impact of effective business management

Impact of Effective Business Management Policies on British Red Cross

By

[Your official name]

[Degree Title], [University], 20XX

[Name of program]

[Name of University]

[Date of Submission]

Business Management ii

Acknowledgement

I would take this opportunity to thank my research supervisor, family and friends for their

support and guidance without which this research would not have been possible.

Business Management iii

Declaration

I [type your full first names and surname here], declare that the contents of this

dissertation/thesis represent my own unaided work, and that the dissertation/thesis has not

previously been submitted for academic examination towards any qualification. Furthermore, it

represents my own opinions and not necessarily those of the University.

Signed __________________ Date _________________

Business Management iv

Abstract

British Red Cross is a non-profitable organisation, which requires designing, developing, and

implementing effective business management policies for ensuring that the various functions

like, operations, finance and HRM are managed effectively.This research aims to understand the

impacts of effective business management policies on performance of British Red Cross.

Moreover, the study also involves understanding the different methods through which British

Red Cross Company can implement its effective policies. For this the researcher has adopted

mixed method research using both qualitative interviews and quantitative surveys. The data from

survey was used for testing the hypothesis, which revealed that the relationship between training

& development and employee empowerment strategies is highly significant. Interviews were

conducted from management of British Red Cross, which revealed that the management is also

in favour of business management policies for effective business performance.

Business Management v

Table of Contents

Acknowledgement...........................................................................................................................ii

Declaration.....................................................................................................................................iii

Abstract...........................................................................................................................................iv

Chapter 1: Introduction....................................................................................................................1

1.0. The Area under Investigation............................................................................................1

1.1. The Organisational Context..............................................................................................1

1.2. Strategic Significance of the Area under Investigation....................................................3

1.3. Research Questions and Objectives..................................................................................6

Chapter 2: Literature Review...........................................................................................................8

2.0. Introduction.......................................................................................................................8

2.1. Business Management Policy...........................................................................................9

2.1.1. Employee Retention.................................................................................................11

2.1.2. Increased Competency.............................................................................................11

2.1.3. Training and Development......................................................................................12

2.2. The Frame Work of Management...................................................................................13

2.3. Benefits of Successful Implementation of Business Management Policies...................13

2.4. British Red Cross Business Management Policies.........................................................14

2.5. Management of Uncertain Conditions............................................................................15

2.6. Performance Management and Business Management..................................................15

2.7. Significance of Planning for Non-Profit organisations...................................................17

2.7.1. Morale and Motivation of the Staff.........................................................................18

2.7.2. Hiring of the Volunteers..........................................................................................19

2.7.3. Effective Management Framework.........................................................................19

2.8. Importance of Change Management in Organisations....................................................20

Chapter 3: Methodology................................................................................................................22

3.0. Research Process.............................................................................................................22

3.1. Research Philosophy.......................................................................................................22

3.1.1. Interpretivism...........................................................................................................22

Business Management vi

3.2. Research Approach.........................................................................................................23

3.3. Research Strategy............................................................................................................24

3.4. Research Design..............................................................................................................24

3.5. Data Collection...............................................................................................................25

3.5.1. Surveys....................................................................................................................25

3.5.2. Interviews................................................................................................................25

3.5.3. Relevance.................................................................................................................25

3.6. Sampling.........................................................................................................................26

3.7. Data Analysis..................................................................................................................26

Chapter 4: Analysis........................................................................................................................28

4.0. Overview.........................................................................................................................28

4.1. Questionnaire Analysis...................................................................................................28

4.1.1. Frequency Distribution............................................................................................28

4.1.2. Regression Analysis.................................................................................................36

4.2. Interview Analysis..........................................................................................................37

4.2.1. British Red Cross Business Management Policies & Success of Organisation......37

4.2.2. Effective Business Management Policies & British Red Cross Performance.........38

4.2.3. Measurement of Effective of Business Management Policy of British Red Cross. 39

4.2.4. Implementation of Business Management Policies at British Red Cross................39

4.2.5. Improvements in Business Management Policy of British Red Cross....................40

Chapter 5: Conclusion...................................................................................................................41

5.0. Conclusion......................................................................................................................41

5.1. Recommendations...........................................................................................................43

5.2. Implications for future Research.....................................................................................44

References......................................................................................................................................45

Appendix........................................................................................................................................50

Survey Questionnaire.............................................................................................................50

Interview Questions................................................................................................................53

Business Management 1

Chapter 1: Introduction

1.0. The Area under Investigation

In this study the area under investigation is the analysis and evaluation of the effective

business management policies on the performance of the British Red Cross. British Red Cross is

a non-profitable organisation, which is highly recognised because of its swift disaster based

planning and controlling, disaster management and most importantly its management of the

overall organisational operations and functions (Council, 2012). Since the British Red Cross is a

non-profitable organisation, its major aim is to administer the workforce and budgeting in a

highly proficient manner in order to ensure that the organisation is capable of tackling disasters

in an effective manner.

It is essential for organisations like British Red Cross to design, develop, and implement

effective business management policies in order to ensure that the various functions like,

operations, finance and human resources are managed effectively (Singleton, 2012). This would

ensure competent performance of the business as a whole, since all departments will work in a

highly synchronised environment. With pre-defined policies all the departments will have pre-

defined boundaries and goals and will work towards the achievement of those goals, which in

turn will result in enhancing the organisations performance (Bryson, 2011).

1.1. The Organisational Context

British Red Cross is among the leading charitableorganisation of United Kingdom. The

organisation works internationally and domestically and provides health and social care services

to the vulnerable individuals of the society with the aim of the building resilience. British Red


Cross has strong global presence, as it is part of the world’s largest humanitarian organisation,

the international Red Crescent and the international Red Cross movement, comprising of more

than 180 national societies (Hanlon, 2011). British Red Cross is a prominent and dynamic

member of the movement and it is strongly committed for strengthening the IFRC Secretariat,

with the aim of building the capacity of the various national societies included in the movement

and providing resilient support to the various projects, tasks and policies of ICRC (International

Committee of the Red Cross).

The 2010-2015 corporate strategy of British Red Cross supports the ICRC movement

with the aim of improving the effectiveness of the humanitarian response to natural disaster or

conflicts and wars. Along with that, it also aims towards the reduction of the risks of global

warming all over the world and providing care to the extremely vulnerable groups and

individuals of the society (Singleton, 2012). These aims are achieved through the provision

material and financial resources, along with human and technical expertise. Furthermore, the

British Red Cross also provides support while working in close coordination with other societies,

which in turn helps in shaping the movement strategy, along with humanitarian and policy

diplomacy (Christopher et.al, 2014).

