Assignment Cover Sheet

Course/Unit Information
Course SCQF – LEVEL 11 EXTENDED DIPLOMA IN GLOBAL
BUSINESS MANAGEMENT
Unit No.
Unit Name Strategic Leadership and Human Resource Practices in
Organization

Module code HX3W04

Batch

Instructor Information
Name
Phone
Email

Assignment Information
Full/ Part Assignment
Date Assignment Issued
Date Assignment Due
Turnitin Class ID 31634611
Turnitin Enrollment USW1010
Key

Student Information
(To be filled by the student prior to submitting the assignment)
Name
Email
Date of Submission

Student Assignment covering form is an integral part of the assignment document

and should be submitted along with all submissions.
 Learning Outcomes and Assessment Feedback

Module
Strategic Leadership and Human Resource Practice
Code
in Organization
& Title
Module Learning Outcomes
LO1 Critically analyze the significance of Strategic Human Resources Management
and its changing landscape in organizations.
LO2 Critically discuss the impact of Human Resources Management activities on the
Organisational Performance.
LO3 Evaluate various leadership styles and practices in organizations.
LO4 Plan how to implement change in an organization.
Assessment Types Marks Marks Achieved
Executive Summary 5
Introduction 15
Literature Review 20
Application of knowledge and understanding 20
Change Implementation Plan 30
Recommendations and Conclusions 10
Total 100
Overall Grade
Date
Summative
Feedback:

Overall
Feedback on
current work
with emphasis
on how the
student can
further improve
in future.
 Internal Verification Report
Internal Verification Done By Date
Assignment Brief
Assessors Decision

The following grading criteria will be applicable for the course, Executive Diploma
in International Business Management:

Marks Grade
70 to 100 A - Distinction
60 to 69 B - Merit
50 to 59 Pass
40 to 49 Fail with Resubmit
0 to 39 Fail with Retake

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Quick reference Checklist for the Students before submitting the assignment:
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3. Student information and signature intact
4. Font style and size used as instructed
5. Harvard Referencing System and Citations are strictly followed
Assignment Strategic Leadership and Human Resource Practice in
Organization
Learning Outcome 1: Critically analyze the significance of Strategic Human
Resources Management and its changing landscape in organizations.

▪ PC 1.1 Critically analyze the purpose and functions of Human Resources

Management in organizations.

▪ PC 1.2 Review the scope of Staffing, Development and Compensation HRM

activities in your chosen organization.

▪ PC 1.3 Analyse the contributions of Human Resources Management activities in

achieving Organizational Objectives.

▪ PC 1.4 Critically discuss the paradigm shift in various perspectives on Strategic

Human Resources Management affecting the contemporary HRM issues of
organizations.

Learning Outcome 2: Critically discuss the impact of Human Resources

Management activities on the Organisational Performance.

▪ PC 2.1 Critically discuss the link between Human Resources Management activities
and Organizational Performance.

▪ PC 2.2 Apply critical analysis of the contributions of Human Resources Management

activities to the Organizational Performance Outcomes in an organization.

▪ PC 2.3 Explore and discuss the impact of Human Resources Management on

Organizational development.

Learning Outcome 3: Evaluate various leadership styles and practices in

organizations.

▪ PC 3.1 Evaluate a range of Leadership theories and models for organizational

management.

▪ PC 3.2 Explore and discuss application of various leadership theories and models for
organizational management.

▪ PC 3.3 Conceptualize the best/most suited leadership styles for organizational

development for your chosen organization.

Learning Outcome 4: Plan how to implement change in an organization.

▪ PC 4.1 Critically analyze the factors driving change in organizations.

▪ PC 4.2 Evaluate a range of change management theories and models.

▪ PC 4.3 Develop a change management implementation plan.

▪ PC 4.4 Plan how to communicate the change implementation plan to organizational

stakeholders.

▪ PC 4.5 Critically analyse strategies to overcome resistance.

 ASSIGNMENT TASK - Report

Word count - 4000 – 5000 words

Scenario:
The Covid-19 pandemic has caused tremendous disruption in lives and in business, and the
human resources function is the key to catalyzing changes in the workplace. In wake of the
Covid-19 pandemic, the top management in your organisation has decided to implement a
one-year work-from-home policy. Given the fact that there will be no employees physically
present in the organisation, this policy change will have an impact on different HRM
practices within your organisation. You are the Vice President – Human Resources and
you need to write a report on how the organisation will handle this change and its impact
on different HRM activities. You can choose your own organization or another other
organisation of your choice for writing this report. Your report must be based in the
following format:

1. Executive Summary (5 marks)

2. Provide a brief introduction of the organisation and critically analyse the role of
different HR functions in enabling your organisation to achieve its strategic objectives
while reviewing staffing, development and compensation practices in detail. (15
marks)
3. Critically discuss and analyse the effect of Strategic HRM towards contribution and
impact of HRM activities on organisational performance and development. (20 marks)
4. Evaluate any TWO leadership theories and discuss their application in context of your
organisation. Also, propose the best/most suited leadership style for your chosen
organisational development. (20 marks)
5. Critically analyse the factors driving change and apply any TWO change management
models to your organisation, and strategies to overcome resistance. Develop a change
management implementation plan along with a communication plan to address the new
work-from-home policy. (30 marks)
6. Provide overall recommendations and final conclusion to be given for the chosen
organisation. (10 marks)
 Harvard Referencing should be maintained throughout of the assignment

