Minimizing Strain and Maximizing Learning - Dissertation Example

 Minimizing Strain and Maximizing Learning INTRODUCTION All the way through the past two decades, a firm’s success has come to depend more on intangible assets, like honesty, dependability, mutual relationships, research and development, rather than on the conventional hard assets such as real estate, equipment and inventories (Gladers, 2004). The workforce has turned out to be among the most essential intangible assets influencing organizational competitive achievement. Changes are taking place at present that need managers to take part in an increasingly essential role in managing firms (Brown, 1997). The human resource job in organizations has turned out to be even more significant as organizations deal with more and more competition, globalization, and continuing technological transformation (Brian & Hucelid, 1988). Organizations have established their human resources proactively to attain competitive gain. Globalization is the inclination of the organizations to expand their sales, ownership, and/or manufacturing to new markets overseas. Sony, Apple, Zara, Nike and Mercedes Benz are a few of the markets around the world. Companies develop overseas for a number of reasons. Increase in sales is among one of the most important factor involved in the overseas expansion. Another reasons involved in the firms going abroad are that some manufacturers look for new foreign products and services to sell, and to cut labor costs. Every so often, it is the vision of developing partnerships that force organizations to do business with firms from abroad (Dessler, 2002). The results for people involved in business is that more globalization results in increased competition, and greater competition leads to more demand to be the number one, that is, to reduce expenses, to make the workforce increasingly productive, and to do things better and less expensively. This suggests that the developing amalgamation of the world economy into one, immense market is increasing the power of competition in an extensive variety of manufacturing and services industries. Due to this, globalization carries both advantages and disadvantages. For customers it means reduced prices and increased quality but also the hope of working harder and possibly having less job security. For business owners globalizing means benefits like reaching millions of new customers, but also the substantial risk of facing new and powerful global competitors. Both employees and firms thus have to work harder and more intelligently than they did without globalization (Dessler, 2002). The technological trends are another factor involved in the changing environment of the workplace. At present, firms are making use of internet-based worldwide distribution network, connected to the checkout registers at its outlets around the world. This allows the firms to constantly scrutinize its sales and keep away from the load of keeping expensive inventories. Companies use virtual online communities to improve efficiency. Technological revolutions and technology transmission are irrefutable characteristics of a firm, and is an essential ingredient of the organization’s identity as to how it obtains and uses technology. Technology gives the clearest sign of powers that break down domestic, local and national restrictions and allow the business industry to manage, commute and gain knowledge across artificial boundaries. Technology has also had a vast influence on how individuals work, and on the skills and training the present-day employees entail. In older plants, the laborers would manually run machines but today, firms spend much of their time typing commands into computerized machines that create precision of parts for products. More and more conventional factory jobs are becoming high-tech. Technology is not the only trend forcing the change from brawn to breads. At present over the two-thirds of the U.S workforce is engaged in producing and delivering services, not products which is explained by numerous factors (Dessler, 2002). Firstly, with increased competition in the world, numerous manufacturing tasks are shifting to countries with a low-wage rate. A remarkable increase in output has also been observed, that allows manufacturers to generate more with less number of workers. Just-in-time manufacturing techniques connect everyday manufacturing schedules more specifically to consumer demand, thus taking waste out of the system and reducing inventory needs. As manufacturers incorporate internet-based customer ordering with just-in-time manufacturing systems, scheduling becomes even more specific. More manufacturers are working together with their suppliers to create integrated supply chains. The total outcome is that manufacturers have been squeezing loose ends and inefficiencies out of the whole production network, letting companies to produce more products with fewer employees (Lau, 1996). In general, the best jobs that are present have need of more education and more skills. This suggests that mechanization and just-in-time manufacturing systems indicate that even manufacturing jobs need more education than before. For managers, this means an increasing stress on knowledge of the workers, and consequently on human capital. It is the human resource section of the organization that generally selects and train employees, adjustment like these make the workforce exceedingly dependent on the competent management of human resource function. The key to efficiently utilizing all the new technology is more often than not the