In the international Red Crescent and the international Red Cross movement, the British

Red Cross is acknowledged as one of the leading National societies possessing the capacity,

experience and the technical expertise, which are essential for the effective management of a

disastrous situation (Waikayiet.al, 2012). British Red Cross is working on the development of its

regional as well as global response system in order to ensure pertinent response to the disastrous

situation. The aim is to establish a strong link between the disaster preparedness, disaster

response, and more importantly recovery efforts (Blaikie et.al, 2014). British Red Crosshas also


played a crucial role in the development of the resilience approach of the movement, which is

aimed towards the reduction of risks and taking precautionary measures before the disaster

strikes. This aim is achieved by British Red Cross through working in close coordination with

the National Societies and ensuring the successful delivery of the programs that strengthen the

resilience of the communities towards crises (Waikayiet.al, 2012).

British Red Cross provides technical support and funding in areas such as sanitation, first

aid, water and community based health, security and shelter, with a major focus over the

addressing of the fundamental causes of vulnerability to humanitarian crisis. As one of the active

participants of humanitarian policy field and leading player of the National Society in

International Humanitarian Law (IHL), British Red Cross plays a significant role in the

promotion, development and dissemination of IHL, both internationally and nationally (Carlos

et.al, 2014, p. 374). British Red Cross is dedicated towards the improvement of the environment

for the vulnerable groups and individuals residing within the society through the promotion of

the humanitarian principles and through influencing people with the help of an on-going

research, analysis and negotiation. British Red Cross also works as a humanitarian support for

the public authorities of United Kingdom under which it provides training, support and legal

advice to the national and the international stakeholders (Hanlon, 2011). The humanitarian

policiesand activities of the British Red Cross include development of civil military relations and

principles for the development of humanitarian resilience under disastrous circumstances.

1.2. Strategic Significance of the Area under Investigation

Strategic significance is the method of evaluating the importance of the particular part of

the plan, which is being implemented by the organisation for ensuring efficient management.


Figure 1: Strategic Significance for British Red Cross

Planning holds high strategic significance for a non-profit organisation like British Red

Cross. The importance of planning is high, specifically because, it enables the organisation to

develop effective plans for tackling with disastrous circumstances and taking precautionary

measures even before the disaster occurs (Bryson, 2011). British Red Cross has a well-developed

planning structure, through which they ensure that various operations and functions of the

organisations are performed in an appropriate manner to provide care to the vulnerable group of

the societies (Bryson, 2011).

British Red Cross understands the strategic significance of planning and they devised and

developed their strategies around the disaster, poverty and healthcare issues. At British Red

Cross, the organisational plans are developed by keeping the needs of the organisation and its

human resources under strict consideration. Thus, the plans of the British Red Cross works in

close coordination with their mission and vision (Waikayi et.al, 2012). The visions and mission


of British Red Cross involves working for the benefit of the humanity, ensuring their safety and

providing the vulnerable group of the society with an environment in which their basic needs are

addressed (Hanlon, 2011).

Like planning, programing also holds strategic significance for British Red Cross. For

non-profit organisations, programing is closely linked with mission and vision of the

organisation. It is essential that programing and planning works in close coordination within the

company (Head & Alford, 2013). British Red Cross has a strong hierarchy and they perform

their planning and programing activities based on teams. Thus, in order to ensure effective

programing and planning activities, possible clients are associated in the preliminary planning

and programing process (Obel, 2014). This helps in building the acquaintances for the

fundraising and donation programs. Programing is also significantly important for British Red

Cross as it adds value to the business management policy. It is a crucial method that serves as an

essential tool for the management of the various features of the organisation (Waikayi et.al,

2012).

Similarly, budgeting for various projects also holds strategic significance for British Red

Cross. Since the British Red Cross is a non-profit organisation, it is completely dependent on

donations by the public and the private sectors (Cunningham et.al, 2014). Furthermore, for non-

profit organisations, like British Red Cross, the budgeting engrossed within the crisis and the

charitable management activities can result in lifting the overall monitory resources of

theorganisation. Kaziliūnas(2011) concluded that the non-profit organisations like the British

Red Cross have proved to be proficient and successful in performing various societal activities;

thus, enabling them to generate financial resources in the form of fundraisers and charities.


Lastly, performance management and management control also plays a significant role in

the British Red Cross. Since the management is responsible for the measuring of the

performance of the organisation, its employees and take counter-measures forremedial actions

(Chenhall et.al, 2012), this ensures that the performance of the organisation remains in

coordination with its goals and objectives. Thus, the strategic significance of performance

management and management control is very high for an organisation like British Red Cross,

specifically because the overall performance of the organisation is dependent on it.

1.3. Research Questions and Objectives

A research question could simply be explained as the statement that is used for the

identification of the phenomenon that is to be studied. Appropriate answer to the research

question helps in addressing the research problem in an adequate manner (Creswell, 2013).

Following are the research questions, which are addressed by the researcher in this study:

What are the impacts of effective business management policies on performance of

British Red Cross?

What are the different methods through which British Red Cross Company can

implement its effective policies?

The objectives of the study are designed by the researcher for answering the research

questions. They emphasise on how the aims of the research are to be accomplished. Objectives

must be highly feasible and focused and appropriately address the overall outcomes of the

project (Creswell, 2013). Following are the objectives of this researcher study:

To identify the influences of effective business management policies on performance of

British Red Cross.


To determine the efficiency of the British Red Cross business management policies.

To assess and presentthe unconventional business management policies on the

performance of British Red Cross.


Chapter 2: Literature Review

2.0. Introduction

Business Policy characterises the degree or extent to which employees within

anorganisation can take decisions (Daft, 2015). It allows the lower management level to manage

the issues and problems without counselling top management level for making decisions each

time. Business procedures andpolicies are the rules created by a company to supervise its

activities (Daft, 2009).Head & Alford (2013) describes the boundaries of decision making, which

must be followed. Likewise, business policy manages the attainment of organisational resources,

which are essential for achieving organisational objectives. Business policies are the exploration

of the top management level responsibilities, the substantial issues influencing success and

achievement of the organisation and the decisions that may influence the organisation in long-

term (Daft, 2015).

Regardless of the sector anorganisation operates in, i.e. public or private

sector,management of business policy is crucial and turning out to be the most significant factor

(Hitt et.al, 2012). An investigation led by The Economist's Intelligence Unit regarding 211

public sector as well as private sectorcompanies found that 89 %of the government participants

and 81 % of the private participants have experienced a negative effect due to the absence of

effective management of business policy (Hitt et.al, 2012).


2.1. Business Management Policy

Managing a business is an administrative approach, which is utilised to ensuresimple

managerial practices by means of building up different policies and strategies to handle the

uncertainconditions that will eventuallyoccur. Business management policies are the operative

guidelines that could be forwarded on with the intention to support the order, security, stability

or future objectives of both profit based and non-profitbasedorganisations. For example,

acompany may have management policies against hiring the relatives of existingemployees for

higher level position. Each time when the situationascends, the workers may make reference to

the management policies, rather than making their own decisions (Chenhall et.al, 2010).

In todays’ competitive business environment, the management policies of companies are

utilised as amanagement technique and procedure throughout the system or functions that

comprises of numerous users. Management policies of companies involves policy-based

administration and control of the enterprise, which controls the system, the application of the

defined policies and strategies forcontrolling and managing the access for the engagement of the

resources (McLean & Smits, 2012).