Performance Descriptors

Performance descriptors indicate how marks will be arrived at against each of the above
criteria. The descriptors indicate the likely characteristics of work that is marked within the
percentage bands indicated.
(70-100%) (60-69%) (50-59%) D (40-49%) E (0-39%)
Work of an Work of a good Work of a pass Fail Fail
outstanding standard standard (Resubmission (Resubmission
standard allowed) not allowed)
Executive Exemplary Competent Basic compilation Weak compilation Poor compilation
Summary and compilation with compilation with with sufficient with sufficient with sufficient
Introduction detailed sufficient background on background on background on
(20%) background on background on concepts of HRM, concepts of HRM, concepts of HRM,
concepts of HRM, concepts of HRM, its functions, its functions, its functions,
its functions, its functions, linkage to SHRM linkage to SHRM linkage to SHRM
linkage to SHRM linkage to SHRM and organizational and organizational and organizational
and organizational and organizational performance. performance. performance.
performance. performance. Average links Superficial links Sketchy links
Mature links made Sound links made made between made between made between
between relevant between relevant relevant ideas, relevant ideas, relevant ideas,
ideas, theories and ideas, theories and theories and theories and theories and
practice. Extensive practice. A practice. A very practice. An practice. No
range of relevant sufficient range of limited range of insufficient range relevant sources;
sources; those relevant sources; relevant sources; of relevant from among those
identified beyond from among those from among those sources; none from identified in
classroom identified in identified in among those classroom
sessions; are used. classroom classroom identified in sessions; are used.
An argumentative sessions; are used. sessions; are used. classroom No perspective is
perspective is An evocative A descriptive sessions; are used. presented in the
presented perspective is perspective is A vague interpretation of
demonstrating presented in the presented in the perspective is scope of staffing,
originality and interpretation of interpretation of presented in the development and
creativity in the scope of staffing, scope of staffing, interpretation of compensation. Too
interpretation of development and development and scope of staffing, many errors in
the scope of compensation. compensation. development and referencing or
staffing, Negligible errors Evident errors in compensation. grammar or
development and in referencing or referencing or Repeated errors in syntax.
compensation. No grammar or grammar or referencing or
obvious errors in syntax. syntax. grammar or
referencing or syntax.
grammar or
syntax.
Affect of SHRM An exceptional A good analysis of A basic analysis of A weak analysis of A poor analysis of
& HRM on Org analysis of the the literature is the literature is the literature is the literature is
Performance literature is developed. developed. developed. Mere developed. No
(20%) developed. Summarizes and Descriptive compilation of synthesis of the
Summarizes and shows sound presentation of the information. literature
shows insightful synthesis of the literature Includes no information.
synthesis of the literature information. identification and Identification and
literature information, Limited analysis of gaps. analysis of gaps is
information including identification but No linkage is absent. No linkage
including identification and no analysis of established among is established
identification and analysis of gaps. gaps. Average all the among all the
analysis of gaps. Good linkage is linkage is organizational organizational
Strong linkage is established among established among performance performance
established among all the few of the outcomes like outcomes like
all the organizational organizational growth, growth,
organizational performance performance profitability, ROI, profitability, ROI,
performance outcomes like outcomes like competitive competitive
outcomes like growth, growth, advantage, legal advantage, legal
growth, profitability, ROI, profitability, ROI, compliance, compliance,
profitability, ROI, competitive competitive strategic objectives strategic objectives
 competitive advantage, legal advantage, legal attainment, and attainment, and
advantage, legal compliance, compliance, key stakeholder key stakeholder
compliance, strategic objectives strategic objectives satisfaction. satisfaction. Too
strategic objectives attainment, and attainment, and Repeated errors in many errors in
attainment, and key stakeholder key stakeholder referencing or referencing or
key stakeholder satisfaction. Dr. satisfaction. Dr. grammar or grammar or
satisfaction. Dr. Dave Ulrich’s Dave Ulrich’s syntax. syntax.
Dave Ulrich’s Strategic HR Strategic HR
Strategic HR Model is well Model is loosely
Model is clearly resonated. referred to.
synthesized. No Negligible errors Evident errors in
obvious errors in in referencing or referencing or
referencing or grammar or grammar or
grammar or syntax. syntax.
syntax.
Leadership The work The work A reasonably well The examination The examination
Practices (20%) thoroughly examines the examination of the of the scenario at of the scenario at
examines the scenario at the scenario at the the chosen the chosen
scenario at the chosen chosen organization is not organization is not
chosen organization. The organization. The well done. The well done. The
organization. The outcomes are outcomes are outcomes are outcomes are poor.
use of the good. The use of obvious and sketchy. The use The leadership
leadership models the leadership average. The use of the leadership models are not
clearly bring out models clearly of the leadership models are evident used and hence the
the alignment of bring out the models are evident but the outcomes outcomes fail to
the strategic HR alignment of the but the outcomes somewhat fail to present the
activities to strategic HR are descriptive present the alignment of the
organizational activities to about the alignment of the strategic HR
goals and organizational alignment of the strategic HR activities to
objectives. Highly goals and strategic HR activities to organizational
practical objectives. Some activities to organizational goals and
justifications are sound organizational goals and objectives. Failure
provided. justifications are goals and objectives. Weak to provide
Illustrations and provided. objectives. justifications are justifications.
Tables are Illustrations and Considerable provided.
properly Tables are justifications are Illustrations and
captioned. captioned. provided. Tables are not
Illustrations and captioned.
Tables are not
necessarily
captioned.
Change An ability to The work The work There may be little No application of