technology but the individuals. Another factor that has significant influence on the business environment is identity. Identity relates to the chief bonding attributes of various communities and cultures, large and small. From an organizational perspective, an organization can be seen as a social system with a combined identity which is identifiable by its permanent and distinctive characteristics. The world is a social environment comprising of diverse groups of people. These groups are categorized on ethnic and historical values. They are classified on ideological grounds involving the interpretations of communism and capitalism, geography, religion and color. Identity specifies the individual and collective diverse affiliations (Dutton & Penner, 1993). An organization is an identity inside bigger cultural, national, industrial and religious affiliations. These cultural implications give a rich perspective in which a specific organization develops and upholds its sense of being. A fascinating feature of identity is that it does not always result in logical economic decisions. It may also result in going against the logical decisions made by organizations and governments. The multifaceted character of connections and associations among individuals develop a forceful set-up of identities based on a various range of values, beliefs, and transactions. These systems alter constantly to put up with people's preferences, whims and aspirations. The changing nature of group identities, especially, is a dominant power because it reveals the dynamic set of influences at play as connections and associations transform through nonstop competition and cooperation. This dynamic is essential to facilitate the global relationships and revolution in the business. LITERATURE REVIEW Previous studies indicate that demanding and enriched jobs produce high levels of intrinsic motivation, which then stimulates better performance from the employees and also enhance creative and proactive abilities. Amabile (1997) suggested that enriched jobs also encourage learning, the expansion of employee confidence and self-efficacy to execute various tasks, and a dynamic approach to solving problems. Tasks that are strictly controlled by the management, or that present little chance for decision-making, offer little scope or motivation for employees to act proactively or to be creative (Amabile, 1997). There are numerous studies that demonstrate how re-structuring of tasks to be extra enriched and demanding enhances workforce proactivity and creativity. Parker et al. (1997) carried out one quasi-experimental longitudinal study compared the effects on employees' motivation to be proactive in two organizations (Parker, et al., 1997). The first company introduced a just-in-time initiative that was accompanied by the conventional training and communication intended at developing individual’s comprehension of strategic principles. There was no modification to the design of work. The second company also introduced training and communication, but in addition, put into practice considerably diverse work designs. Self-managing work teams were established, in which members of the team rather than a supervisor was in charge for running the group, that is, team members set and monitored goals, decided on task allocation, liaised with customers, etc. Analysis of the information collected showed that it was only in the organization where self-managing teams were initiated that employees' motivation and commitment enhanced. Employees shifted from the belief of 'that's not my job' to a more flexible and proactive perspective in which they experienced ownership of features other than their immediate job. No such results were seen in the first company where jobs stayed fairly narrow with little independence. There were also significant performance benefits in the organization that introduced self-managed teams but only marginal developments in the organization that persisted with de-skilled and unchallenging jobs (Parker, et al., 1997). Other researches have also indicated the significance of demanding jobs and enrichment in encouraging proactivity. Another study by Frese and Rauch (2000) illustrated how, East Germans usually had lesser autonomy and demonstrated small amount of inventiveness on a personal level as compared to employees belonging to West Germans. Frese’s et al. study depicted this disparity in levels of proactivity was accounted for by differences in the level of job enrichment in these countries. Organizations in East Germany were inclined to be extremely bureaucratic, which subdued individual's tendency to use their personal initiative and be proactive, both in and outside of work. On the other hand, organizations in West Germany were less hierarchical and afforded individuals more independence and challenge in there jobs. Following researches demonstrated the fact that, when more difficult and enriched jobs were introduced in East Germany, employees turned out to be more proactive. This gives more convincing proof about the significant function of enriched jobs (Frese & Rauch 2000). These two examples draw attention to how the introduction of demanding and enriched jobs can improve employees' proactivity and creativity, and how the elimination of challenge and independence in performing tasks can dampen and diminish these actions. Nonetheless, it can be argued argue that the progression in motivation and proactivity due to enriched jobs merely reveals the fact employees received some consideration, a Hawthorne form of effect. To respond to this likelihood, reflect