Management policies of multiple user companies actually includedeveloping procedures

for such activitiesso as to get accessibility to the document or delete particulardocument, the

exterior and foundations of single desktops users etc. There are different softwarepackages

available forautomation of a feworganisational processes. Overall, the way these software

packages perform are management policies of business, which are contributes towards the

products or services (Beautement et.al, 2009).

Business management policy serves as an efficient managerial approach, which is

integrated within the management, operational and the functional aspect of the organisation


(Wheelen&Hunger, 2011). These policies are the functioning rules that perform the task of

sustaining the direction, maintenance of operations, and continuity of processes within the

organisation. Today, the business management policies are employed by organisations as a

management technique and tool throughout the organisation (Wheelen& Hunger, 2011).

According to Tripathi&Agrawal (2014), the business management policies captivate policy

based management that is responsible for controlling the network, implementation of the

described policies for effective management and controlling the access for the employment of

resources.

Organisations, like British Red Cross, can enjoy various benefits through the successful

implementation of Business Management Policies, the benefits include:

Figure 2: Factors of Effective Business Management Policy


2.1.1. Employee Retention

Implementation of effective business management policies results in decreasing the

employee turnover rate for organisations (Ganesan, &Badrinath, 2012). With well-defined

policies and procedures in place, the employees work towards the achievement of vision of the

organisation. According to Shen et.al (2009), good organisations know the value of their human

resources and determine their management policies keeping the human resources under

consideration. Thus, they ensure that the human resources working within the organisation are

well aware of the organisation’s vision and mission (Swayne et.al, 2012). Since, employees are

well aware of their organisation’s vision and mission, they work in accordance with their defined

policies, which results in the successful achievement of the organisational goals in the longer run

(Swayne et.al, 2012).

2.1.2. Increased Competency

With adequate business management policies in place,organisations can develop training

and development program for the managers in order to ensure a high level of competency (De

Vos et.al, 2011). It is crucial for organisations to possess managers that are competent and

proficient, because they are the decisions makers of the organisations (Tripathi, &Agrawal,

2014). For organisations, like British Red Cross, it is essential to possess a team of highly

competent managers, because its NGO centres are located all around the world and they need to

ensure that the high level of quality, care and management of disastrous situation is guaranteed in

all the countries.


2.1.3. Training and Development

The organisations with strong business management policies in place are capable of

designing and developing various training and development programs for the employees at

various levels (Noe, 2014, p. 101).The organisations, like British Red Cross,emphasise over the

training and development programs for the non-managerial and the managerial employees. It is

essential to provide training to the non-managerial employees because they are the ones who

have to work in the field with the vulnerable population. Verma (2013) stated that it is crucial

that these employees are capable of identifying and addressing the needs of the individuals in an

adequate manner on humanitarian grounds. Additionally, training and development of managers

is also highly crucial, as managers are the ones responsible for making the strategic decisions

associated with the various functional operations of the organisation (Tripathi&Agrawal, 2014).

It is essential to develop the skills and expertise of the employees in the organisation as this helps

the organisation in attaining the strategic priorities of the society.

Senyucel (2009) explained that it is essential for the management of organisations to

manage their employees, volunteers and the fundraising and charity programs in an effective

manner. NGOsraise funds through various resources, which is possible due to the highly

motivated individuals working within the organisation, who are dedicated towards ensuring that

the organisation achieves a stable flow of financial remittances from various individuals,

government funds and organisations (Shen et.al, 2009). Currently, the overall fundraising

activities carried out by British Red Cross are adequate enough and have enabled the

organisation to provide healthcare services to people all over the world in an effective manner.

They are ensuring that the organisation fulfils the standards of the International Committee of the

Red Cross (ICRS) movement.


2.2. The Frame Work of Management

The management framework involves the British Red Cross management policy. It

additionally clarifies that the expectations of managers with respect to society (Daft, 2015).

Framework of the British Red Cross management practices and activities are required for the

effectiveand efficient organisational performance. It demonstrates the dedication of the British

Red Cross towards the development ofmanagers throughout the community. At last, it

encourages the senior management to take the responsibility asapositive role model for other

managers and employees as well (Daft, 2015).

2.3. Benefits of Successful Implementation of Business Management Policies

Advantages of effective application of organisational management policies include:

More skilled managers and competent decision makers at each organisational level at

British Red Cross (David, 2010).

Improved abilities for achieving the strategically selected targets of the society.

Increased development improvement prospects and more accentuated training and

development opportunities for employees at management and non-management level.

Improved retention management and non-management level volunteers and employees.

Promotion of culture thatcomprises ofindividual as well asorganisational learning and

development (David, 2010).

Organisational management policies simply do notbenefit the management, but the

effective management framework implementation helpsin guaranteeing training and

development opportunities for everyone in order to achieve the improvement they


desirefor their occupation. Such opportunitiesexist in their personal development and

growth in the long-run (David, 2010).

Leaders of the British Red Cross mustappropriately manage their workers, volunteers,

philanthropy projects and donations, if they are to achieve the unique sense of individualism

(Snell et.al, 2015). The British Red Cross uses a combined method of funding that is desirable by

majority of the philanthropy projects. As indicated by the higher management levelmember of

the British Red Cross, they are satisfied with the charitable amount that they are able to generate

as revenue; however,the higher management level member additionally expressed that it entails

having a decent contract for a few elements of its work (Snell et.al,2015).

2.4. British Red Cross Business Management Policies

Numerous authors have elaborated on the importance of effective business management

policies for the organisation. British Red Cross has worldwide operations in various countries

and they are looking to expand even further; hence, it is necessary for them to have effective and

efficient business management policies(Hanlon, 2011). Even though, the organisation is not

involved in selling services and products for generating revenues, but the organisation certainly

requires proper management efforts to manage their large workforce and to tackle emergency

and disaster based situations like floods and hurricanes etc. Furthermore, the current global

economic situation creates a much stronger impact on non-governmental organisations like

British Red Cross (Singleton, 2012).

British Red Cross is a non-profit organisation that needs to have effective management

policies. The organisation needs to have maximum capacity in reaching out to all those issues

where there are problems(Hanlon, 2011). The experts have conducted very clear identification


that at present all those non-profit organisations, which deal in disaster management, must be

more dynamic and even active as well. This is especially the case for some very difficult regions

like Africa, where there is a need to be more dynamic in order to meet the needs of the citizens

as well (Waikayiet.al. 2012).

Up till now, British Red Cross has been able to expand itself as an association having an

effectual policy of business management in order to remain more dynamic and successful in their

disaster management activities globally (Singleton, 2012). It is certainly observed that British

Red Cross seems to consider the decentralised structure of the organisation with their offices and

divisions. This has helped them in maintaining proper business management policies for their

organisations (Hanlon, 2011). Though, a detailed review of the literature related to the business

management policies for British Red Cross will be conducted throughout the research study.