Implementation successfully demonstrates a demonstrates a evidence of an theoretical
Plan (30%) synthesize willingness to competence to ability to apply principles to the
theoretical issues question and to explore issues and theoretical case scenario or a
into practice and explore issues and to synthesize principles to the wider context of
evaluate the to synthesize theoretical case scenario or a SHRM and
possible theoretical perspectives and wider context of Change Mgmt.
implications and perspectives and practical SHRM and Conclusions
lessons of SHRM practical application within Change Mgmt. unrelated and
and Change Mgmt. application within chosen case Conclusions confused or
Ideas are presented chosen context context of SHRM unrelated to the illogical and
in a succinct SHRM and and Change Mgmt. scenario. Lessons unsubstantiated.
manner and Change Mgmt. Some helpful learned either Lessons learned
conclusions are Some meaningful conclusions and superficial or either superficial
well reasoned well-reasoned acknowledgement lacking. or lacking.
which have conclusions and of lessons learned. Possibly no real
relevance to the attention given to attempt to address
scenario. lessons learned assignment brief in
which have respect of actual
relevance to the questions asked.
scenario.
Recommendation Well-organised, Well-organised, Reasonably well- Poor organisation; Assertions little
s and Conclusions logical, fully logical, supported organised, logical, gaps in reasoning; related to
(10%) supported by by evidence, generally some obvious evidence,
evidence, conclusions fairly supported by conclusions frequently illogical
conclusions clear clear and arise evidence, omitted for the list; or arbitrary;
and arise from from results & conclusions fairly other conclusions conclusions if
results/discussion; discussion; clear and arise not especially presented are
practical and practical and from results & driven by the disorganized;
feasible, with clear feasible, with clear discussion; findings but from alternatives not
consideration of consideration of practical and ‘common sense’. considered; no real
SHRM issues. SHRM issues. feasible, with No real understanding of
Recommendations Recommendations unclear or weak implications and the need to draw
driven by good driven by decent consideration of recommendations conclusions,
deductions from deductions from SHRM issues. weak and implications and
findings. findings. Recommendations incoherent. recommendations
not always driven from results.
by good
deductions.
Strategic Leadership and Human Resource Practices in Organization
Contents
1. Executive Summary ........................................................................................................... 13
2. Introduction to Chevron .................................................................................................... 15
2.1.Chevron’s Strategic Objectives ..................................................................................... 15
2.2.Role of HR in Achieving Strategic Objectives ................................................................. 15
2.3.Staffing Practices and Their Impact .............................................................................. 15
2.4.Employee Development Practices ................................................................................. 16
2.5.Compensation Practices ............................................................................................... 16
2.6. Critical Analysis of HR Functions .................................................................................. 16
3. The influence of Strategic HRM on the significance and consequences of HRM activities
concerning organizational performance and development. ....................................................... 17
3.1.Understanding Strategic HRM ....................................................................................... 18
3.2.Impact of SHRM on HRM Activities ............................................................................... 18
3.3.SHRM and Organizational Performance ......................................................................... 19
3.4.Synthesizing Dr. Dave Ulrich’s Model ............................................................................ 19
3.5.Critical Evaluation and Discussion ................................................................................. 19
3.6.Expanding the Analysis ................................................................................................ 19
4. Two leadership theories and their application in the context of Siemens, including the most
suited leadership style. .......................................................................................................... 21
4.1.Overview of Leadership Theories .................................................................................. 21
4.2.Evaluation of Leadership Theory 1 ................................................................................ 21
4.3.Evaluation of Leadership Theory 2 ................................................................................ 22
4.4.Comparative Analysis and Alignment with Strategic HR Activities .................................... 23
4.5.Proposing the Best Leadership Style ............................................................................. 24
5. Factors driving change, two change management models, and strategies to overcome
resistance. ............................................................................................................................ 25
5.2.Overview of Change Management ................................................................................ 26
5.3.Application of Model 1 to Organization .......................................................................... 26
5.4.Application of Model 2 to Organization .......................................................................... 27
5.5.Strategies to Overcome Resistance ............................................................................... 28
5.6.Change Management Implementation Plan ................................................................... 28
5.7.Communication Plan .................................................................................................... 29
6. Recommendations and conclusion. ..................................................................................... 31
6.1. Recommendations ...................................................................................................... 31
6.2. Conclusion ................................................................................................................. 32
7. References ....................................................................................................................... 33
1. Executive Summary

