Management Report - Dissertation Example

Unlike other resources which an organization deploys people or its staff are live resources that think, have feelings, aspirations, motives and emotions which get nurtured, developed ,frustrated or stunted every now and then. No human would be willing to work with frustrated aspirations or stunted and suppressed feelings. Thus it becomes incumbent on an organization to nurture and develop the feelings, aspirations, emotions of its employees. Recruitment and selection is only the starting point in labeling the potential employee as successful; it is the proper organizational induction process that ensures that the employee catches his breath, looks around the organization, understands its basic and core activities, evaluates the various opportunities and facilities for growth, looks at the responsibilities maps and evaluates the sources available in the organization to carry out the tasks given to him/her in the job card.

Thus a proper induction process is the start of the strategic HR function for any organization. A short cut or improper induction process may result in cutting short the employee's overall experience in the organization and may critically affect his overall morale and motivation .A proper induction is also an important step in setting up the employee on a potential path of employee empowerment. A proper orientation can also result in developing leaders among employees. This paper examines the overall strategic HR function in reference to the role of the process of induction and orientation.

9 Building on this focus this paper maintains the following research and Project Learning Objectives 10Research Objectives 10 The main objectives of the proposed research scheme primarily concerning the impact of induction procedures. A change model built by Ghoshal and Bartlett can be considered for application in the case of MILKO and the suggested induction and onboarding program would set in motion such a change model. This envisages a change from the traditional corporate structure to an organization characterized as an "individualized corporation".

This model is built in a manner to provide managers and leaders a perspective from which to deliberate the changes required their organizations. In a traditional corporate structure where compliance, control and contractual employer/employee relationships dominate, the organizations turn bureaucratic and become less hospitable for innovations and quality consciousness. Such organizations present work performance and quality standards which rarely improve from such preset standards. The model radically intends to relocate responsibility and the sense of ownership to the employee encouraging greater discipline in getting to targets- a process ably supported by requisite systems and visibility of information.

In conclusion, this paper took up the study of MILKOS and found through a survey that employee induction efforts had left much to be desired. This paper is an attempt to devise and propose a new induction process that is based upon well-researched theoretical models and concepts that threw out the important dimensions that may be essential to cover in the employee induction program. The paper finally suggests such an ideal induction program and bases it on the realities of MILKOS.