management staff that will ensure the excellent coordination of the organization
activities. Hence assuring the organization of skilled management to steer the alignment task.
There should also be the application of valuable virtues such as accountability and responsibility
in the employed workforce, which is evaluated after every 4 months. The concerned workforce
should take all their respective duties responsibly, ensuring that the activities of the human
resource department are aligned with the activities of the entire Eaton industries.
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Leaders with vision are needed in to make the changes made in Eaton industry a success, leaders
should fight a strategy to choose people who will add value to the industry and maximize the
with the design of the activities conducted, measuring the performance, and also skills to
analyses the business progress. There is also a need to analyze the redundancy things that drag
the Eaton industry backward. Statistical data is also essential to tell whether things that are
discussed in the changes are of benefits, remaining constant or even pulling the industry down
(Nickson, D, 2013). .
Lastly, the concern for other stakeholders should get prioritized in Eaton industries. In
this approach, the suppliers and shareholders are sensitized to give their level best in so far as the
organizational operations are concerned, at all times. In this context, the optimization of each
contributing factor will help in reaping considerable returns which bring about a right blend of
costs versus benefits. The benefits will increase, which will then be transferred to the
stakeholders. Suppliers will get paid on time; at a set time or earlier; hence achieving its goals of
Customers will then be offered commodities and services at lower pricing. The
employees will also get well remunerated after 3 months of their service. It is a step that will also
help boost the popularity of the Eaton industries, attracting more customers as the scale of
operation raises, which has an effect of elevating net returns. It helps build an excellent customer
experience congruent with its goals of having satisfied customers. In the next three tables, the
recommendations will be explained in short. The activities, time frames and those responsible
can be found in table 7. In table 8 an overview of costs and benefits are displayed for the HR
83
department, the employees and line managers. Lastly, Table 9 shows the estimated prices in
5.0 Conclusion
Hengelo. To adequately assess the horizontal, vertical and implementation arrangements, the
study focused on the values that the company’s HR policies and practices must reflect. Interview
and survey data were collected and analyzed. The following paragraphs establish conclusions
based on the research findings. First, the section synthesizes survey and interview data about the
policies to answer the sub-question of how policies reflect the values. Then, according to data
from the HR practices survey, the section answers the sub-question of how HR practices reflect
the values. The article subsequently concludes the perceived practices survey to answer the sub-
question of how HR practices reflect the values. Finally, the main research question is discussed
based on the answers to the three sub-questions. This conclusion involves merging data to
5.1 Subquestion 1: how do HR policies reflect the values? As clearer on the conclusion.
From the survey results about HR policies, the policy with the most emphasis was “ethics
and compliance.” This policy appeared to be less integrated on average than the others. The
survey did not yield a high score for “workplace’’ policies, as the interviewees identified this
Aside from the most common policy, the survey results revealed “communication” to be the
highest-scoring policy. Thus, this policy area at least reflects the values. In contrast, the surveys
and interviews combined indicated that the most important policy is the “legal policy.” The
84
results proved all integrating values within this policy, and both interviewees also stressed the
criticality of enforcing this policy and each practice following local and international law.
how it conducts its policies and practices. To emphasize employees are working together flexibly
and productively. When an organization values are easily understood and meaningful it will help
Lastly, the interviewees mentioned that the greatest pending achievement is employee
engagement. Eaton’s newest leadership model affects employee engagement and is expected to
advance it through team leaders. Leadership can influence employee engagement within a
company by ensuring that leaders embody the vision of the company in both their words and
their actions and can change their team or employees (A BEZUIDENHOUT, 2013). However,
the arbitrary restriction is the budget, which can prevent the HR department or other departments
from reaching their full capacity because of, for instance, outdated computer programs or a sub-
standard office environment. The leadership program requires time to execute, which again
The outcomes from the HR practices survey addressed this sub-question. The HR
department reported the most favorable score for the “talent management” practice. It is
important to point out because the survey displays the ‘’talent management’’ practice has
implemented all values. The ‘’talent management’’ practice is aligned with the other HR
practices.
85
The practice with the worst score was “communication,” which implies that this practice
has not yet reached its full potential to promote the values. Appendix 5 contains a relation table
that was created by Eaton’s HR manager. According to the table, the “communication” practice
is aligned with the “communication” policy. The value with the most common high scores is
“communication.” Companies maintain values for employees to steer the workforce following
how the company wants them to execute processes (Barrett, 2006). However, failure to uphold
the communication value could hinder the achievement of organizational goals (Tosheva, 2013).
