Renata SA Construction Company: Business Report


Human resources are the essential aspect of any project planning. The rational distribution of the workforce contributes to the better performance of the workers and improved general results of the planned activities. The project’s success directly depends on human resource management (HRm), which allows the efficient achievement of the established goals. The current report critically estimates the HR management discussed in the Renata SA project summative assessment. The main aspects which will be addressed are the leadership strategy, HR management approach and related task distribution method, the workers’ pre- and inter-project training, and the HR management assessment. The paper will also discuss how the mentioned topics will impact the project’s success and offer possible problems solutions. The current report will apply the following data analysis methods: descriptive, critical, factor. The relevant academic peer-review resources support the provided ideas and estimation of the project.

Definition of Terms Used

Human resource management is a number of activities and strategies devoted to rational human resources allocation regarding the projects’ objectives.

Participational leadership strategy is one of the most successful approaches treating human resources as the main success factor.

The universalistic HR approach considers the participation of all workers in the decision-making process.

Rational time management is the efficient combination of the project’s activities with the aims and values established by stakeholders.

Inter-project training provides additional education for workers during the project.

Workers’ job satisfaction is the estimation tool combining factors reflecting the employees’ contentment with the HR management.

The HR-Involving Problems of the Project

Human resource planning is one of the essential aspects of the Renata SA project. The assessment touches upon the HR management by describing the stakeholders’ responsibilities and designing the plan of the main activities relating it with the participants. The summative assessment HR planning provides only the generalized activities distribution and does not address the HR strategies which can contribute to the more efficient goals achievements. The project involves many stakeholders from the different regulative spheres. The primary support for the plan is provided by the chief executive officers (CEO) of Renata SA, including the owners of the company.

Moreover, the plan also considers the necessity of governmental support. Such a strategy is pretty relevant for the healthcare project. The governmental funding and approval are challenging in execution. However, the governmental checking will contribute to compliance of the project with the legislation requirements in the healthcare sphere (Cao et al., 2018). This involves more workers serving as a medium in providing the communication between the government and CEO. As a result, including governmental support in planning requires the more detailed analysis and design of HR strategies.

The project’s success primarily depends on how the human resources are distributed. This process involves some problems which are related to HR management. The first issue is choosing the suitable for the project’s goals leadership approach. The whole working process and the efficient activity of the workers depend on motivation and remuneration provided by the leaders. The project’s total outcomes are higher when the management team follows the chosen leadership concepts (Cao et al., 2018). The leadership strategy is one of the primary factors of successful HR management (Cao et al., 2018). When this aspect of HR management is not addressed, the projects lack the organizational and motivational elements.

The second issue which should be addressed within the project is choosing the HR primary strategy. This aspect must be developed before the project starts because it includes the resources allocation and distribution insights. Moreover, thanks to the particular strategy, the team working on the project will understand the objectives and limitations of their work more clearly (Cao et al., 2018). Without the strategy, the project’s human resources are likely to be distributed incorrectly (Chaturong, 2017). Such a situation can cause failure to achieve the project’s goals and poor outcomes.

Another problem of the HR planning of the project is the lack of training for the workers. Even though some of them are expected to be hired with profound knowledge in a particular sphere, it is necessary to consider the necessity of the overall training for a specific project. As far as the project is based on the small medical structure, the implementation of the particular technologies is involved (Danvila-del-Valle et al., 2019). Another problem that the project should address is the HR effectiveness measurements. This is the final aspect of efficient HR management planning (Chaturong, 2017). In order to evaluate used in the particular conditions, strategies, and approaches, various methods can be used.

Problems’ Analysis and Project’s Success

Leadership Strategy

The first problem which should be estimated critically is the leadership approach used for the HR management task distribution. Based on the fact that all the tasks mentioned in the summative assessment include many workers from different spheres, the participational leadership model is used. This idea is also proved by the collaborative (including casual workers) inspection of the results of particular project stages. Participatory leadership strategy is relevant for the projects and the whole organizational HR management approach (Chernova, Lysytsin, and Timinsky, 2018). This strategy requires all the participants to make the essential for the project decisions together through the discussion. Participatory leadership used within a project “directly leads to the better organizational commitment” of the participants and, as a result, to the more successful project execution (Damanik, Dewi, and Situmorang, 2021, p. 660). Thus, chosen strategy suits the goals of the project and correlates with the task distribution planning.

Even though participatory leadership is one of the most preferred strategies to ensure successful project execution, it also has drawbacks that may negatively affect the outcomes. If the project managers use inappropriate time-management strategies, participatory leadership can become a significant obstacle in achieving the established goals. For example, as far as the decision-making process includes discussing the problem with all the members, insufficient time management can be the main problem. The project managers should plan the activities considering all the specificities of this approach. Another problem which project might face due to the leadership strategy is the conflict working atmosphere. The diverse opinions on the particular task execution can significantly slow the flow of the project. The managers need to provide the compromise and find the most suitable method to solve the problem. As a result of the issues mentioned above, the project may be less successful than expected.