In response to the COVID-19 pandemic, Chevron Corporation adeptly compiled and implemented
a one-year work-from-home policy, showcasing the strategic alignment of Human Resources
Management (HRM) with organizational performance through Strategic Human Resource
Management (SHRM). This initiative reflects Chevron's agility in adapting to the pandemic's
challenges, enhancing performance, and fostering organizational growth during unprecedented
times.

The analysis underscores Chevron's strategic objectives of growth, operational efficiency, and
innovation, emphasizing HR's crucial role in navigating the pandemic through strategic staffing,
targeted employee development, and tactical compensation practices. These HR functions,
integrated with Chevron’s broader strategy and theories such as the Resource-Based View (RBV)
and Human Capital Theory, ensured the workforce remained skilled, motivated, and adaptable.

Chevron's strategic staffing practices were vital for attracting and retaining top talent, with a
focus on diversity and cultural coherence enhancing its competitive edge. Employee development
initiatives, aligned with the 70-20-10 model, emphasized continuous learning, crucial for driving
innovation and operational excellence remotely. Furthermore, Chevron's compensation strategies,
based on expectancy theory, offered competitive packages essential for maintaining leadership
and fostering innovation.

This strategic HRM integration significantly elevated Chevron's performance during the pandemic,
enhancing employee engagement, operational efficiency, and innovation. HR's pivotal role
underscored human capital's importance in driving innovation, operational excellence, and
sustainable growth, robustly positioning Chevron for future challenges in the evolving energy
sector amidst the COVID-19 landscape.
Figure 1: Chevron1 2023
2. Introduction to Chevron
Chevron Corporation, established in 1879, has evolved into one of the world's leading integrated
energy companies with a significant global presence. Known for its exploration, production, and
refining of oil and natural gas, Chevron operates in multiple countries, embracing a diverse and
dynamic portfolio. The company's vision to be the global energy company most admired for its
people, partnership, and performance, alongside its core values of integrity, trust, diversity, and
ingenuity, underscores its commitment to excellence and sustainable growth in the energy sector
(Chevron Corporation, 2024).

2.1.Chevron’s Strategic Objectives

Chevron’s strategic objectives focus on delivering superior shareholder value, fostering
environmental stewardship, promoting safety, and supporting societal advancement. These goals
emphasize a balanced approach to growth, operational efficiency, and innovation, ensuring
Chevron remains a resilient and adaptable player in the evolving energy landscape (Chevron,
2021 - 2024).

2.2.Role of HR in Achieving Strategic Objectives

Human Resources (HR) at Chevron is integral to the realization of its strategic objectives. By
aligning HR strategies with business goals, Chevron ensures its workforce is skilled, motivated,
and adaptable. HR functions, encompassing talent acquisition, development, and retention, are
intricately woven into Chevron's broader strategy. For instance, HR plays a pivotal role in driving
organizational change, fostering a culture of continuous learning, and promoting diversity and
inclusion. These practices are underpinned by theories like the Resource-Based View (RBV),
which posits that human capital is a key source of competitive advantage. Additionally, Chevron
leverages the Human Capital Theory, investing in employee development to enhance productivity
and innovation. By doing so, HR not only supports Chevron’s immediate operational needs but
also prepares the organization for future challenges and opportunities in the energy sector
(EarlFly3396, 2023).

2.3.Staffing Practices and Their Impact

Chevron's staffing practices are designed to attract and retain top talent, essential for achieving
its strategic objectives. The company employs a rigorous recruitment process, focusing on skill,
experience, and cultural fit. This approach ensures that Chevron not only fills immediate
vacancies but also builds a talent pipeline aligned with its long-term goals. Chevron's
commitment to diversity in its workforce enhances creativity, problem-solving, and decision-
making, contributing significantly to its competitive edge. Research in the energy sector suggests
that effective staffing strategies, like Chevron’s, that prioritize diversity and alignment with
organizational culture, result in higher performance and innovation. Chevron’s staffing practices
are thus not just about filling positions but about building a resilient and forward-thinking
workforce.

2.4.Employee Development Practices

Chevron's employee development practices are a cornerstone of its HR strategy, contributing
significantly to its strategic goals. The company emphasizes continuous learning and skill
enhancement through various training programs, leadership development initiatives, and career
progression opportunities. These practices align with the 70-20-10 model for learning and
development, which suggests that 70% of learning comes from job-related experiences, 20%
from interactions with others, and 10% from formal educational events. Chevron's investment in
employee development ensures a high level of expertise and adaptability, enabling the company
to navigate the dynamic energy industry effectively. This focus on development not only
improves individual performance but also drives innovation and operational excellence, key
components of Chevron’s strategic objectives (Chevron corp, 2024).

2.5.Compensation Practices
Chevron's compensation practices are strategically designed to attract, motivate, and retain
talent, crucial for achieving its business objectives. The company offers competitive salaries,
performance-related bonuses, and a range of benefits, including health, retirement, and stock
options. This comprehensive compensation model is aligned with the expectancy theory, which
posits that employees are motivated when they perceive a direct correlation between their effort
and reward. By offering a mix of financial and non-financial rewards, Chevron ensures its
compensation package is attractive and equitable, fostering employee satisfaction and loyalty. In
the competitive energy sector, such a robust compensation strategy plays a vital role in talent
retention and motivation, directly impacting Chevron’s capacity to maintain its leadership and
innovation in the industry (Chevron Global, 2024).

2.6. Critical Analysis of HR Functions

This critical analysis of Human Resources functions within Chevron Corporation reveals that HR is
not just an operational support arm but a strategic linchpin essential for the realization of
Chevron's ambitious strategic objectives. Through effective staffing, targeted employee
development, and strategic compensation practices, HR functions as a dynamic catalyst that
empowers Chevron to maintain its competitive edge and adaptability in the global energy
landscape. These HR practices, deeply intertwined with the company's vision and strategic goals,
underscore the importance of human capital as a vital resource for innovation, operational
excellence, and sustainable growth. By leveraging its HR functions strategically, Chevron not only
addresses its immediate operational needs but also positions itself robustly for future challenges
and opportunities in the evolving energy sector.

3. The influence of Strategic HRM on the significance and consequences of HRM activities
concerning organizational performance and development.