In line with the results, the ‘’communication’’ policy and practice do not possess a
‘communication’’ coincides with the policy ‘’communication’’ when carrying out the practice by
following all values well enough. In contrast, a method that scored a positive average score was
“talent management.”
5.3 Subquestion 3: how do employees perceive the values in the actual practices?
The perceived practices survey measured perceptions of how actual practices reflect the
values. The most common actual practice with the highest score was “talent management,” and it
is therefore integrated. The lowest score was for the actual practice “recruitment.” This score is
Aside from the most common actual practice, the most common value with the highest score was
“communication.” This value is as one of the least integrated into the implementation and
horizontal alignments. However, the surveys did not establish whether the value
“communication” is a weak point in the vertical alignment, though the interview with the head of
86
employees are not experiencing adjustment of the values within the culture, this situation can
lead to bad performance. This is also true when employees do not affiliate with the values
The chart in Appendix 12 explains the differences regarding the three alignments, which
indicate sufficient implementation of values in most areas. The following paragraphs elaborate
on inconsistencies in the arrangements. Barret (2006) has noted that adequate integration of
benefits throughout the company can initiate engagement, high retention, and high performance.
Thus, companies can align themselves using the values. Seeing as Eaton does not have
discrepancies more significant than one point you can say that HR aligned on vertical, horizontal,
and implementation alignment. The next three paragraphs will explain this more thoroughly.
Vertical alignment
The theory mentioned in Chapter 2 clarifies the importance of the three adjustments for
full consistency between the HR department and the various levels of the company. The vertical
alignment implies that HR policies must be coherent with the HR practices to carry out the HR
strategy properly (Tosheva, 2013). When considering the diversity of values that connect the
practices and policies, the most significant differences noticed between the highest-scoring
results: the “communication’’ policies, and the “communication’’ practice. Otherwise, there are
no results that indicate discrepancies in the vertical alignment. This points out that Eaton has
implemented the values in the policies and practices sufficiently to be able to carry out the HR
87
Professional development will result from vertical alignment as a member would focus on
assisting the professional tutor to point out the activity that makes functionality competent.
Choosing readers who can manage in full efficiency towards the objectives and goals of the
company are the nature of vertical alignment too. The kind of vertical adjustment and job
satisfaction result to teamwork and competency to other industries giving the same services and a
product like the Eaton industry, and this can also read to the domination of the market demands
and make them the only provider to the services and goods. The impact of strategic human
resourcing Eaton industry is well accessed, individual performance and commitment to job
satisfaction. The whole idea when combined will solve many worries in the Eaton industry, and
Horizontal alignment
cohesive, and consistent HR practices (Baird Lloyd, 1988). This research has investigated the
arrangement according to the values. Appendix 13 provides further information. The most
nevertheless, the difference is still too small to be called a discrepancy. The overall results for the
horizontal alignment are “integrated,” so there are no discrepancies between the values.
Horizontal alignment in the theoretical framework will attain greater achievement and goals
objective to Eaton industry through freedom and autonomy. However, this is not always the case
because some individual may choose to perform their job allocated and may not think about the
88
According to De Feyter, T., Caers, R., & Vigna, C. (2011, January), each in the industry will
lateral areas in their department, when an issue is spotted it will happen to the guys on the top
management, this will easy things very much and relies satisfaction pointed out in the case study
of this thesis. Product development will be more enhanced in the departments to make more
market analysis on product testing and product planning in the Eaton industry. However, there is
the limited authority to the leaders in horizontal alignment, and this might be the cause and
reason as to why the company does not have a culture of listening to one another (Becker, B. E.,
Huselid, M. A., Huselid, M. A., & Ulrich, D, 2001). . A member may choose to do thing their
way and ignore the leader who might be suggesting something that is beneficial to everyone in
the industry. Consequently, this is fueled by choosing leaders anyhow like a family business
Implementation alignment
The most common actual practice with the highest score is “talent management.” Mainly,
this is remarkable because of the gap between the implementation and horizontal alignments.
The HR department scored “talent management” to be the most integrated concerning the values,
and the actual practice results portrayed it to be between “integrated” and “very little integrated.”
Again, this is the most significant discrepancy that this research found. The HR department does
find the values to be reflected; however, work-floor employees do not notice the benefits as
much. Again, this gap is not large enough to deem a discrepancy, but it should be noted
nonetheless because of the difference between the HR department and the work-floor employees.
However, this could lead to various departments deviating from the HR strategy.