on another longitudinal study (Parker, in preparation). According to this, task was re-designed in an unconstructive manner. There was de-skilling and reduction in the challenge offered by the tasks due to the introduction of a moving assembly line. For example, a research also suggest that by utilization of high performance techniques results in increased market capitalization, increased revenue, and a decline in employee turnover. A related research on UK National Health Service trusts established that trusts related with more strategic HR and management methods had lesser patient mortality rates. Thus, a general conclusion can be deduced from the researches that developing individuals by applying united strategic human resource techniques and high performance management methods gives a competitive advantage. Researchers are at the present trying to establish why novel human resource practices and high performance management strategies result in improved business performance. One reason might well be the better proactivity and creativity these practices encourage. This justification is still to be empirically proven, but the research described indicates that it is a possible one. APPLICATION Even though, it is the world of specialization and super specialization, but in the existing situation and time it is vital that employees at each stage to have multiple skills so they do not become outmoded or dormant. According to Dessler (2002) multi-skilling is training of the employees in different skills at one workplace (Dessler, 2002). The general idea is that a multi-skilled workforce can keep away from retrenchment and can result in amplified productivity for the organization during the periods of difficulty, which can directly influence the firm. There can be assertions that the need of multi-skilled workforce always existed but the current economic depression has emphasized the requirement in the limelight. Having additional skill opens new directions and opportunities for the employees, mainly at a time when their specific ability might not be required by the organization (Hucelid, 1995). It is believed that it is a healthy inclination from the point of view of the organization and the employee, as it lets the organization reduce costs from various forms and also, the individual does not become crucial for the company, or rather the organization does not need not rely on a particular employee for doing a specialized job in which he or she is an expert. Such employees will be self-managed and stretchy based on the needs of the business firm. From the point of view of the workforce, multi-tasking would allow them to become diversified and maintain high levels of motivation and enthusiasm (Rogers, 1994). Furthermore, multi-skilling also permits the staff to be drawn in variety of aspects of the working of the organization, letting them to be more caught up in the performance of the organization and also assist in avoiding lay-offs as well. There are many who believe that multi-skilled employees are an immense benefit to an organization, irrespective of industry situation. During difficult periods, multi-skilled employees facilitate the organization by bringing in operational efficiency and increased productivity, as a smaller workforce is needed to house to the decreased demand. But even when economic situation is going well, a multi-skilled workforce assists in interacting and communicating with customer demand more quickly and efficiently. An employee who is a top performer, and continues to work only within his sphere and expertise, his input to an organization’s performance is limited. But if the same employee possesses numerous skills and has the know-how about various verticals and technology improvements, he would be far more successful in the market, because market changes can affect verticals, but it is unlikely that all verticals act in similar way in a declining environment. Thus if an employee improves his skills, even though in a phased manner, he would be far more precious to his organization and the organization will be a more powerful force in the market. Not only is this applicable in a downturn, but also in a thriving economy where organizations fight to attract and maintain customers (Millett & Harvey, 1999). It is significant to recognize individuals who need to get multi-skilled. Do they call for a particular level or position, or doing a specific task? Interestingly, most experts assume that being multi-skilled is level-agnostic. People trained in technical skills however need to have the expertise over more than one stage required based on the high level of obsolescence in the field. The non-technical workforce can be trained in sustain functions to save an organization huge amount of cost. Training should be related to similar fields, so that the present skills of the employees are suitably leveraged. Furthermore, as these employees shift into the top management, information of correlated fields supports them while cooperating and working together with their various stakeholders (Brusco, & Johns, 1998). Multi-skilling is not about a specific stage or class of employees. It is about a state of mind. It is about the set of skill and thus it is quite level-agnosticstated. Multi-skilling helps employees by: Decrease in job insecurity Superior employee productivity Enhanced growth projection Holistic viewpoint concerning the organization’s business Attain his personal goals quicker Multi-skilling is of significance for the top management in an organization as it usually covers the middle senior