2.5. Management of Uncertain Conditions

The contemporary approach of management in all non-governmental organisations and

even profit oriented companies has changed significantly. Organisations are even working in

conditions where there are high probability and uncertainty and steps are taken in order to meet

the sudden situation(Dennis, 2009). There are several experts who have explained the concept of

risk management for conditions in which the organisations are now involved in uncertain

activities occurring in the external environment (Head & Alford, 2013).

2.6. Performance Management and Business Management

The significance of the performance management matters considerably for many

organisations. In the modern world, where both the profit-earning companies and more


specifically, non-profit companies are operating, performance management is certainly a vital

feature that is associated with risk management and advancement of information technology(Hitt

et.al, 2012). At present, most of the non-profit organisations actually consider their volunteers as

their assets and well-wishers as well. It is usually seen that the performance associated with the

volunteer is measured in several ways. According to Xavier (2013), the factors, such as

teamwork, dedication, production, communication mechanism and overall attitudes towards

welfare of the humanity,are associated with performance management and business

management. Such kind of contemporary exercises of management policy has completely

changed the management practices (Kaplan et.al, 2010).

The success of the non-profit companies is usually measured by both efficacy and

efficiency with which they are able to address the needs of different stakeholders. Even all the

profit oriented companies have acknowledge the fact that depending on financial measures only

is simply not enough for carrying out the performance measurement and management. However,

financial reports prove to be very useful in measuring the past performance and providing very

little amount of information on value creation in the long-run(Xavier, 2013). According to

McLean & Smits (2012), performance measurement for the non-profit companies is very much

extensive but is certainly not very much conclusive in totality. The main reason is that

organisations usually lacks the elegance and simplicity of financial measures like profitability or

returns for stakeholders, which profit making organisations normally use for making evaluation

of the performance (Xavier, 2013).


2.7. Significance of Planning for Non-Profit organisations

For every kind of welfare program that are there in the non-profit organisation, like the

British Red Cross, it started with the suitable level of planning. Planning is vital both the non-

profit companies and profit making organisations’ as well. For example, there was one incident

in which British Red Cross had strong high alert that the Hurricane Sandy is going to come and

hit and its’ consequences will be disastrous for many families. This is the reason why

organisation has started planning exact by starting with their welfare programs and management

policies in order to create donations’ and then generate charities as well (Rahim, 2015).

Moreover, the Hurricane Sandy program has been appropriately separate from the

mission, goals and overall vision of the organisation as well. There were large numbers of

volunteers who had earlier enrolled and were even offered training in order to help the societies

that were affected because of the natural disaster. The company was then able to manage large

number of volunteers (in thousands) in affective manner because of the effective management

policy of the organisation. The counteractive steps had been taken throughout during this

situation and large amount had been spent on the hurricane victims and after this welfare

program in order to remain successful in the future welfare programs’ as well (Senyucel, 2009).

In addition, budgeting had been planned by the Red Cross with the help of donations.

There was large amount collected in this regard and then were spent on several kind of sub-

programs below the program of Hurricane Study. Performance management programs’ had been

started by the management teams that belonged to Red Cross so that it can help in demonstrating

to both stakeholders’ and investors’ as well. It is vital in observing the managerial resemblance

that has occurred between the non-profit oriented and profit making companies (Podsiadlowski

et.al, 2013).


Furthermore, there are large number of differences among all the non-profit oriented and

profit making companies from revenue generation, target market, selling etc.; but in terms of the

internal management, there are usually similar kinds of management policy making decisions

that includes training, development, hiring, planning, decision making, measurement of both

performance and assessment. A non-profit oriented company usually has a very strong vision and

mission statement as well that assists in directing them for their projects and welfare programs’

as well. British Red Cross has the main mission in serving the mankind and therefore they are

usually very active in participating in the charity programs. The managerial aspects of the non-

profit oriented companies usually have very little difference from other similar companies

(Lunenburg, 2010).

To start with, the vital support obtained from emergency assistance and organisations’ for

human service during and later than the disaster has been somehow vital for the organisations’

since several years. The non-profit companies try to assist the individuals, society and the entire

country as well that have got affected from the natural disaster with the help of essential services

like medical assistance, food supplies, clothing etc. In the following paragraphs, all the vital

factors’ will be highlighted that is going to assist in conducting an insight of the management’s

policy of the famous company, British Red Cross. Their vital business management policy

factors comprises of the following:

2.7.1. Morale and Motivation of the Staff

A positive morale and also the motivation of the volunteers along with the employees are

supposed to be vital intrinsic keenness of both volunteers’ and workers’ in order to enable

execution of the tasks at the workplace. The motivation and morale of the employees’ certainly


matters in all those situations’ where there is a need to work effectively during natural disasters

(Daft, 2009).

2.7.2. Hiring of the Volunteers

The recruitment policy usually provides strong reference towards hiring of new

volunteers’ for available vacancy in British Red Cross organisation. Though, at present, there is

an implementation of various kinds of methods for ensuring hiring of prospective candidates.

The problem is that not all of them are considered suitable for every non-profit company. This is

the reason why a non-profit company can work on assuming methods of recruitment in

considering need of the organisation through effective management policies (McLean & Smits,

2012).

2.7.3. Effective Management Framework

The effective and suitable management framework comprises of the management policy

of the British Red Cross. It is even useful in explaining about the manager’s expectations related

to the society. The framework of the British Red Cross management activities and tasks has the

need for the effectual performance of the organisation. It certainly shows the commitment level

of the British Red Cross for the developing managers all through the society. Finally, it will

prove very effective in providing motivation to the senior managers in having a constructive role

model for all other managerial staff working in the organisation (Daft, 2015).


2.8. Importance of Change Managementin Organisations

Change management plays a crucial role in the success of the organisation. Changes

within the organisation are usually initiated by the higher management and they are the ones

responsible for the successful integration of new set of policies and procedures within the

organisations (Hayes, 2014). It is their responsibility to ensure that change is accepted by all the

employees working within the organisation, because they are the ones who will work for the

achievement of organisational goals. According to Cameron, & Green (2015) organisational

culture plays an essential in the implementation of change within the organisation. Organisations

with traditional cultures are rigid towards change, whereas organisations with contemporary

culture are flexible and they adapt and change their culture as per the circumstances. British Red

Cross is an organisation with traditional culture, thus, there culture is not flexible towards the

changing circumstances, and as a result the organisation is struggling to achieve its goals of

ensuring the provision of quality health and care facilities to humanity. It has now become

essential for the top management of British Red Cross to devise certain improvement decisions

keeping the changing environmental conditions under considerations in order to continue its

successful run in the ICRS movement.

In past few years British Red Cross has struggled to change its traditional structure;

however they have failed to develop and implement the new welfare services and programs due

to the reduction in donations and funding’s due to the high rate of inflation, and global financial

crisis. Thus, development and implementation of effective change management policies within

organisations like British Red Cross could serve as the key towards the achievement of success

(Swayne et.al, 2012). British Red Cross is required to adapt to the environment and keep on

making changes in their business management policies in order to cope-up with the changing


needs of the people, specifically the vulnerable population. British Red Cross and its employees

are dedicated to ensure that high level of care, and services are provided to the people suffering

from disasters or other issues such as poverty, increasing inflation, and healthcare costs. British

Red Cross is trying its level best to utilise the available resources in an adequate manner to

reduce the sufferings of the people all over the world.