HR Approach

The second issue is the general HR approach which should be applied within the project. This topic is essential to be discussed because the project’s success directly depends on the workers’ performance which, in turn, depends on the HR approach (Iqbal, 2018). Based on the human resource planning, it is likely that the universalistic HR approach is chosen to create the task distribution (Iqbal, 2018). Various tasks are performed and checked by almost all participants of the process. The summative assessment summary also includes information about the distribution of the tasks based on stakeholders’ knowledge. The task distribution is an inherent feature of the universalistic HR approach. It is often used within medical projects to ensure a high level of enforceability because the government sponsors it. This approach can also be helpful in dealing with unexpected problems and minimizing unanticipated risks which can appear during the project execution (Backstrom, Ingelsson, and Snyder, 2018). HR approach allows the implementation of the creative element in the project, which positively affects the workers’ involvement and increases general performance.

There is no detailed task distribution mentioned in the plan. As a result, it is pretty complicated to state whether the tasks are distributed according to the individual talents and skills of the workers. It is evident that organizational participation for all the workers and stakeholders is provided. The chosen approach implements the cooperation of different working teams and evokes discussion in the decision-making process (Iqbal, 2018). Moreover, it requires planning the activities and tasks according to the workers’ personal skills and preferences. Thus, the chosen HR management approach is relevant for the current case.

However, the management group should consider specific difficulties and risks caused by this approach. The first problem is the time-management-related issue caused by the high level of the workers’ involvement in the discussion and decision making. Despite being efficient from the workers’ performance perspective, the universalistic HR approach is time-consuming (Iqbal, 2018). Moreover, in order to avoid the conflicts caused by the diverse opinions of participants, the project should consider the creation of problem-solving teams (Khurram et al., 2021). Thus, the project is at a high risk of extending the deadlines. Another option is to lower the quality of the task performing but meet the time requirements. Considering the unexpected difficulties that can appear during the project execution, it can negatively affect the project’s success.

Combination of Task Distribution and HR Approach

Taking into account the mentioned above strategy, the task distribution should be performed based on the skills and talents of the workers. During the projects, people must be treated as the essential source of development which is also should be supported (Adraoui, 2018). It is essential because the total success and execution of the project directly depend on how people cooperate and complete their tasks. The motivation tactics should be implemented in order to encourage people to work on the given tasks. The strategy “preferences-based task distribution” contributes to improving the interest and involvement of the workers (Fajriah et al., 2021). It is based on taking into consideration the employees’ suggestions and preferences to complete particular tasks. Moreover, it also requires the HR management team to consider the different workers’ skills and knowledge while distributing tasks. This approach stimulates the cooperative atmosphere within the group and allows people to show better results.

Except the positive impacts of this approach, the faulty appliance of such concepts can cause negative consequences for the project. Some of the tasks can be unaddressed due to such an approach. Therefore, the primary responsibility for task-giving should be on the managers. It over-complicates the managers’ work because of the necessity to consider all the specificities of the tasks in reference to the individual workers’ abilities and preferences. Due to a considerable number of responsibilities, the manager can overlook particular aspects of the project’s drawbacks, which can significantly affect the project’s success. In order to avoid this problem, researchers offer to create a management team ensuring the abilities rotation (Iqbal, 2018). As a result, they will be ready to change the focus of attention, making their work diverse. In the summative assessment tasks planning, only one project manager is mentioned. Thus, it will be challenging for this person to ensure the high-quality function of all the project activities. Even considering the all workers’ involving leadership strategy and HR approach, the one manager is not enough for such a project team operating.


The next problem which can impact the success of the Renata SA project is the workers’ and stakeholders’ training. It is mentioned within the summative assessment that there is a specific amount of money allocated for several training resources. Such an approach is rational, contributing to the better outcomes of the project. The project can be efficient only when rational HR training and discussion of the assets are involved. When the training is included in the initial budget and HR planning, the project has a higher chance of being successful. The stakeholders and other workers should be aware of the at least general functioning of the specific technologies used for the project. It is also essential to clearly establish the project’s values and goals and prepare the participants to follow the project’s rules. The training on communication within the functional teams is also an essential factor of HR management.

The training within the project is provided before the start of the main activities. The most proficient method in the cases when stakeholders are involved directly in the project is the workers’ satisfaction level (Bachtar and Vienni, 2017). This method contributes to a better understanding of the workers’ perspectives on the current project. Such information allows to make conclusions about the project effectiveness and develop more productive future HR strategies.

On the one hand, it is the positive aspect that allows the workers to perform particular actions. However, it would be rational to discuss the necessity of inter-project training, which will help solve the issues in the process. Inter-project training is an essential activity that ensures the activities’ success (Danvila-del-Valle et al., 2019). This strategy has appeared recently, with only small organizations and project practices (Mishra, 2015). It is pretty rational to be used in the case of Renata SA because it is connected with the medical structure involving the government as a stakeholder. The projects in the medical sphere often involve technologies and require the participants to be ready to be aware of the functioning of different devices. The training can provide the workers with the necessary knowledge in this sphere (Danvila-del-Valle et al., 2019). This management strategy also allows reducing the impact of the unexpected risks on the project’s final result. As far the workers are monitored on their progress and always can gain the necessary knowledge, the results will be better.