position employees who are in charge of directing workings in the organization. Building multi-skilled abilities of the middle level of individuals permits organizations to bring in talent for new ventures. The benefits of multi-skilling to the organization are: Maximum utilization of employees Easy usage of employees across projects Increased efficiency and improved value of products and services Formation of a flexible workforce which is well aware of the organization’s needs Boost employee involvement (No easy roads to employee involvement, 1998) To be multi-skilled, an employee has to be trained in skills that are dissimilar from his own basic skill. This training could be cross-functional or in correlated fields according to the needs of the organization’s needs and the employee’s own professional goals. It is imperative that the employee should be eager on getting trained and not just there to fill up the gap. The training should be a combination of both because the organization needs specific capabilities. Cross-functional trainings will aid the employees to attain the opportunity of growing their skills and be equipped to widen their range of work. Getting employees multi-skilled is not devoid of its own set of challenges. It is essential to maintain the fundamental skill of the employee while he is being trained for the supplementary skill, which might result in negatively impacting the loss of concentration and demotivation. A superior employee can thus burden if he is not properly directed in these efforts. Forced multi-skilling by organizations might result in employee losing interest in job and ultimately leaving the organization. Also, the individual’s work-life might be unfavorably affected due to these limitations. Multi-skilling needs to be looked after and sold to the workforce. It should not be forced upon him. Also, it is essential to keep in mind the aptitude and enthusiasm of the workforce. It should be seen as an enduring commitment from the organization and should be seen in the career path of the employees. Organizations should cautiously assess the capability of such ability before revealing them to versatile roles. Pure concentration on the return on investment may go wrong if the present employee is given a ground outside of his or her capability or scope of growth. The most obvious advantages of multi-skilling are retention of employees and keeping away from retrenchment. Unless decisions are taken that cut away responsibilities of individuals, such transformations are frequently seen as constructive changes by employees. Of course, attached to additional responsibilities are the anticipations of added benefits; whether in the form of added salary or additional bonuses. On stabilization of business, it also becomes crucial for organizations to reward such a workforce for the value addition (Burke, & Collision, 2004). Research has confirmed that employees who are motivated to perform multi-tasking or given a choice for job rotation, are more efficient and motivated in contrast to those who are not given such a possibility. It is found in various studies that the pay scale is not the key factor behind the employee to correct or give up jobs, but disparity in employee and employer expectations. By employing tactics, such as multi-tasking and job rotation, an employee would be more connected and involved with the organization and would favor to stay in the same position. For this reason, multi-tasking joined with various other techniques such as job rotation, encouragement and a good working environment would definitely help in employee retention. Connecting the organization’s objectives to the training of the workforce turns out to be the primary issue in maintaining the staff. Once the staff is skilled and acquires the numerous skills, he would also have the chance to utilize those skills. His performance appraisal will show his using those new skills and performing well, so his compensation will also get influenced in a positive manner. By ensuring that the organization is covering all areas of an employee life like position, training, performance and compensation, the organization is giving the employee an incredible workplace and giving him sufficient reasons for him to spend a long time in the organization. There are several other factors that drive organizations in uncertain periods, but the fact that multi-skilled employees are flexible and can be redistributed makes them the perfect workforce for any organization. Thus, if the staff is multi-skilled, it would ultimately result in hiring of lesser number of individuals. Instead of paying two employees lower salaries, it is better paying more to a single employee who is competent enough of doing the works together. This not only enhances turnaround times, but also operational efficiency. In today’s competitive world the customers are becoming more up to date and demanding as they have the information of the new advancements in the business industry. The strength of customers is greater than before and changing costs have reduced making it easier for customers to alter their service providers. Customers are now more engrossed in having their problems solved and organizations have realized they are not capable of selling their services without customer loyalty which transforms directly into relationships with customers that involve feelings of trust and respect. This, in turn, necessitates organizations to be more stretchy and reactive to customer demands. If the organization implements the proactive approach towards customers through their