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interneta bibliotēka
Atlants.lv bibliotēka

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Publicēts: 07.05.2006.
Valoda: Angļu
Līmenis: Vidusskolas
Literatūras saraksts: Nav
Atsauces: Nav
Darba fragmentsAizvērt

In conlusion, With around 200,000 employees handling 82 million items of Mail a day the culture change was never going to be quick to implement or easy. However, through a 3 years programme the Royal Mail was able to renew itself and as of 2005, the repercussions of their invest was visible with the organisation announcing profits of £537 million (2004-2005) as well as improving their delivery rate, decreasing absenteeism (down 1.4% in 2004-2005 from 2003-2005) and improved industrial relations (Unofficial strike days lost fell from 86,000 in 2004 to 7,000 in 2004).
As the appraisal has shown the Royal Mail, by addressing the HR department and staff morale using more positive techniques of involvement, communication, facilitation, etc has helped when there has needed to be cuts. In the HR department 1400 jobs had gone which saved the Royal Mail £50 million, but the required jobs were still being completed because of the removal of repetition and unnecessary tasks as well as addressing employee commitment.
While Royal Mail has seen success in the changes they have implemented so far, they cannot rest because not only have they got the problems of there own financial situation to address but also the affect of competition now that the market has opened.
Failure to continue commitment in investing in there employees as well as supporting the changes they have already will lead to a return to the situation they had found themselves in, in 2002.

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