Chapter 3: Methodology

3.0. Research Process

This section of the study provides an overview of the research process that was adopted

by the researcher while conducting this study. It begins with the introduction and explanation of

the research philosophy that was utilised by the researcher for the study. This section also

provides a brief illustration of the research approach taken by the researcher is order to conduct

the study. After this the researcher briefly describes the research strategy and the design adopted

by the researcher in order to collect and analyse the data for achieving the desired outcomes.

Lastly, in this chapter, the researcher has provided a brief overview of the data collection and

analysis methods, along with the relevance of the selected methodology for this study.

3.1. Research Philosophy

Research philosophy could simple be explained as the belief about the manner in which

data regarding a specific phenomenon should be gathered, analysed and then utilised for the

study (Tolman, 2012). There are different research philosophies that are used by researchers and

a few of which are post-positivism, positivism, pragmatism, realism, post-structuralism,

interpretivism, critical theory and constructivism.

3.1.1. Interpretivism

For this research study the researcher has selected interpretivismapproach. Interpretive

philosophy helps the researcher in comprehending the human experiences of the respondents. It

views that the reality is socially-constructed and is fluid in nature. Influenced by cultural and


social relationships between people, this reality seeks to adopt a change that is why it is

considered fluid or alterable.The researcher used the interpretivism methodology approach and

the rationale for selection of this philosophy is that it provides a rich data on construction of

social reality from participants on the effectiveness and vulnerabilities present in the business

development policies of British Red Cross.

3.2. Research Approach

Gioia et.al, (2013) explained thatthe research approaches are classifiedinto two different

categories. These categories were inductive and deductive approach. In the inductive approach,

the research is initiated through the collection of relevant data that is related to the selected

phenomenon and research problem identified by the researcher.Once the data is collected, the

next phase is data analyses to evaluate the overall results of the study (Gioia et.al, 2013).

Whereas, on the other hand in deductive approach the research usually begins with a social

generalised theory linked with the selected phenomenon and then its implications are evaluated

through the collection of data.

In this study, the researcher adopted inductive approach, since the researcher has

collectedinformation from the management and the employees of British Red Cross and after

that the researcher concludes the research by developing a general theory, which focuses on the

main aims of the study. Thus, this approach enables the researcher to move from specific

phenomenon to a much more general one. The analysis conducted through inductive approach is

purely based on the data collected from the respondents.


3.3. Research Strategy

In simple words research strategy is the approach that is utilised by the researchers in

order to conduct the research. Some of the frequently used research strategies include surveys,

interviews, experiments and case studies etc. For this study, the researcher has selected

questionnaire survey and interviews (Creswell, 2013). Utilising the survey and interviews

strategy, the researcher has developed survey and interviews keeping the research topic under

consideration, since the questions provide the essential information that could be used for

achieving the results of the research study.

3.4. Research Design

For this study, the researcher has utilised a mix of both qualitative and quantitative

research methodology. Quantitative research could simply be explained as the phenomenon of

collecting numerical data, which is analysed by the researcher through mathematical based

methods, particularly statistical tests (King, 2012). Qualitative design aims on subjective

evaluation of opinions, attitudes and behaviours of the research participants and respondents. In

this study, the researcher collected that data from the management and the employees in order to

analyse the effectiveness and vulnerabilities present in the current business development policies

of British Red Cross. The researcher collected the data through survey questionnaire and

analysed the data using statistical tool SPSS17.0 to determine the results of the study. The data

collected from interviews was analysed using thematic analysis.


3.5. Data Collection

Data collection is regarded as one of the most essential elements of the research study,

specifically, because data collection has a direct impact over the results of the study. In this study

the data was collected using survey questionnaires and interviews.

3.5.1. Surveys

The reason behind the selection of survey questionnaires is that they are easy to attempt,

low-cost, accurate and can be analysed by the researcher swiftly and easily. Survey

questionnaire is one of the most effective tools of collecting large amount of data in a time

efficient manner. As the main aim of the study is to analyse the importance of effective

management policies; therefore,data from large number of respondents need tobe collected,

which can only be gathered through survey questionnaire.

3.5.2. Interviews

Additionally, interviews were also conducted for this research because it helps to understand

the perception and opinion of the participants and stresses on a certain point in order to maintain

the focus over the central theme of the research. Management of British Red Cross were

interviewed for the purpose of acquiring the inside news of the organisation and how these

managers implement different business policies within the company.

3.5.3. Relevance

The selected research design is relevant to the current research phenomenon, as

quantitative researchvalidates the answers for a larger sample. The mixed method research was


conducted in order to obtain precise and quantifiable dataalong with qualitative data to generate

broad themes based on the responses of the participants. Since quantitative research is a

structured process, it enabled the researcher to obtain highly objective and reliable data for the

researcher. The questions of the survey were close ended; thus, they ensured that the researcher

is provided with definite answers to the questions, which were asked from the participants.

Qualitative research helped in gathering the opinions and provides the researcher with details

about human behaviours of the participants.

3.6. Sampling

Sampling is the method, which involves the selection of elements from an ordered

sampling frame. There are two types of sampling methods probability and non-probability used

for research purposes. For this study, the researcher selected non-probability sampling technique,

which is further classified into availability or convenience sampling. The reason behind choosing

convenience sampling is that it allows the researcher to save cost and time for conducting the

process while provides a facilitative choice in selecting relevant participants for the study. The

target population for the study consists of the management and the employees working within the

British Red Cross.

3.7. Data Analysis

Data analysis is another crucial element of the research methodology. It is a plan, which

guides the researcher in the process of analysing the collected data for the research through

different methods and techniques. Since in this study the researcher has collected primary data

through questionnaire survey as well as interviews, the researcher applied different analysis

methods for both designs. The analysisfor quantitative data included frequency distribution and


regression, which were performed using SPSS. While, the qualitative data collected from

interviews was analysed using thematic analysis.


Chapter 4: Analysis

4.0. Overview

Chapter four of this study comprises of analysis and findings from questionnaire survey

as well as interviews. The researcher analysed surveys by conducting regression analysis to test

the research hypothesis and the interview responses were analysed using thematic analysis. The

study aimed to understand and evaluate the effective business management policies on the

performance of the British Red Cross.

4.1. Questionnaire Analysis

The survey data for this research was gathered from 70 employees of British Red Cross

using Likert scale questionnaire. The aim was to understand the impact of effective business

management policies on the performance British Red Cross. The researcher chose to test the

hypothesis using Regression Analysis on SPSS.

4.1.1. Frequency Distribution

The frequency distribution chart generated on SPSS is presented below.

Table 1: Frequency Responses for Question 1


Regarding the question related to employee reaction , ‘Management has introduced

employee empowerment strategies in the company to increase retention’, 7.1 percent of

employees strongly disagreed to the statement, 32.9 percent of employees disagreed, 22.9

percent of employees replied neutral, 17.1 percent of employees agreed, and the remaining 20.00

percent respondents strongly agreed. This means that employees believe empowerment and

delegation of authority helps in satisfaction towards work, which eventually results in retention.


