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Student Thesis University Course Company Company

supervisors Sponser

Samantha Stephan Saxion, International Monique Eaton

Spanjer Coporaal, university of human Oosterbos Industries

Emiel van applied resource HRM B.V.

Lieburg sciences management Europalaan

202, 7559

SC Hengelo

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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

best way to align the HR model in any company.

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

study useful to the research

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.

Following data collection, the following outcomes surfaced:

 Employee engagement was identified as a key concept from the interviews with the head

of HR EMEA and the head of HR Eaton Hengelo.

 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

vertical and horizontal alignments.

 Talent management scored an average mean of 2.71 in the implementation alignment,

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

leadership from top management.

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Table of Contents

Summary ......................................................................................................................................... 3

Glossary ........................................................................................................................................ 10

Introduction ................................................................................................................................... 11

Chapter 1 ....................................................................................................................................... 13

Introduction to Eaton Industries ................................................................................................ 13

1.1 Context orientation .............................................................................................................. 13

1.1.1.The organization ........................................................................................................... 13

1.1.2. Employee satisfaction .................................................................................................. 15

1.1.3. Employee satisfaction survey ...................................................................................... 15

1.1.4. Reorganization ............................................................................................................. 16

1.2 Problem orientation ............................................................................................................. 17

1.2.1. Higher work pressure................................................................................................... 18

1.2.2. Desired research outcome ............................................................................................ 19

Chapter 2: Theoretical framework ................................................................................................ 20

2.1 Organizational performance ................................................................................................ 21

2.1.1. Behavior....................................................................................................................... 22

2.1.2. Job satisfaction ............................................................................................................ 22

2.2 Vertical/horizontal alignment .............................................................................................. 22

2.2.1 Vertical alignment ........................................................................................................ 23

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 2.2.2 Horizontal alignment .................................................................................................... 23

2.2.3 Implementation alignment ............................................................................................ 26

2.4 Conceptual model ................................................................................................................ 28

Main research question ...........................................................Error! Bookmark not defined.

Sub-questions..........................................................................Error! Bookmark not defined.

Chapter 3: Methodology ................................................................Error! Bookmark not defined.

3.1 Sub question 1: how do HR policies reflect the values? ......Error! Bookmark not defined.

3.1.1 Materials ........................................................................Error! Bookmark not defined.

3.1.2 Participants ....................................................................Error! Bookmark not defined.

3.1.4 Procedure .......................................................................Error! Bookmark not defined.

3.1.5 Data collection and analysis ..........................................Error! Bookmark not defined.

3.2 Sub question 2:how do the HR practices reflect the values?Error! Bookmark not defined.

3.2.1 Materials ........................................................................Error! Bookmark not defined.

3.2.3 Survey framework .........................................................Error! Bookmark not defined.

3.2.2 Participants ....................................................................Error! Bookmark not defined.

3.2.4 Procedure .......................................................................Error! Bookmark not defined.

3.2.5 Data collection and analysis ..........................................Error! Bookmark not defined.

3.3 Sub question 3: how do employees perceive the values in the actual practices? ......... Error!

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3.3.2 Participants ....................................................................Error! Bookmark not defined.

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 3.3.1 Materials ........................................................................Error! Bookmark not defined.

3.3.4 Procedure .......................................................................Error! Bookmark not defined.

3.4 Data comparison ...................................................................Error! Bookmark not defined.

4. Results ........................................................................................Error! Bookmark not defined.

4.1 Human resources policies.....................................................Error! Bookmark not defined.

4.1.1 Human resources policies survey ..................................Error! Bookmark not defined.

4.1.2 Reliability and mean ......................................................Error! Bookmark not defined.

4.1.3 Results interview ...........................................................Error! Bookmark not defined.

4.2 Human resources practices ...................................................Error! Bookmark not defined.

4.2.1 Demographics ................................................................Error! Bookmark not defined.

4.2.2 Reliability and mean ..................................................................................................... 63

4.3 Perceived practices .............................................................................................................. 65

4.3.1 Demographics ................................................................Error! Bookmark not defined.

4.3.2 Reliability and mean ......................................................Error! Bookmark not defined.

5. Conclusion .................................................................................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.