On the other hand, particular difficulties should be addressed in the planning stage. One of them is the time limit of the project. Even though the training increases the project’s general outcomes, the manager should consider the significant extension of the time required for the project execution. Moreover, the budget planning also should consider the considerable training-oriented expenditures. The planning allocated money for training which is a positive aspect of the project, ensuring better project outcomes. It is also vital to mention that the pre-project training should include the communicational and value orientations of the project. The participants should be aware of the possible limitation of their actions and responsibilities.

HR Approach Measurement

The last problem to be discussed is the HR effectiveness measurements. Each project should include the step when the workers’ efficiency and satisfaction are measured. It is performed in order to estimate the effectiveness of HR management and planning in particular conditions (Chaturong, 2017). In projects connected with the healthcare sphere, the effectiveness measurements are inevitable, allowing integrating the recent experience in future projects.

The project’s success is not only in the activities completed but also in applying the relevant management of human resources (Bachtar and Vienni, 2017). The HR strategy effectiveness estimation can be performed through the questionnaires about the workers’ satisfaction at the end of the project. It can also be measured during the project by using the key performance indicator (KPI), which calculates the different aspects of the employees’ productivity (Chaturong, 2017). In the case of Renata SA, it would be rational to combine the mentioned strategies to ensure the collected data’s reliability.

When this aspect of the planning is neglected, the project cannot be called successful because only the practical part of activities is being completed. Implementing the HR management estimation activity is also a time-consuming process. It requires careful pre-planning and timely integration in the working process. Even though the measurements need additional planning, it allows the management team to make conclusions about the chosen strategy and its practical implementation (Chaturong, 2017). Therefore, the management team should develop the plan, including this aspect, while allocating additional resources such as budget and time.


The current report analyzed the HR management planning and task distribution discussed in the Renata SA project. Human resources are the essential factor of the success of the analyzed work and were primarily planned rationally. The analyzed issues can be formulated as follows: the leadership strategy, HR management approach, training, and the HR management assessment. Based on these aspects, the analysis showed that particular drawbacks of the project should be reconsidered. The main problems which the projects can face are insufficient time management, the expansion of budget, the inability to cope with unexpected risks and difficulties, and the lack of management team workers. Therefore, there are three essential recommendations that can be implemented within the structure of the project to ensure its success. The first one is the creation of a more diverse management team involving the task rotation among the managers. The second one is implementing inter-project training to support workers while dealing with unexpected problems. The last recommendation includes increasing the efficiency of the time-management strategy considering all the human resources distribution factors. Additionally, it would be rational to implement the HR estimation activities helping to develop an efficient plan for future projects. In general, the project has well-described HR planning, which can be applied in practice.

Reference List

Adraoui, H. (2018) ‘The effect of HR practices on business performance in Morocco: an application of the universalist approach’ Information Management and Business Review, 10(3), pp. 6-16. Web.

Bachtar, M., and Vienni, M. (2017) ‘Analysis of performance measurement at HR-GR department using the balance scorecard method’ OP Conference Series: Materials Science and Engineering, 277, pp. 1-8. Web.

Backstrom, I., Ingelsson, P., and Snyder, K. (2018) ‘Using design thinking to support value-based leadership for sustainable quality development’ Business Process Management Journal, 24(6), pp. 1289-1301. Web.

Cao T, Wang, Y., and Zhang, L. (2018) ‘The mediation role of leadership styles in integrated project collaboration: an emotional intelligence perspective’ International Journal of Project Management, 3624), pp. 317-330. Web.

Chaturong, N. (2017) ‘The internationalization and HR strategies of emerging-market MNCs’ Academy of Management Annual Meeting, 2017(1), pp. 1-6. Web.

Chernova, L., Lysytsin, L., and Timinsky, A. (2019) ‘Digitalisation HR-management used bi-adaptive and foresight models’ IEEE International Conference on Advanced Trends in Information Theory, pp. 406-410. Web.

Damanik, S., Dewi, R., and Situmorang, B. (2021) ‘The influence of participatory leadership, quality culture, and job satisfaction on lecturer organizational commitment’ Budapest International Research and Critics Institute-Journal, 4(1), pp. 654-663. Web.

Danvila-del-Valle, I., Estevez-Mendoza, C., and Lara, F. (2019) ‘Human resources training: a bibliometric analysis’ Journal of Business Research, 101, pp. 627-636. Web.

Fajriah, Y., et al. (2021) ‘The influence of motivation, ability and experience on employee performance’ Jurnal Economic Resource, 4(1), pp. 30-38.

Iqbal, A. (2018) ‘The strategic human resource management approaches and organisational performance’ Journal of Advances in Management Research, 16(2), pp. 181-193. Web.

Khurram, R., et al. (2021) ‘Theoretic insights on the concept of internal fit of HR elements within the construct of high performance work system’ Production & Manufacturing Research, 9(1), pp. 81-102. Web.

Mishra, R. (2015) Modern project management. New Age London: International Publishing.

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