For the question ‘Management is concerned about the needs of employees in order to

increase retention’, 11.43 percent of employee strongly disagreed to the statement, 40 percent of

employees disagreed, 15.71 percent of employees replied neutral, 20 percent of employees

agreed, and the remaining 12.86 percent respondents strongly agreed. Hence, majority of

employees believe that their managers are concerned about their employees and develop various

strategies to retain them.



For the question ‘Has there been an excessive turnover of the supervisory personnel’,

7.14 percent of employee strongly disagree, 27.14 percent disagreed to the statement, 25.71

percent of employee replied neutral, 25.71 percent of employees agreed, and the remaining 14.29

percent respondents strongly agreed.


For the question ‘The job descriptions of the employees are clearly established and

communicated to the employees’, 5.71 percent of employees strongly disagreed to the statement,

28.57 percent of employees disagreed, 27.14 percent of employees replied neutral, 24.29 percent


of employees agreed, and the remaining 14.29 percent respondents strongly agreed.Hence,

majority of employees believe that in British Red Cross the employees have well-defined job

descriptions that are clearly communicated.


Regarding the question ‘Does it appear that management, accounting, and information

technology personnel are sufficiently competent to perform their assigned responsibilities’, 2.8

percent of employees strongly disagreed to the statement, 40 percent of employees disagreed,

21.43 percent of employees replied neutral, 25.71 percent of employees agreed, and the

remaining 10 percent respondents strongly agreed.Hence, majority of employees believe thatin

British Red Cross the employees in the management, accounting, and information technology

departments are well qualified and highly competent and help in achieving better performance.



About the question ‘Is there an effective employee performance evaluation system

present for identifying incompetent or employees?’, 1.4 percent of employees strongly disagreed

to the statement, 34.3 percent of employees disagreed, 30 percent of employees replied neutral,

20 percent of employees agreed, and the remaining 14.3 percent respondents strongly agreed.The

frequency distribution chart generated on SPSS is presented above. Hence, majority of

employees believe thatdespite company’s efforts, the performance evaluation system at British

Red Cross is still not efficient and streamlined.



About the question ‘Management provides adequate training opportunities for

employees’, 11.4 percent of employees strongly disagreed to the statement, 15.7 percent of

employees disagreed, 14.3 percent of employees replied neutral, 58.6 percent of employees

agreed.Hence, majority of employees believe that the training programs at British Red Cross are

adequate for employees.


For the question ‘Professional development is given high value in this organisation’,

21.43 percent of employees disagreed to the statement, 22.86 percent of employees replied

neutral, 41.3 percent of employees agreed, and the remaining 14.29 percent respondents strongly

agreed.Hence, majority of employees believe that theBritish Red Cross gives high value to

professional development and for this they provide necessary training and development

programs.



For the question ‘Does the organisation link training and development with the business

strategy of the company’, 7.14 percent of employees strongly disagreed to the statement, 17.14

percent of employees disagreed, 21.43 percent of employees replied neutral, 40 percent of

employees agreed, and the remaining 14.29 percent respondents strongly agreed.Hence, majority

of employees believe that the British Red Cross has incorporated training and development of

employees as part of their organisational strategy in order to ensure operational efficiency.



For the question ‘Organisational performance is dependent on the performance outcomes

of the human resources which includes; such skills, attitudes and behaviour’, 2.9 percent of

employees strongly disagreed to the statement, 25.71 percent of employees disagreed, 14.29

percent of employees replied neutral, 37.14 percent of employees agreed, and the remaining 20

percent respondents strongly agreed.


For the question ‘HRM policies are developed in line with the business management

policies are developed’, 11.4 percent of employees strongly disagreed to the statement, 11.4

percent of employees disagreed, 18.57 percent of employees replied neutral, 41.53 percent of

employees agreed, and the remaining 17.54 percent respondents strongly agreed.Hence, majority

of employees believe that the British Red Cross human resource policies are in synergy with

business strategies of the company.



For the question ‘Participation, compensation, incentives, training and development are

kept in consideration while developing the business management policy’, 11.4 percent of

employees strongly disagreed to the statement, 20 percent of employees disagreed, 10 percent of

employees replied neutral, 47.14 percent of employees agreed, and the remaining 11.43 percent

respondents strongly agreed.

4.1.2. Regression Analysis

For testing the hypothesis of the study, the researcher applied regression analysis using

SPSS software. The aim was to understand the impact of business policies on performance of

British Red Cross. The regression analysis was used based on the following equation of linear

regression:

y = a + bxHypothesis: Business Policies impact on performance of employees

The following table presents the regression analysis showing the impact of business

policies on the performance of employees.


Table 13: Regression Analysis

The above table explains that relationship between training & development and employee

empowerment strategies. Since the p value is 0.000, which is greater than 0.05 (p>0.05), it can be

concluded that the relationship between training & development and employee empowerment

strategies is highly significant. Thus, the regression equation is:

y = a + bxTherefore,

Employee Performance = 0.254+ 0.681 (x)4.2. Interview Analysis

The interview analysis is based on the qualitative information obtained from different

employees of other organisations. These responses are evaluated by thematic analysis and are

discussed below.

4.2.1. British Red Cross Business Management Policies &Success of Organisation

As mentioned above in the literature review and analysis, skill development and business

decision policies are important aspect for an organisation success and enhance the expertise of


the employees. In the interview, the participants responded that organisations need to invest

more time and money in carrying out different training programs for the employees, which will

benefit them in the long run. Other participants responded that strong business policies are

valuable to secure human capital and gain competitive edge in the market. Other participants also

responded that strong business policies will develop a favourable perception among employees

about the organisation and this will result in better work performance.

4.2.2. Effective Business Management Policies & British Red Cross Performance

Researchers explain that effective business management policies are directly related to

the work abilities and productivity of the employees. In the case of British Red Cross, one of the

participants responded that effectiveness of business management policies are based on the

employees training, which should be dependent on the current need of employees. These

activities must be interlinked with the job of the employee and organisation’s expectations and

goals. Another participant responded that HRM policies are also an important aspect in the

motivation of employees, which impacts the performance. Therefore, HRM policies should be

designed with active participation and contribution of the employees. British Red Cross is more

interested in achieving their expectations instead of analysing the employees need.

British Red Cross needs to train the employee as per their skills and area of knowledge so

that different needs of employees are met. Conventional modes of training are only related to the

imposition of a single package of activities over all the employees of an organisation.