6 Discussion ...................................................................................Error! Bookmark not defined.

7 Recommendations .......................................................................Error! Bookmark not defined.

Strategic Approaches in Eaton Industries ..................................Error! Bookmark not defined.

Tactical Approaches ...................................................................Error! Bookmark not defined.

Operational Recommendations based on Research Outcomes ..Error! Bookmark not defined.

References ......................................................................................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

within Eaton industries.

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

attain business goals (S.E. Jackson, 2000).

HRM : Human resource management

HR: Human resource

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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

that Eaton maintains throughout the global organization.

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

interviews highlight that employee engagement is a notable issue.

Last, but not least, Chapter 6 offers recommendations for improving the HR alignment within

Eaton Hengelo on strategic, tactical, and operational levels.

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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

the topic of this research.

Introduction to Eaton Industries

Eaton Hengelo is part of Eaton Industries, a multinational company that produces energy-

efficient solutions to assist customers in efficiently managing electrical, hydraulic, and

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

modular distribution systems (Industries, 2017).

1.1 Context orientation

1.1.1. The organization

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,

policy, and practice must be based. The values are as follows:

 Excellence: strive to be the best

 Accountability: honor commitments

 Health and safety: commit to the well-being of all employees

 Inclusion: value individual differences

 Communication: communicate openly and honestly

 Compensation: provide competitive pay and benefits

 Learning: continuously learn, grow, and change

 Innovation: value new ideas

 Engagement: be involved in our work and committed to Eaton’s future

 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

improvement, Eaton attempts to increase profit and reduce costs.

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

and management of Eaton Hengelo have agreed.

1.1.2. Employee satisfaction

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

of encouragement from management, and low levels of engagement and commitment.

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.

1.1.3. Employee satisfaction survey

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

2016with low levels of satisfaction weighed against anticipated levels.

Accountability: 70% Anticipated: 83%

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Excellence: 63% Anticipated: 89%

Engagement: 53% Anticipated: 88%

Communication: 56% Anticipated: 85%

Learning: 65% Anticipated: 85%

Compensation: 49% Anticipated: 74%

Inclusion: 71% Anticipated: 88%

Innovation: 69% Anticipated: 89%

Figure 1. Eaton value topics of employee satisfaction survey

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

evaluate the implementation of the values in the HR strategy, policies, or practices.

1.1.4. Reorganization

The reorganization of 2016 at Eaton Hengelo concentrated on component integration platforms

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

reorganization. With regard to employee compensation, management and the HR department

have conducted many meetings with labor unions to develop a social plan that is suitable for the

dismissals and the company.

1.2 Problem orientation

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

Human Resource mismanagement. Organizational performance depends on various factors, with

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

the organizational performance. Human resources alignments comprise three dimensions:

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.

According to Arthur (1992), an organization will perform better if its HR practices

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

essential for an organization to achieve a well-organized strategy in order to trigger employee

satisfaction (P.M. Wright, 2007).

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.

1.2.1. Higher work pressure

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

company has adopted a “just-in-time” approach, which is a “pull” approach in manufacturing:

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,

which weakens organizational performance (Dobre, 2013).

1.2.2. Desired research outcome

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

the future of the whole planet (P.M. Wright, 2007).

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

and unwanted attrition); to strengthen their committees (measured by employee participation

rates and hours worked in their communities); and to be a model of inclusion and diversity in the

industry (measured by employee engagement, representation of women and minorities, and

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

alignments. The next chapter elaborates on these alignments.

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Eaton wishes to provide its employees with work that is exciting, engaging, and meaningful.