This is strategic aligning impacts on both the horizontal and vertical alignment. The nature of
competence and departments in the Eaton industry will be implementation alignment. This kind
89
of adjustment puts the business corporates into innovator perspective. According to De Feyter,
T., Caers, R., & Vigna, C. (2011, January), the need to identify the current capability will build
the nature of competence and make talents. Motivation is another thing that would be realized by
the members of the Eaton industry. Through perpetuation and urge to build a competitive
organization will attract more employees to the industry, through this many hidden potential
from workers will be found when the company deals with labor division and specialization.
Communication is a vital thing in any business-related activity, Eaton is no exception from the
advantages will follow. Since it is known that communication is entirely successful when all the
skills and techniques are exercised. Further, when the alignment is kept vertically, there would
be communication success in the industry and everyone will listen to the other despite the
position he or she hold in the company. Human resource concept does not own any change, and
it only facilitates positive change, involving assistance and advice outside the consultants.
6.0 Discussion
Before this research was performed, the previous survey established that employee
satisfaction within the company was lower than anticipated. As the research progressed, it
became clear that the HR managers were concerned with employee engagement and
organizational commitment. The managers believed the problem was due to the lack of
alignment within the company. The results of the research suggest that the employees on the
work floor do not experience a discrepancy in the implementation alignment compared to the
horizontal alignment. However, a comparison of the vertical alignment with the smooth and
implementation adjustments reveals the most significant difference, which may conflict with the
theory that HR practices and the HR policies are interlinked (Jackson, 1989). The procedures are
90
guidelines that descend from the business strategy to direct HR practices on the right course
Vertical alignment as the weakest alignment could signify that employee knowledge and
skills are determinants. These determinants can affect the quality and performance of the HR
system (Wright, 2002). If employees do not have the competencies to conduct HR practices, then
not possessing the skills may influence their behavior and performance. Likewise, it could hinder
Employees would consequently have difficulties with accomplishing the series of HR activities
that are congruent with the policies (Tosheva, 2013). However, to gauge the severity of the gap,
further research is necessary to consider criteria besides the values because the reasoning behind
the high scores are not displayed. Though the ratings reflect perceptions of how well the benefits
are integrated, value scores do not reveal the reasons behind the result. Some possible causes
might be a lack of communication, employee dissatisfaction with Eaton’s policies and practices,
or that the match between the employee and the company has not been taken into account. This
research has been useful in understanding that there is no discrepancy between the HR
alignments within Eaton based on the values. This knowledge can offer insight into the vertical
alignment to help the HR department determine whether the most significant gap between the
arrangements is a risk.
subjected to fail in 70 % chances out of 100%. Edward feels that a solid and a sound
management strategy would require understanding awareness and ultimate ownership. There is a
general need to focus on committed sponsors to speculated changes in the organization. Ensuring
educational programs and training to the employees on the design and relevant changes to the
91
organization. A change in an organization is supposed to be evaluated and discussed by the
organization with the inclusion of the subordinate staff too, and this is important to make them,
feel the sense of ownership in the company. The consideration put in place are evaluated to point
out the wrong things and hail the excellent thing noted in the company
7.0 Recommendations
Human Resource Management in organizations is concerned with all the welfare and
issues surrounding the human capital. Its functions range from recruitment of potential
programs, appraisal and rewards to well-performing workers and the retirements of older
employees. It has its own goals characterizing the levels of achievements required of it in the
organizations. Also, its functions and guided by its policies put in place. It is a department whose
activities ought to get aligned with the general tendencies of the organization it belongs. Also, it
should employ tactical approaches to ensuring that it achieves the responsibilities and
accountability requirements called for from it (Phillips et al. 2013). For the case of Eaton
industries, there are some techniques that its Human Resource Department can use in ensuring
that it is strategically aligned to the international nature of operation of the organization, bringing
out maximum effects and great coordination of its working activities. Also, it should prioritize
some aspects of strategic human resource management that will enable its realization of the set
goal for active alignment with the organizational needs, based on the conducted research
outcomes (Mondy, R. W. 2010). In the paper, also included is the vision of the role of the
Human Resource on the strategic human resource management department of the Eaton
industries. Additionally, there are the ways which the strategic human resource management of
Eaton industries can tactically apply in the realization of its accountability and responsibility
92
commitments, exhausted in the recommendations, as it aligns with the organizational activities
and goals and also about the research outcomes, as the subsequent paragraphs expound. In
Consideration the result and conclusion made for this study thesis, changes in the organization
will uniquely get use. The organization would need to inform their workers when specific
changes need to be implemented, this is useful in the manner that the employees are the people
subjected to the said changes in the organization. There is a number of considerations needed to
First, some ways can be used in strategically applied to the activities of Eaton industries.