4.2.3. Measurement ofEffectiveof Business Management Policy of British Red Cross

Employees and researcher mentioned the importance of internal communication system

to analyse the effectiveness of business management policy. The interview also revealed

important opportunities for improvement in the current business management policy. Internal

communication is of significant importance as it connects the enterprise executive level

leadership and employees to promote new business management policy. Few respondents

mentioned the importance of conducting periodical internal audits for the assurance of policy

compliance. Internal audit committee should be assigned to uncover any difficulties in

compliance of business management policy. Likewise an integrated policy management plan

should be implemented in order to achieve effective compliance program. One of the participants

mentioned the importance of measuring the volume of regulations impacting the current business

operations and to modify or merge the old policies to form new regulations. Organisations that

are more connected according to the compliance framework are prepared to minimise any

systematic risk and perform better in every situation.

4.2.4. Implementation of Business Management Policies at British Red Cross

From the responses of employees it can be concluded that British Red Cross needs to

manage itshuman resources effectively and enhance its management policies in order to add

value to the organisation. However, the employees are overall satisfied with the management

policies. The ultimate aim of the management policies is to make sure that organisation deliver to

its business strategy. It is the main focus of HR to achieve the goals in alignment with the

business strategy. HR policies need to be aligned with the organisation structure and employees

for better management and development.


4.2.5. Improvements in Business Management Policy of British Red Cross

According to the responses recorded from the participants, employees were unified about

the concept of better training and development process,as this increases the productivity level

and increases the prospects of future growth for employees. One of the participant explained that

personal and professional training will enable them for better productivity level and provides

them with career growth based on their performance and enhance expertise. Few employees

were more concerned about incentives and reimbursements rather than training and development,

since, better incentives will provide them with chances of engaging in off job educational

activities, which will led to their career and personal development.


Chapter 5: Conclusion

5.0. Conclusion

The main focus of the research is to analyse and evaluate the impact of effective business

management policies on the performance of the British Red Cross. According to Chenhall et.al

(2012), effective business policies act as boundary between the relationships of managerial layer

with lower level employees. It is regarded as the pre-determined guideline that aims on

successfully achieving the business aims and objectives. It has been researched that effective

business policies have become an integral part for many organisations including British Red

Cross. Organisation are findings new ways to design, develop and implement effective business

policies for the purpose of integrating effective integration between various departments of the

company such as human resources, finance and operations. As per the survey conducted with the

employees of British Red Cross, it can be concluded that the company has introduced new

employment empowerment strategies, whichnot only aims on increasing employee satisfaction

but also improves employee retention. However, it was also reported that the management of

British Red Cross has introduced effective policies but its implementation has not been effective.

Majority of the employees are of the opinion that the management does not care about their

needs and development. As per the interview findings and survey analysis, it can be concluded

that majority of the employees are in the favour of having internal audit surveys in each

departments for the purpose of ensuring proper compliance and quality. According to Bryson

(2011), organisations that are more prone towards compliance framework are more likely to

minimise and reduce all types of systematic risks; thus, having an opportunity to perform better

in different situations.


Moreover, it has also been found that the employees of British Red Cross has

recommended to introduce new intrinsic and extrinsic rewards for their performance, which

would automatically enhance job performance and satisfaction; thus, benefiting the company for

long-run. Through interviews and questionnaire it was also concluded that the employees of

British Red Cross demanded for more training and development opportunities to be offered by

the company. According to the respondents of the study it can be concluded that employees at

British Red Cross were unified regarding better training and development process as it would

enhance the productivity level and also provide high chances for future growth of the employees.

Furthermore, professional and personal training allows employees to perform better productivity

and assist them in achieving high career growth.

According to Chenhall et.al (2012), there is a highly significant relationship between

training and development and employee empowerment strategies. When organisations are able

to offer effective training and development policies, it automatically increases employee

satisfaction and employees can better perform their work related tasks; thus, benefiting the

organisation in return. Moreover, it has also been found that effective business policies help in

training future managers through which organisation members can be connected with one

another in order to improve business efficiency. It can be concluded that British Red Cross

Company has drastically expanded its operation by having effective business management

policies for the purpose of developing dynamic strategies of disaster management worldwide.

However, it has also been researched that company should consider the decentralised

organisational structure of their head office and different operational divisions. This would assist

them in developing appropriate policies for organisational growth.


5.1. Recommendations

Following are some of the important recommendations for British Red Cross Company

for the purpose of implementing effective business policies and ensuringorganisational

performance.

Employee Training and Development: One of the most important recommendations for

the company is to develop effective training and development sessions for its employees.

British Red Cross should design training sessions that would not only ensure quality

work performance but would also motivate the employees to develop new skills and

techniques. According to Bryson (2011), in today’s modern and competitive market,

employees are not only looking for high paid salary but are also aiming to improve their

skills through effective training and development opportunities.

HRM Policies: Human resource management is one of the most vital departments of the

organisation. Due to this reason, HRM needs to be managed through an effective manner

in order to ensure high organisational growth. British Red Cross Company should design

effective HRM policies that would not only benefit the organisation but also the current

employees including new recruits. An effective HRM policy does not only motivate

employees but also helps in retaining them.

Employee Involvement Policies: Another important recommendation for British Red

Cross company is to ensure high employee involvement in their decision making process.

Through employee involvement, an organisation does not only obtain new ideas but also

helps in creating employee ownership; thus, enhancing performance and employee

satisfaction.


Workforce Diversity Policies: The Company is recommended to promote workplace

diversity within the organisation. An accurate implementation of diversity policies

improves human and organisational capital and assets, which can act as a competitive

edge for the organisation to generate more capital. An effective workforce diversity

policy would enhance British Red Cross reputation. This would also assist the company

in attracting and retaining talented employees within the organisation.

5.2. Implications for future Research

The implications for future researches are as follows:

The future research should be covering the different business policies except for training,

development, HRM and Standardisation. Some new factors that have a direct impact on

business policies should be analysed on an in-depth level.

The current research has focused on a charity organisation to conduct the research. Future

researches can analyse the same point of view by focusing on different profit-based

companies that aims on generating higherrevenue for the company and shareholders. By

analysing the different nature of the firms, future researches can fill the gap that has been

left unaddressed in the current research or the elements that were beyond the scope of this

research.


References

Beautement, A., Sasse, M. A., &Wonham, M. (2009, August), The compliance budget:

managing security behaviour in organisations. In Proceedings of the 2008 workshop on

New security paradigms (pp. 47-58). ACM.

Blaikie, P., Cannon, T., Davis, I., & Wisner, B. (2014). At risk: natural hazards, people's

vulnerability and disasters. Routledge, 90-92.

Bryson, J. M. (2011). Strategic planning for public and nonprofit organisations: A guide to

strengthening and sustaining organisational achievement (Vol. 1). John Wiley & Sons.

Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to

the models, tools and techniques of organisational change.Kogan Page Publishers, 19-23.

Carlos Pinho, J., Paula Rodrigues, A., &Dibb, S. (2014). The role of corporate culture, market

orientation and organisational commitment in organisational performance: the case of

non-profit organisations. Journal of Management Development, 33(4), 374-398.

Chao, L. W., Szrek, H., Peltzer, K., Ramlagan, S., Fleming, P., Leite, R., ...& Behrman, J.

(2012). A comparison of EPI sampling, probability sampling, and compact segment

sampling methods for micro and small enterprises. Journal of development

economics, 98(1), 94-107.