Furthermore, the company seeks to increase employee engagement, organizational commitment,

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

on the organizational performance.

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

organizational strategy. In addition, HR policy is more effective as the HR practices consistently

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 HR system with the organization environment.

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

organizations (Gratton & Truss, 2003).

2.1 Organizational performance

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

influences dependent variables, such as productivity, absenteeism, turnover, deviant workforce

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

Organizational performance relies on various dependent variables. The former refers to

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.

2.1.2. Job satisfaction

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

performance; a sub-standard satisfaction level impacts organizational performance (Stephen P.

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

conducted in Eaton and other organization having the same problem

2.2 Vertical/horizontal alignment

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

duties an effective horizontal and vertical alignment is comprises of

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2.2.1 Vertical alignment

In turn, to create vertical HR alignment, the HR practices must be performance

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

improving the performance competencies necessary for successful job performance).The HR

strategy of a company is a set of consistent and coherent HR policies and practices for

strategically managing employees. It is essential that a company’s strategy be based on a set of

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

elements are linked, a company achieves vertical alignment (Tosheva, 2013).

When formulating an HR strategy to acquire vertical alignment, it is crucial to understand

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

organizational performance. Furthermore, effective alignment of these elements with company

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

by the employee and their co-workers, see below.

Fig.1 Organisational effectiveness based on vertical alignment.

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

good vertical alignment implement (Delery & amp; Doty, 1996).

2.2.2 Horizontal alignment

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

approach to employee management to assure the application of organizational strategies.

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

maintained in the industries

2.2.3 Implementation Alignment

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 According to Heneman III, H. G., & Milanowski, A. T. (2004), implementation alignment

is based on employee perceptions and experiences of the actual enactment of HR practices.

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

alignment as a separate element because questioning an organization’s ability to deliver in its

people management system is fundamental to translating HR policies into action. Implementation

of HR strategies in a multidivisional company depends on which HR practices the HR department

executes (J. Purcell, 1994).

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

27
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).

2.4 Conceptual Study Model

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.

28
 Organizational
Performance

Behaviors

Satisfaction

Alignment

Vertical Horizontal
Implementation
Alignment Alignment

Org. HR HR HR Actual Perceived

strategy policies practices policies HR HR
practices

Performance Employee Talent Perceived

Recruitment Compensation practices
management participation management

Both the theoretical framework

29
Main research question

Is HR sufficiently aligned within Eaton Hengelo?

Sub-questions

(i) To what extent do the HR policies reflect the values?

(ii) To what extent do the HR practices reflect the values?

(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

dit (according to..)

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

30
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

HR policy. Therefore, the benefits were r

Main research question

Is HR sufficiently aligned within Eaton Hengelo?

Sub-questions

(i) To what extent do the HR policies reflect the values?

31
(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

dit (according to..)

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

the qualitative outcome

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.

Table 1: HR policies including each Eaton value

33
Appendix 1 specifies the five policy areas. Each area must involve all of Eaton’s benefits in

some way.

Appendix 2 lists these values

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

additional interviews were held to compile more qualitative data.

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

reliability (Trochim 2006).

34
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

answers regarding the individual sub-policies.

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

must be consistent with this information to be considered vertically aligned.

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.

1st participants end a materials

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

survey was adjusted according to the feedback.

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.

3.1.4 Data collection and analysis

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 Subquestion 2: how do the HR practices reflect the values?

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

assess the organization’s alignment.

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

corresponded to the policies. The following is one example:

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.

3.2.3 Survey framework

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.

3.2.5 Data collection and analysis

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.

3.4 Data comparison

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

three alignments were scored identically or within a range of 1.5 points.

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

consideration, the competition based outcome is also considered in this thesis.

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)

4.1.1 Human resources policies survey

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

most prominent results were identified.

4.1.2 Reliability and mean

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.