In the dynamic and evolving global energy sector, Chevron Corporation emerges as a pivotal
player, confronting the dual challenges of energy transition and environmental sustainability,
alongside the relentless pace of technological innovation. These challenges compel a strategic
reorientation where Strategic Human Resource Management (SHRM) becomes instrumental in
propelling organizational success. Chevron transcends traditional HR functionalities by integrating
human capital strategies within its broader corporate objectives, thus enhancing performance
and fostering development. Anchored by Dr. Dave Ulrich's Strategic HR Model (O'Donoghue,
2021), this analysis critically examines the impact of SHRM on HR activities at Chevron and its
ensuing influence on organizational performance and development. It aims to illuminate the
critical role of HR in navigating strategic challenges and opportunities, emphasizing its
importance in Chevron's pursuit of sustainability and growth.

Figure 2: Dr. Dave Ulrich’s HR Model

3.1.Understanding Strategic HRM
Chevron's strategic application of HRM significantly influences its HR activities, ensuring they are
aligned with strategic imperatives such as fostering innovation and sustainability.

Recruitment and Talent Acquisition: Strategic recruitment endeavors prioritize attracting talent
whose skills and values align with the company's strategic goals. This approach ensures that
Chevron not only fills positions but secures a workforce capable of driving future success
(Chevron, 2023).

Training and Development: Investment in training and development is aimed at equipping

employees with essential skills to address current and future industry challenges. Leadership
development programs, aligned with strategic objectives, are designed to cultivate a cadre of
leaders adept at navigating the complexities of the energy sector.

Performance Management: The performance management system at Chevron is tailored to

reinforce strategic objectives, promoting a culture of operational excellence and continuous
improvement.

SHRM and Organizational Performance

The strategic integration of HRM and organizational goals through SHRM has a substantial impact
on Chevron's performance. Practices underpinned by SHRM principles contribute to heightened
employee engagement, operational efficiency, and innovation. These elements are vital drivers of
their competitiveness in the energy landscape. The effectiveness of SHRM practices, however, is
contingent upon their alignment with the strategic vision and their adaptability to the external
environment, necessitating an ongoing process of refinement and adjustment (ÇALIŞKAN, 2010).

3.2.Impact of SHRM on HRM Activities

The strategic approach to recruitment at Chevron, focusing on innovation and sustainability,
ensures the attraction of talent aligned with its strategic goals. The company invests in
comprehensive training programs and leadership development initiatives, pivotal in preparing
employees and leaders to steer the company through the energy sector's intricacies. The
performance management system, designed to reinforce strategic objectives, underscores their
commitment to operational excellence and continuous improvement, significantly contributing to
organizational performance.
3.3.SHRM and Organizational Performance
The strategic integration of HRM with organizational goals through SHRM profoundly impacts
Chevron's performance. Practices underpinned by SHRM principles, such as heightened employee
engagement, operational efficiency, and innovation, serve as critical drivers of the
competitiveness. The effectiveness of these practices, however, hinges on their alignment with
Chevron's strategic vision and their adaptability to the external environment, necessitating a
continuous process of refinement and adjustment.

3.4.Synthesizing Dr. Dave Ulrich’s Model

The application of Ulrich's model to Chevron highlights the collective impact of various HR roles in
supporting the company's strategic objectives. This model offers a comprehensive framework for
understanding the strategic contributions of HRM to organizational performance. However, the
challenge of applying Ulrich's model uniformly across their global operations underscores the
necessity for flexibility and the adaptation of HR practices to meet local needs and conditions
(O'Donoghue, 2021).

3.5.Critical Evaluation and Discussion

The implementation of SHRM at Chevron has yielded significant advancements in organizational
development and performance, highlighting the strategic importance of HR in the company's
operational framework. Nonetheless, aligning global HR practices with local market conditions
and sustaining employee engagement during periods of industry downturn presents a complex
set of challenges. These issues underscore the intricacies of implementing SHRM on a global
scale and highlight the critical balance required between maintaining a unified strategic HR
framework and accommodating local variations.

3.6.Expanding the Analysis

Delving deeper, the significance of SHRM at Chevron can be further elucidated by examining
specific initiatives and outcomes:

Innovation and Sustainability Initiatives

Focus on sustainability and innovation is mirrored in its HR strategies, where efforts to recruit
and develop talent are geared towards these areas. By fostering a culture that values innovation
and environmental stewardship, Chevron aligns its workforce with strategic priorities critical for
long-term success.
Global and Local Alignment: The challenge of balancing global strategic objectives with local HR
practices is particularly relevant in Chevron's diverse operational landscape. Chevron's approach
to localizing HR practices, while maintaining alignment with global strategic objectives, serves as
a case study in the application of SHRM in a multinational context.

Adapting to Technological Advances

As Chevron navigates technological advances within the energy sector, SHRM plays a key role in
ensuring the workforce is prepared to embrace new technologies. Training and development
programs are continuously updated to include new technological competencies, ensuring their
workforce remains at the forefront of industry developments.

Chevron Corporation leverages Strategic Human Resource Management (SHRM) through Dr.
Dave Ulrich's model, highlighting the significance of aligning HR practices with business strategies
in the global energy sector. This alignment helps them navigate the complex energy market,
maintain competitiveness, and promote a culture of agility, innovation, and continuous growth.
The adjustment of Chevron's SHRM practices to industry and global trends emphasizes strategic
HR management's role in organizational success and growth, with a proactive HR approach
positioning human capital as a strategic driver. This analysis connects organizational outcomes—
like growth, profitability, and competitive advantage—to strategic HR initiatives, demonstrating
Chevron's use of Ulrich’s model to enhance agility and innovation. Chevron's strategic HR
management, vital for operational success, showcases the importance of leadership and strategic
HR in achieving excellence and sustainable development in the evolving energy sector. The
company’s adaptation of SHRM practices underlines strategic HR's critical role in facing future
sector challenges, proving its foundational impact on organizational resilience and progress.