One of them is the plan to administer adequate in-service training to employees. It is a strategy
that takes 5 years. In this case, both new and current workers will be taught on how they are
supposed to carry out their daily routines such that they conform to the organizational needs,
goals, and visions. To achieve so, they are thoroughly informed of the policies and the desired
modes of operations of the organization (Price et al. 2011). Also, they are oriented to the
perceived fitting organizational culture that is meant to adapt to the norms of the organization. In
this regard, they will get clear pictures and sensitization of the basics of the organization and
work towards the implementation of the requirements of the human resource department. It will
at the same time help integrate them to the entire organizational system as is in the imbibed
knowledge of the employees, hence ensuring that the human resources function strategically in
line with the core goals and objectives of the organization, helping achieve a long-term employee
93
When that is achieved, Eaton Hengelo should move on to their HR strategy. There is a
concern on the strategy to involve the employees in most of the matters of the organization.
Effective passage of relevant information between the human resource department and the
employees will get enhanced through the communication tools at hand. In this way, employees
will entirely get informed of the activities of the organization, characterized by openness of even
the sensitive matters that concern them. They will feel included and important, sparking them to
swing into actions more committed, helping in the realization of the strategic coordination of the
human resource department and other departments of the organization. Consequently, there shall
be the factoring in and prioritization of the inclusions component (Armstrong et al.2012). All the
employees will get special individual treatments based on their nature and the personal calls for
The next step includes prioritizing job satisfaction. This is aimed at compensation, where
the workers are rewarded according to Eaton’s reward system, but with more monetary,
promotional and financial gifts resulting in the job satisfaction and the need to input more effort
to ensure that the organizational objectives are achieved, hence aligning the human resource
department with the general corporate objectives (Aswathappa, K. 2013). Such a strategy will
help ensure that the employees are optimally tuned in to the activities of the organization,
drawing their attention and the need to work to achieve the objectives of the organization.
Further employees will, in turn, give their best in duty delegation in their respective lines of
duties. The plan should also involve further training on the current trends and requirements of
their job specializations, aside from the sensitization arising from the concern for environmental
safety and favorable working conditions for its employees. It will help in elevating more the
tendencies of achievement and worker welfare, which also help in the overall accomplishments
94
of the industry in the seamless integration of the industrial environment and the human resource
Once that is aligned and fully operational, there should be focus put on the imbibition of
proper and correct working attitudes on the employees which will ensure an aligned workforce to
the values and objectives of the industry. They should continuously get encouraged to keep the
focus on their work so that they will work according to the set standards. (Kumar, R. 2011). In
this case, they will work efficiently; maximizing the resource utilization hence lowering costs
and elevating the outcome levels, such as the employee output and objectives realization. Lastly,
there should be an aim of developing employee tendencies that rhyme the focus of the
department on the uniformity of purpose with the entire industry, through sensitization training,
remunerations, safe working environments, and the innovative undertakings. Such strategic
approaches can be affected and produce results within five years. (Niles, N. J. 2013). There is a
need for retention in the industry. Retention is the strategies that revolve around how the Eaton
industry CEO, managers, and employees communicate and interact. It only in this way that talent
and the specific ability of an individual can be noted. Able employees ought to be hired by the
managers in consideration of how they value the objectives and vision of the company.
Tactical Approaches
Some tactical approaches can be employed to ensure that recommendations of the human
achieved. One is the conduction of periodic team assessments. They are assessed to find their so
far achievements. The chosen periods can be quarterly, semi-annually or yearly. There will be
challenges and check of their achievements and those of human asset office in the responsibility
and obligation circles. It is done by the evaluation of the level of the effects of their
95
administrative tools in the realization of the same. A standard scale of gauging their
achievements as shown in work done is established where they are graded, followed by
rewarding them accordingly (Armstrong, M., & Armstrong, M. 2011). In this way, they will
strive and work hard to achieve the best in pursuit of excellence as they will be assessed after a
set timeframe and rewarded accordingly. It goes hand in hand with the performance evaluation.
This brings the next point, there is the performance of their work environment surveys. It is done
to gauge the extent of the preparedness of their commitment to responsibility and accountability.
In this way, the level of their arrangement dictated how aggressive and prepared they are to
achieve such a set goal. Such a survey exercise can be carried out in their knowledge or
randomly without prior notice (Mathis et al. 2012). The concerned departmental constituents will
be kept in toes and stay alert at all times as they dispense their duties responsibly and
accountable as a result. The tactical approaches can be affected and reap successes of the Eaton
Most importantly, is the need for change management that will make sure that things are
implemented as per the objective goals and changes recommended n the Eaton industry, this
would work for any other company. According to Park, H. J., Mitsuhashi, H., Fey, C. F., &
Björkman, I. (2003), the change management makes sure that changes are frequently, made in
the organization alongside pointing out the right and wrong noted from the changes made.