Table 1: HR policies including each Eaton value

Appendix 1 specifies the five policy areas. Each area must involve all of Eaton’s values in some

way.

Appendix 2 lists these values

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

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 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,

additional interviews were held to compile more qualitative data.

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

consistency reliability (Trochim 2006).

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

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

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

regarding the individual sub-policies.

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

must be consistent with this information in order to be considered vertically aligned.

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.

1st participants end an materials

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.

Then, the survey was adjusted according to the feedback.

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.

3.1.4 Data collection and analysis

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 Sub question 2:how do the HR practices reflect the values?

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

assess the organization’s alignment.

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

corresponded to the policies. The following is one example:

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.

3.2.3 Survey framework

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.

3.2.5 Data collection and analysis

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

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 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

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 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.

3.4 Data comparison

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

three alignments were scored identically or within a range of 1.5 points.

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

consideration, the competition based outcome is also considered in this thesis.

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.

4.1 Human resources policies Take the sub-questions (volgens de methodology)

4.1.1 Human resources policies survey

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 three most prominent results were identified.

4.1.2 Reliability and mean

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

“not integrated” or “not at all integrated.”

Table 2: HR policies mean

Enterprise Workplace Communication Legal Ethics and

risk policies Policies compliance

management policies

56
 Environment & 2 2 2.5 1.5 2

communities

Health & safety 1.5 1.5 1.5 2 2

Excellence 1 2 2 1 1.5

Inclusion 2.5 2.5 2 1 1.5

Accountability 2 2.5 2 1 1.5

Communication 1.5 2 2.5 1 1.5

Compensation 2 2 1.5 1 1.5

Learning 1.5 1.5 2 2 1.5

Innovation 2 2 2 2 2.5

Engagement 2 2 2.5 1.5 2.5

Combined 1.8 2 2.1 1.4 1.8

mean

Table 1 Mean HR policies

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

“very integrated” to “integrate.”

4.1.3 Results interview

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

produced in the research is qualitative without much numerical attention.

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

58
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

employees must adjust to the benefits.

Ethics and compliance

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

multitude of cultures, it is time-consuming to educate employees via the communication tools

and ensure conveyance of the correct message concerning health and safety.

Enterprise risk management

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

giving feedback about risk management.

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

applicable in certain countries.

4.2 Human resources practices (The degree to which the values are gemeten) (kort herhaling

over hoe en wat) (Methodology aanhouden)

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

presented concerning the mean of every value in each practice.

4.2.1 Demographics

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 There were eight participants in this survey. All participants derived from the same department,

as indicated by a 1 to represent the HR department. No investigations were missing.

Table Demographics HR practices

Items Frequency Percentage

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

Table 2 Demographics HR practices

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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

scoring at 3 or higher to be “not integrated” or “not at all integrated.”

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

between “integrated” and “very little integrated.”

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

scored 2.125 out of 4 in the “performance management” practice, which classifies it as

“integrated” to “very little integrated.” Lastly, the practice of “recruitment” scored a 2 out of 4,

which represents a rating of “integrated.”

The last remarkable value was “environment and communities,” which scored 2.625

out of 4 in “recruitment,” 2.75 out of 4 in “performance management” and 2.875 out of 4 in

“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

classified between “very integrated” and “integrated.”

Table 4 HR practices Cronbach’s alpha and mean

Recruitment Performance Communication Talent Employee

management management participation

Environment & 2.625 2.75 2.875 1.857 1.625

Communities

Health & safety 1.25 1.625 2.25 2.25 1.25

Excellence 2 2.125 2.25 2.25 2.25

Inclusion 2 2.25 2 1.75 1.625

Accountability 2.625 2.75 1.625 1.875 2.5

Communication 2.25 1.875 2.875 1.875 2.625

Compensation 1.625 1.75 2 1.875 1.75

Learning 2.125 1.625 2.375 1.625 2.25

Innovation 2 2.375 3.125 2.25 2.5

Engagement 2.25 1.75 1.75 1.5 3

Combined 1.88 2.09 2.31 1.91 2.14

mean

Cronbach's ,869 ,706 ,800 ,814 ,974

alpha

Table 3 Mean HR practice

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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.