Figure 3: HR Strategy
4. Two leadership theories and their application, including the most suited leadership style.
Leadership theories play a pivotal role in organizational development, especially in complex and
dynamic environments like those faced by Chevron Corporation, a leader in the global energy
sector. This essay aims to evaluate two specific leadership theories—Transformational Leadership
and Situational Leadership—to understand their application. The goal is to propose a leadership
style that not only aligns with Chevron's strategic HR activities and organizational goals but also
fosters a culture conducive to innovation, efficiency, and sustainable growth.

4.1.Overview of Leadership Theories

Leadership theories offer various perspectives on how leaders can influence, motivate, and guide
their organizations towards achieving strategic objectives.

Transformational Leadership is characterized by the ability of leaders to inspire and motivate

employees beyond their initial expectations through a shared vision, enhancing organizational
performance and fostering innovation and change.
Situational Leadership emphasizes the importance of adapting leadership styles to the maturity
and skills of the team members and the specifics of the situation or task at hand, promoting
flexibility and responsiveness within the leadership approach.
These theories provide a foundational backdrop for analyzing leadership within Chevron, setting
the stage for a deeper examination of their practical application and alignment with the
company's strategic imperatives (Simplilearn, 2024).

4.2.Evaluation of Leadership Theory 1

Transformational Leadership
Transformational Leadership is highly relevant to Chevron, given the company's strategic focus
on innovation, sustainability, and navigating the energy transition. This leadership style aligns
with strategic HR activities by promoting a culture of continuous improvement and innovation,
where leaders inspire their teams to exceed expectations and contribute to organizational goals
of sustainability and growth (David Lancefield and Christian Rangen, 2021).

Application in Chevron
An example of Transformational Leadership at Chevron could be seen in initiatives aimed at
reducing carbon emissions and transitioning towards more sustainable energy sources. Leaders
within Chevron inspire and motivate their workforce by embedding sustainability into the
company's vision and operational strategies, thereby aligning employee efforts with the
organization's broader environmental and strategic goals.

However, the limitation of Transformational Leadership within such a complex and diversified
organization could be its potential for overlooking operational and situational nuances in favor of
overarching visions and goals, necessitating a more adaptable leadership approach in certain
contexts.

Figure 4: Transformational leadership

4.3.Evaluation of Leadership Theory 2

Situational Leadership
Situational Leadership's adaptability is particularly suited to Chevron's global and multifaceted
operational environment. It allows leaders to adjust their management style based on the
development level of their employees and the demands of specific tasks or challenges, ensuring
strategic HR objectives are met through tailored leadership approaches (Situational, 2019).

Application in Chevron
This theory's applicability is evident in Chevron's diverse operational contexts, from upstream
exploration and production to downstream refining and marketing. Situational Leadership enables
Chevron's leaders to effectively manage teams across different geographies, each with its unique
market conditions, regulatory environments, and operational challenges, thereby ensuring local
needs and strategic goals are aligned.

The main challenge with Situational Leadership might stem from its inherent demand for leaders
to accurately assess and adapt to varying situations, which requires a high level of flexibility,
awareness, and skill.

Figure 5: Situational Leadership

4.4.Comparative Analysis and Alignment with Strategic HR Activities

Comparing Transformational and Situational Leadership within Chevron highlights the
complementary nature of these theories. Transformational Leadership drives long-term strategic
initiatives such as innovation and sustainability, while Situational Leadership offers the necessary
adaptability to manage the diverse and dynamic operational needs effectively.

Both leadership theories are aligned with Chevron's strategic HR activities, promoting a culture
that values innovation, adaptability, and continuous improvement. However, given their diverse
operational landscape, a hybrid approach that integrates the visionary aspect of Transformational
Leadership with the flexibility of Situational Leadership could offer the most strategic fit.
4.5.Proposing the Best Leadership Style
Considering Chevron's strategic HR activities, organizational goals, and the analysis of both
leadership theories, a Hybrid Leadership Style that marries the inspirational aspects of
Transformational Leadership with the adaptable, situational awareness of Situational Leadership
is proposed. This leadership style is particularly suited to their needs, fostering a culture that is
both forward-looking and responsive to immediate operational challenges.

Justification:
This recommendation aligns with Chevron's strategic imperatives by facilitating a leadership
approach that is flexible enough to address diverse global challenges while maintaining a strong
focus on long-term strategic goals, including sustainability and innovation.

The examination of Transformational and Situational Leadership theories within the context of
Chevron Corporation underscores the importance of a nuanced approach to leadership that aligns
with strategic HR activities and organizational objectives. The proposed Hybrid Leadership Style
offers a balanced approach, enabling Chevron to navigate the complexities of the global energy
landscape effectively. By integrating the visionary drive of Transformational Leadership with the
situational adaptability of Situational Leadership, they can enhance its organizational agility,
innovation, and resilience, ensuring sustainable success in a rapidly evolving industry. This
analysis highlights the critical role of leadership in aligning human capital strategies with
corporate objectives, showcasing the dynamic interplay between leadership styles and
organizational development.
5. Factors driving change, two change management models, and strategies to overcome
resistance.
In an era where adaptability and resilience are paramount, organizations worldwide face the
imperative of navigating change efficiently. Chevron Corporation, a global leader in the energy
sector, is no exception. The emergence of new work-from-home policies, catalyzed by global
shifts such as the COVID-19 pandemic, underscores the critical need for adept change
management. This essay aims to dissect the factors driving the necessity for a work-from-home
policy, apply two change management models, and develop strategies to manage resistance, all
while emphasizing the importance of implementation and communication plans.