Chenhall, R. H., Hall, M., & Smith, D. (2012).Performance Measurement and Management

Control in Non-Profit Organisations. Chartered Global Management Accountant Report.

Christopher, M., & Tatham, P. (Eds.). (2014). Humanitarian logistics: Meeting the challenge of

preparing for and responding to disasters. Kogan Page Publishers, 23-45.


Creswell, J. W. (2013). Research design: Qualitative, quantitative, and mixed methods

approaches. Sage publications, 90-92.

Cunningham, I., Baines, D., & Charlesworth, S. (2014). Government Funding, Employment

Conditions, And Work Organisation In Non‐Profit Community Services: A Comparative

Study. Public Administration, 92(3), 582-598.

Daft, R. (2015), Management. Cengage Learning.

Daft, R. L. (2009), Principles of management. South-Western, Cengage Learning indiaPvt.

Limited.

David, F. (2010), Strategic Management Concepts.Prentice Hall.

De Vos, A., De Hauw, S., & Van der Heijden, B. I. (2011). Competency development and career

success: The mediating role of employability. Journal of Vocational Behavior, 79(2),

438-447.

Dennis, Y, (2009), Chapter 2 How Nonprofit Organisations Manage Risk, Nonprofit Studies

Program, Andrew Young School of Policy Studies, Georgia State University, Atlanta ,

Georgia 30303 , USA, pp. 33-46.

Dossi, A., &Patelli, L. (2010), You learn from what you measure: Financial and

nonfinancialperformance measures in multinational companies. Long Range Planning,

43(4), pp.498-526.

Ganesan, S., &Badrinath, V. (2012).Examining Superior–Subordinate Relationship Effects on

Employee Retention in Gulf Countries. European Journal of Social Sciences, 35(2), 205-

214.


Gioia, D. A., Corley, K. G., & Hamilton, A. L. (2013). Seeking qualitative rigor in inductive

research notes on the Gioia methodology. Organisational Research Methods, 16(1), 15-

31.

Halfpenny, P. (2014). Positivism and Sociology (RLE Social Theory): Explaining Social Life.

Routledge.

Hanlon, C. (2011). British Red Cross-Day Care, 67-78.

Hayes, J. (2014). The theory and practice of change management. Palgrave Macmillan, 56-67.

Head, B. W., & Alford, J. (2013), Wicked problems: implications for public policy and

management. Administration & Society, 0095399713481601.

Hitt, M., Ireland, R. D., & Hoskisson, R. (2012), Strategic management cases: competitiveness

and globalization. Cengage Learning.

Kaplan, R. S., Norton, D. P., & Rugelsjoen, B. (2010), Managing alliances with the balanced

scorecard. Harvard Business Review, 88(1), 114-120.

Kaziliūnas, A. (2011), Impacts of different factors on the implementation of quality management

systems and performance outcomes. Verslo ir teisės aktualijos/Current Issues of Business

and Law, 5(1), 75-92.

King, G. (2012). Advanced Quantitative Research Methodology Lecture Notes: Ecological

Inference1, 45-56.

Lunenburg, F. C. (2010). Managing change: The role of the change agent.International Journal of

Management, Business and Administration, 13(1).

McLean, E. R., & Smits, S. J. (2012), Management, Leadership, and the Roles of the CIO.

Atlanta: Robinson College of Business, Georgia State University.

Noe, A. R. (2014). Employee Training and Development, 101-109.


Obel, B. (2014). Issues of organisational design: a mathematical programming view of

organisations. Elsevier.

Podsiadlowski, A., Gröschke, D., Kogler, M., Springer, C., & van der Zee, K. (2013), Managing

a culturally diverse workforce: Diversity perspectives in organisations. International

Journal of Intercultural Relations, 37(2), 159-175.

Rahim, M. A. (2015), Managing conflict in organisations. Transaction Publishers.

Senyucel, Z. (2009), Managing the Human Resource in the 21st century. BookBoon.

Shen, J., Chanda, A., D'Netto, B., & Monga, M. (2009), Managing diversity through human

resource management: An international perspective and conceptual framework. The

International Journal of Human Resource Management, 20(2), 235-251.

Singleton, C. (2012). A symbol of support: The British Red Cross offers nurses wide-ranging

professional opportunities, writes Carol Singleton. Nursing Standard, 26(35), 24-25.

Snell, S., Morris, S., & Bohlander, G. (2015), Managing human resources. Cengage Learning.

Swayne, L. E., Duncan, W. J., & Ginter, P. M. (2012). Strategic management of health care

organisations. John Wiley & Sons, 121-125.

Tolman, C. W. (Ed.). (2012). Positivism in psychology: Historical and contemporary problems.

Springer Science & Business Media, 21-29.

Tripathi, K., & Agrawal, M. (2014). Competency Based Management In Organisational. Global

Journal of Finance and Management, 6(4), 349-356.

Verma, A. (2013). Employee training and development in public sector, 67-78.

Waikayi, L., Fearon, C., Morris, L., & McLaughlin, H. (2012). Volunteer management: an

exploratory case study within the British Red Cross.Management Decision, 50(3), 349-

367.


Wheelen, T. L., & Hunger, J. D. (2011). Concepts in strategic management and business policy.

Pearson Education India, 111-123.

Xavier, S, (2013), Performance Management System in a Non-profit Local Governmental

Broadcaster, Global Business and Management Research: An International Journal, Vol.

5, No. 1, pp. 13-23.


Appendix

Survey Questionnaire

Impact of Effective Business Management Policies on Performance of British Red Cross

DEMOGRAPHICS

Gender

Male

Female

Age

15-25

26-35

36-45

Above 45

SURVEY QUESTIONS

No. Questions Strongly

Disagree Disagree Neutral Agree Strongly Agree

Employee Retention

1

Management has introduced employee empowerment strategies in the company to increase retention

2

Management is concerned about the needs of employees in order to increase retention

3 Has there been an excessive turnover


of the supervisory personnel

Increased Competency

4

The job descriptions of the employees are clearly established and communicated to the employees

5

Does it appear that management, accounting, and information technology personnel are sufficiently competent to perform their assigned responsibilities

6

Is there an effective employee performance evaluation system present for identifying incompetent or employees?

Training and Development

7

Management provides adequate training opportunities for employees

8

Professional development is given high value in this organisation

9 Does the organisation link training and development with the business strategy


of the company

Organisational Performance

10

Organisational performance is dependent on the performance outcomes of the human resources which includes; such skills, attitudes and behaviour

11

HRM policies are developed in line with the business management policies are developed

12

Participation, compensation, incentives, training and development are kept in consideration while developing the business management policy


Interview Questions

What are the core British Red Cross business management policies that have proven to be

successful for the organisation?

Do you think effective business management policies influence the performance of

British Red Cross?

How can you measure the effectiveness of business management policy of British Red

Cross?

Has British Red Cross been successful in implementing its business management

policies?

What future improvements can be made in business management policy of British Red

Cross?

impact of effective business management

Documents

Transcript of impact of effective business management