Table 5 Demographics perceived practices

Items Frequency Percentage

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

Table 4 Demographics perceived practices

4.3.2 Reliability and mean

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

66
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

these practices scored between “integrated” and “very little integrated.”

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”

to “very little 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”

and “very little integrated.”

Table 6 Reliability & mean

Recruitment Performance Communication Talent Employee

management management participation

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 Environment & 2.43 2.52 2.59 2.30 1.98

Communities

Health & safety 1.75 2.11 2.46 1.94 1.98

Excellence 2.16 2.40 2.58 2.55 2.55

Inclusion 2.13 2.30 2.56 2.14 2.39

Accountability 2.33 2.49 2.38 2.52 2.38

Communication 2.38 2.36 2.52 2.21 2.31

Compensation 2.02 2.33 2.40 2.29 2.37

Learning 2.20 2.30 2.62 2.30 2.69

Innovation 2.52 2.31 2.79 2.52 2.43

Engagement 2.28 2.47 2.38 2.05 2.58

Combined 2.22 2.59 2.53 2.71 2.36

mean

Cronbach's .873 .869 .835 .807 .833

Alpha

Table 5 Perceived practices Cronbach’s alpha and mean

5. Conclusion

This research was designed to evaluate alignments in the HR department of Eaton

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

portray the vertical, horizontal, and implementation alignments.

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

the least integrated.

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.

Concerning Eaton’s position as a globally recognized company, it is essential to be careful in

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

bring an organization together (Purcell, 2003).

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

raises the budget issue.

5.2 Subquestion 2: how do HR practices reflect the values?

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

large gap to be named a discrepancy. It implicates that the HR practice ‘communication’’

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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

notable since employees perceive the values to be integrated.

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

HR at Eaton Hengelo did highlight a lack of integration concerning communication. When

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

themselves and can result in low engagement levels (Barrett, 2006).

5.4 Main question: is HR sufficiently aligned within Eaton Hengelo?

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

71
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

strategy properly within each level in Eaton Hengelo.

Professional development will result from vertical alignment as a member would focus

on organization performance of the company and develop distinguished competence alongside

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

all the theoretical framework consideration will give it all.

72
Horizontal alignment

he horizontal alignment concerns HR practices. This alignment demands clear, 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 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

without thoroughly checking the capability and experience of the leader.

Implementation alignment

73
 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

specialization. Communication is a vital thing in any business-related activity, Eaton is no

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

74
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

(S.E. Jackson, 1995).

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

the acceptance and utilization of HR practices.

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

75
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.

However, according to Edward E. Lawler (2007) changes in the organization may be

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. 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

employees, assignment of duties, training, supervision, employees’ salaries and wellness

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

76
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

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 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

be made in the industry in question that is the Eaton Industry.

Strategic Approaches in Eaton Industries

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

77
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

orientation to the organization. (Fottler et al. 2010).

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

accords of fair consideration.

78
 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

department (Aswathappa, K. 2013).

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

79
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

resource departments concerned with a commitment to responsibility and accountability are

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

80
accountable as a result. The tactical approaches can be affected and reap successes of the Eaton

industries in a region of 12 months.

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.

Operational Recommendations based on Research Outcomes

In line with the research findings, together with the strategic and tactical

recommendations, the operational recommendations for the integration, alignment, and

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

81
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

strategic alignment (Nickson, D, 2013). Additionally, there should be the employment of

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.

82
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

satisfaction. Organizational development design is needed to develop an environment that 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

stakeholders. Suppliers will get paid on time; at a set time or earlier; hence achieving its goals of

achieving excellent supplier experience.

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

euros of the recommendation.