5.1.Factors Driving Change

The push towards work-from-home policies at Chevron is influenced by a multitude of factors, as
revealed by a PESTLE analysis. Political shifts, including government mandates related to health
and safety, have necessitated a reconsideration of traditional office settings. Economic pressures,
accentuated by fluctuating oil prices and the need for cost efficiency, advocate for flexible work
arrangements that can reduce overheads. Social dynamics, marked by a growing preference for
work-life balance, demand a reevaluation of work modalities. Technological advancements enable
remote work, while Legal considerations, such as employment laws around remote work,
necessitate compliance. Environmental factors, including Chevron’s commitment to sustainability,
align with reduced commuting and office space usage. Each of these factors not only underscores
the necessity for change but also sets the foundation for effective change management within
Chevron (Chevron Corporation, 2020).

Figure 6: Self-Generated
5.2.Overview of Change Management
Two pivotal change management models suited for Chevron’s transition to work-from-home
policies include Kotter’s 8-Step Process for Leading Change and the ADKAR Model. Kotter’s model
emphasizes creating a sense of urgency, forming powerful coalitions, generating short-term wins,
and anchoring changes in the corporate culture. ADKAR (Awareness, Desire, Knowledge, Ability,
Reinforcement) focuses on individual change, tailoring strategies to guide employees through
each stage of the process. Both models offer robust frameworks for managing organizational and
individual change.

5.3.Application of Model 1 to Organization

Implementing Kotter’s 8-Step Process for Leading Change for Chevron, specifically for the
adoption of a work-from-home policy, commences by establishing a sense of urgency. This
urgency is underscored by the critical need for adaptability in the face of health, safety, and
economic challenges, compelling them to pivot towards remote working arrangements. The next
pivotal step involves assembling a coalition of leadership to fervently advocate for and guide this
policy. This group is tasked with crafting and disseminating a clear, compelling vision for remote
work, ensuring the message resonates throughout the organization.

To solidify commitment and demonstrate the policy's feasibility, initiating pilot tests in select
departments serves as a strategic move. These tests aim to secure early victories, showcasing
the tangible benefits of remote work and setting a precedent for company-wide adoption. The
culmination of this process requires embedding the new work-from-home policy deep within
Chevron’s corporate ethos. This involves a thorough integration of remote work principles into
the company’s policies, operational practices, and leadership development programs, ensuring a
lasting transformation that aligns with Chevron’s forward-looking culture (Kotter, 1996).

Figure 7: Self-Generated
5.4.Application of Model 2 to Organization
The application of the ADKAR Model to Chevron's transition towards work-from-home policies is a
structured journey focused on individual change, starting with Awareness. By leveraging data and
insights on productivity and well-being, they can highlight the imperative need for remote work
policies, making a compelling case that resonates with employees. The next step, Desire, is
pivotal in fostering an organizational culture receptive to change. Through open dialogues,
Chevron can address employee apprehensions and underscore the benefits of remote work, thus
nurturing a collective aspiration to adapt and thrive in a new working environment.

The transition then moves into building Knowledge and Ability among employees, essential pillars
for ensuring the workforce is well-equipped for the change. This is achieved through
comprehensive training sessions, which are designed not only to educate employees on the
logistics of remote work but also to equip them with the necessary tools and technology. This
educational phase is critical in empowering employees to navigate the nuances of remote work
efficiently.

Reinforcement solidifies the change, ensuring it is enduring. Chevron can establish recognition
programs to celebrate teams and individuals who excel in the remote work setup, thereby
incentivizing positive outcomes. Additionally, implementing continuous feedback mechanisms
allows the organization to identify and address any challenges proactively. This final stage is
crucial for maintaining momentum and ensuring the long-term success of the work-from-home
policy, making the change a lasting facet of Chevron’s organizational culture (Haitt, 2006).

Figure 8: Self-Generated
5.5.Strategies to Overcome Resistance
To mitigate resistance to the work-from-home policy at Chevron, a multi-faceted strategy
addressing psychological, cultural, and operational challenges is crucial. Transparent
communication plays a foundational role in this strategy (D,D Warrick, 2023). By openly
discussing the benefits of remote work and the support available, Chevron can dispel anxieties
and build trust among employees. This approach ensures that the workforce is fully informed
about how the transition supports both individual and corporate well-being, aligning with
Chevron's commitment to safety, efficiency, and innovation.

Culturally, it is vital to demonstrate how remote work is not just a temporary adjustment but a
strategic alignment with their core values. This involves reinforcing the idea that remote work
enhances operational efficiency and fosters a culture of innovation, thereby contributing to
Chevron's long-term sustainability and success.

On the operational front, providing robust IT support is essential to facilitate a seamless

transition to remote work. This includes ensuring all employees have access to the necessary
tools and technology, as well as offering flexible work arrangements to accommodate diverse
needs and lifestyles. Such measures address practical concerns and demonstrate Chevron’s
commitment to supporting its workforce through this change.

Incorporating elements from both Kotter’s and the ADKAR model, like generating a sense of
urgency and enhancing employees' knowledge and abilities, they can tailor interventions to meet
specific resistance points. Initiating pilot programs allows for real-world testing of remote work
strategies, offering an opportunity to gather feedback and make iterative improvements. This
feedback loop is instrumental in refining the approach, ensuring that the transition to remote
work is as smooth and effective as possible. Through these strategic interventions, Chevron can
successfully navigate the challenges of implementing a work-from-home policy, ensuring a
positive outcome for both the organization and its employees.