Diversity and inclusion is another strategy that is recommended in to focus on unleashing the
power of integration, this is where the employees are made a part of decision making. And to
appreciate the efforts made by the employees in making sure that the objectives of the company
is made a success. Historically, there has been a culture of underrating a certain group in the
society and the effort they can make to the company. The diversified group that was given little
96
or no attention includes age, people with disability, religion, race, gender and origin. Production
of the company does not achieve competition with other industries that produce the same goods
and services like the Eaton industry but how Eaton industry will understand and exploit activities
towards the need of the employees, customers, community, and the associated stakeholders.
In line with the research findings, together with the strategic and tactical
achievement of commonality of purpose for the Eaton Hengelo and its human resource
department are worth mentioning as follows. The aim is achieving the goals of the organization
of having satisfied customers, employees, suppliers, shareholders and the other partner
companies. One of them is the involvement of employees in all of its activities. Done from the
time introduced into the organization. The HR department must create an introduction program
including an introduction day, a day to familiarize themselves with their workplace and
colleagues, assigning them with a buddy and guidance for the days to come. After they feel
included and valuable. It is then that they will get exposed to the set ways of carrying out
activities, hence attaining the organizational objectives. It is because the research outcomes
indicated the employees as the most crucial elements in the implementation of the set goals. In
this way, once seamlessly bound into the company activities will have an experience of
embracing the company which goes in line with the industry’s aim of having satisfied
employees. The evaluation of the degree of employee involvement can be done once every three
months.
Further, according to Eaton, J (2017) the corporate workforce should be well rewarded
through reasonable salaries and further training to give their best to the organization, helping to
97
realize the strategic, operational modes of the department. They should also be given gifts and
bonuses based on their levels of achievements at the end of every month, encouraging them to
work harder towards the attainment of organizational goals of prosperity and departmental
qualified management staff that will ensure the excellent coordination of the organization
activities. Hence assuring the organization of skilled management to steer the alignment task.
There should also be the application of valuable virtues such as accountability and responsibility
in the employed workforce, which is evaluated after every 4 months. The concerned workforce
should take all their respective duties responsibly, ensuring that the activities of the human
resource department are aligned with the activities of the entire Eaton industries.
Leaders with vision are needed in to make the changes made in Eaton industry a success,
leaders should fight a strategy to choose people who will add value to the industry and maximize
deals with the design of the activities conducted, measuring the performance, and also skills to
analyses the business progress. There is also a need to analyze the redundancy things that drag
the Eaton industry backward. Statistical data is also essential to tell whether things that are
discussed in the changes are of benefits, remaining constant or even pulling the industry down
(Nickson, D, 2013). .
Lastly, the concern for other stakeholders should get prioritized in Eaton industries. In
this approach, the suppliers and shareholders are sensitized to give their level best in so far as the
organizational operations are concerned, at all times. In this context, the optimization of each
contributing factor will help in reaping considerable returns which bring about a right blend of
costs versus benefits. The benefits will increase, which will then be transferred to the
98
stakeholders. Suppliers will get paid on time; at a set time or earlier; hence achieving its goals of
Customers will then be offered commodities and services at lower pricing. The
employees will also get well remunerated after 3 months of their service. It is a step that will also
help boost the popularity of the Eaton industries, attracting more customers as the scale of
operation raises, which has an effect of elevating net returns. It helps build an excellent customer
experience congruent with its goals of having satisfied customers. In the next three tables, the
recommendations will be explained in short. The activities, time frames and those responsible
can be found in table 7. In table 8 an overview of costs and benefits are displayed for the HR
department, the employees and line managers. Lastly, Table 9 shows the estimated prices in
management staff
employees
after 3 months
99
Staff practice of Every 6 months HR + Line manager
responsibility and
accountability
employment
absorption in the
organization
100
Table 8: Costs and Benefits to the Stakeholders of Eaton Industries
training
qualified staff
goals activities
goals
duty attendance
workplace
101
Table 8: Costs and Benefits to the Stakeholders of Eaton Industries
102
Table 9: The cost of operational recommendation in euros
Years 1 2 3 4 5
Item
employee
performance
qualified staff
salaries
Tentatively, the research thoroughly exhausted on the strategic, tactical, and recommendations
regarding the operations of the Eaton industries. Such critical topical issues are well highlighted
103
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