5.0 Conclusion

This research was designed to evaluate alignments in the HR department of Eaton

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

portray the vertical, horizontal, and implementation alignments.

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 the least integrated.

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.

Concerning Eaton’s position as a globally recognized company, it is essential to be careful in

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

bring an organization together (Purcell, 2003).

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

raises the budget issue.

5.2 Subquestion 2: how do HR practices reflect the values?

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

sufficiently large gap to be named a discrepancy. It implicates that the HR practice

‘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

notable since employees perceive the values to be integrated.

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

HR at Eaton Hengelo did highlight a lack of integration concerning communication. When

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

themselves and can result in low engagement levels (Barrett, 2006).

5.4 Main question: is HR sufficiently aligned within Eaton Hengelo?

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

strategy properly within each level in Eaton Hengelo.

87
Professional development will result from vertical alignment as a member would focus on

organization performance of the company and develop distinguished competence alongside

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

all the theoretical framework consideration will give it all.

Horizontal alignment

The horizontal alignment concerns HR practices. This alignment demands clear,

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

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.

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

without thoroughly checking the capability and experience of the leader.

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

informational exchange when implementation alignment introducing to the company many

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

(S.E. Jackson, 1995).

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

the acceptance and utilization of HR practices.

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.

However, according to Edward E. Lawler (2007) changes in the organization may be

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

employees, assignment of duties, training, supervision, employees’ salaries and wellness

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

be made in the industry in question that is the Eaton Industry.

Strategic Approaches in Eaton Industries

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

orientation to the organization. (Fottler et al. 2010).

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

accords of fair consideration.

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

department (Aswathappa, K. 2013).

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

resource departments concerned with a commitment to responsibility and accountability are

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

industries in a region of 12 months.

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.

Operational Recommendations based on Research Outcomes

In line with the research findings, together with the strategic and tactical

recommendations, the operational recommendations for the integration, alignment, and

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

strategic alignment (Nickson, D, 2013). Additionally, there should be the employment of

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

the satisfaction. Organizational development design is needed to develop an environment that

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

achieving excellent supplier experience.

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

euros of the recommendation.

Table 7: Operational Recommendations to Eaton Industries and their Timeline

What When Who

Employment of qualified When needed HR

management staff

Satisfactory remuneration of Every 3 months HR + employee

employees

Provision of gifts, incentives, At the end of performance HR

and bonuses to employees assessment periods held

after 3 months

99
 Staff practice of Every 6 months HR + Line manager

responsibility and

accountability

Introduction First 4 months of HR + Line manager

employment

Employee involvement Every 2 months since their HR + Line manager

absorption in the

organization

Adoption of a working At all times of business Head of sales + HR

mechanism with other transactions.

stakeholders such as suppliers

Table 7 Operational Recommendations to Eaton Industries and their Timeline

100
Table 8: Costs and Benefits to the Stakeholders of Eaton Industries

Stakeholders Costs Benefits

Human Resource More salary payment Good job performance

Departmental heads by employees

Spending on an Efficient and

employee in-service proficient employees

training

Recruitment of highly Quality management

qualified staff

Commitment to its strategic Success from its strategic

goals activities

Employees Hard work and blend Promotions in

to the organizational workplace

goals

Apt and responsive Built personal brands

duty attendance

Hard training on their Well remuneration

areas of specialization and rewards

Being appraised at the

workplace

Line managers Accommodation of Improved

strategic human coordination and

resource activities organizational success

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

In service training 3500 4000 3000 3700 3400

Payments for 5000 5250 5300 5200 5350

employee

performance

The hiring of newly 2030 2500 3200 3200 3500

qualified staff

Financial gifts 3000 3050 4000 4000 3500

Increase employee 3500 3900 4000 4500 3800

salaries

Total 17030 19100 19500 20600 19550

Table 9: The cost of operational recommendation in euros.

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

and elaborated in the paper.

103
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