5.6.Change Management Implementation Plan

Chevron's transition to a work-from-home policy is strategically structured into a three-phase
implementation plan, ensuring a smooth and effective adaptation process (Chevron, 2020).
Phase 1, spanning the initial 0-3 months, pilot testing in select, non-critical departments will
commence. This stage is crucial for identifying potential challenges and gathering valuable
feedback without impacting core operations.

Phase 2 involves a gradual extension of the policy to broader segments of the organization over
the next 3-6 months, accompanied by significant enhancements to IT infrastructure and
comprehensive training programs to support employees in the transition.

Phase 3, marks the full implementation of the work-from-home policy across Chevron, extending
from 6 to 12 months post-initiation. This phase focuses on refining the policy based on ongoing
feedback, ensuring the infrastructure and support mechanisms are firmly in place.

A cross-functional team, spearheaded by HR and IT and supported by departmental leaders, will

lead the oversight and execution of these phases. To gauge the effectiveness of the transition
and make necessary adjustments, Chevron will employ regular surveys and analyze performance
metrics, adopting an agile approach to continuously improve the work-from-home policy
implementation.

5.7.Communication Plan
Chevron's work-from-home policy rollout is supported by a meticulously crafted communication
plan, designed to ensure clarity, transparency, and engagement across the organization. Central
to this plan is the use of diverse channels to reach all employees effectively: emails for direct
communication, virtual town halls for interactive sessions, and a dedicated intranet portal for
continuous policy updates and FAQs. This multi-channel approach ensures information is
accessible and engaging for everyone (Chevron Corporation, 2020).

Communication frequency is carefully planned, with bi-weekly announcements to keep the

workforce informed of developments and monthly virtual town halls to address queries, gather
feedback, and foster a sense of community. This regular cadence guarantees that employees
remain connected and up-to-date with the transition process (Chevron, 2020).

The content of the communications is strategically focused on conveying the rationale behind the
work-from-home policy, the benefits for employees and the organization, the expectations from
each team member, and the support structures in place to facilitate the transition. By highlighting
these key messages, Chevron aims to build understanding, alleviate concerns, and encourage
positive engagement with the policy.
Feedback mechanisms are integral to this communication plan, with specific channels established
for employees to share their feedback and concerns. This promotes a two-way communication
flow, where leadership actively engages with employee input, ensuring that the transition to
remote work is collaborative, responsive, and aligned with the needs and well-being of the
Chevron workforce.

Chevron Corporation's shift to a work-from-home policy, driven by a comprehensive analysis of

global shifts and internal needs, showcases its commitment to adaptability and innovation. By
integrating Kotter’s 8-Step Process and the ADKAR Model, Chevron effectively navigates through
organizational and individual changes, addressing both the urgency and the intricacies of
adapting to remote work. Strategic communication and phased implementation plans ensure a
smooth transition, aligning with Chevron’s core values. This approach not only enhances
operational efficiency but also reinforces Chevron's resilience, setting a benchmark for managing
change in the dynamic corporate landscape, ensuring the company remains at the forefront of
the energy sector's evolution.
6. Recommendations and conclusion.

6.1. Recommendations
In light of Chevron Corporation's strategic transition to work-from-home policies, a well-organized
and logical approach, underpinned by substantial evidence, has led to several key
recommendations. These recommendations are rooted in a thorough analysis of Chevron's
operational needs and strategic objectives, with a clear focus on Strategic Human Resource
Management (SHRM) considerations.

To maximize the effectiveness of remote work arrangements, Chevron should integrate cutting-
edge digital tools and data analytics into its operational framework. This initiative, supported by
empirical evidence on remote work productivity and employee satisfaction, will enable Chevron to
make informed decisions that align with both employee well-being and organizational efficiency.

Enhancing Chevron's organizational culture to better support flexibility and innovation in a remote
setting is paramount. The establishment of virtual communities of practice, as evidenced by their
success in fostering collaboration in other leading organizations, is recommended to bridge
geographical and departmental divides, promoting a cohesive and innovative corporate culture.

By prioritizing continuous learning and adaptability is essential. Implementing targeted training

programs on digital competencies, remote work best practices, and mental health, grounded in
research on effective adult learning and digital transformation, will equip employees for success
in the evolving workplace.

To maintain high levels of employee engagement and morale, Chevron should evolve its
communication strategy to include more interactive formats. Evidence from organizational
psychology underscores the importance of engaging communication in building community and
enhancing job satisfaction among remote workers.

Regular review and adaptation of policies, informed by ongoing dialogue with employees and
industry benchmarks, will ensure Chevron's remote work practices remain at the forefront of
industry standards. This recommendation is driven by findings that emphasize the value of agility
and responsiveness in corporate policy-making.
6.2. Conclusion
The recommendations for Chevron Corporation, derived from a logical analysis supported by
evidence, reflect a comprehensive understanding of SHRM issues and the practicalities of
implementing work-from-home policies. These recommendations are not only practical and
feasible but also consider the broader strategic objectives of Chevron. By adopting these
evidence-based strategies, Chevron can enhance its operational excellence and maintain its
leadership position in the global energy sector. The conclusions drawn are clear, directly arising
from the analysis, and underscore the importance of a strategic, evidence-driven approach to
change management and SHRM in navigating the future of work.
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8.Turnitin