workforce then it is advantageous in numerous ways. The main factor is that the quality of the services provided to the customer notably enhances. If the staff is not proactive then no matter how promptly an employee reacts to a customer’s problem, there is still a gap between the customer’s awareness of the problem and its solution. On the other hand, if the organization utilizes the proactive approach then the problems can be removed before the customer is even aware of them. This trait in an organization depicts the degree to which the firm is committed to please and go beyond the customer’s expectations. This high quality of service can be a serious competitive edge and boosts customer loyalty (Campbell, 2000). Furthermore, proactive employees can be source of reducing cost. The can be illustrated from the fact that when the cost of getting and reacting to several hundred calls and emails is judged against sending a single, well-designed email message to a targeted list. By anticipating inquiries, a proactive workforce can replace expensive communications with communication that cost less. The other implication in having proactive employees is that the proactive communications allows employees to support more customers and more products within existing staffing levels (Crant, 2000). The war for talent approach can be utilized to acquire the most multi-skilled and proactive staff. This is frequently done through attracting the individuals with large high salaries and other benefits. However, even though apparently rational in a world where human capital and knowledge have never been so vital, this approach is both restricted and restricting. Firstly, there is no point hiring the most proactive and creative employees and then positioning them in a work environment which does not permit or encourage them to utilize their talents. The management should offer the staff with a work environment which looks after their skills and proactivity. Firms can thus take up the important task of establishing an organization that endorses creativity and proactivity amid the workforce rather than running after the limited talent pool (Cummings & Oldhman, 1997). A second fault in the recruitment approach is that it asserts into the conservative assumption that creativity and innovation is something done by outstandingly 'creative' individuals. However, this technique does not facilitate other individuals to become more creative, and it overlooks the part of the social and work environment in creativity and innovation (Woodman et al., No date). A more appropriate theory is that all individuals with normal capabilities are sometimes able to create at least fairly creative and proactive work in some field, and that the work environment can manipulate the intensity and occurrence of these acts. In the same way that focusing efforts completely on choosing creative and proactive employees is unlikely to consequence in competitive advantage, neither is it suitable to focus totally on creativity training programs, or making use of creativity consultants (O'Reilly & Pfeffer, 2000). Employees might return from training programs motivated and enthused for some time, but sooner or later this diminishes. There is little empirical research proof that indicates such programs have benefits further than the early feel-good period. Creativity training, like selection, is no good if employees are not encouraged or given the chance to be creative in their work environment. The management has to provide situations that encourage multi-skilled and proactive actions in people and groups of people. In order to recognize the conditions that are imperative, the characteristics necessary for individuals to be creative and proactive have to be determined. Research has recognized three broad determinants of creative and proactive actions: high-level expertise creative thinking motivation Expertise is the cornerstone for creative work. An individual is not expected to come up with a creative suggestion in a field that they do not have substantial expertise in. Creative thinking, such as being able to take on new viewpoints and deferring judgment of new notions, is also imperative, providing the something extra of creative performance. Collectively, expertise and creative thinking principally decide the individual’s capabilities in a given field. However, it is motivation that in fact decides what an individual will do. Without motivation, an individual is not expected to suggest, employ, any creative ideas or propositions for enhancement they might have due their expertise and creative thinking (Forrester, 2000). Thus, in order to motivate employees to perform better both intrinsic factors and extrinsic factors have to be kept in mind. Intrinsic motivation appears from a profound interest and participation in the task, inquisitiveness, pleasure, or personal sense of challenge. So, intrinsic motivation appears from inside the individual. Extrinsic motivation, on the other hand, is motivation that comes from trying to achieve an objective other than the work itself, such as getting rewards, a high pay, or meeting a deadline. All of the research evidence specifies that intrinsic motivation is far more significant than extrinsic motivation for inspiring proactivity and creativity (Parker & Wall, 1998). In other words, proactive and creative actions cannot be forced or manipulated, such as through expected appraisal, close watch, competition with colleagues, orders from authorities, or the assurance of rewards. There is even proof that some types of extrinsic reward can suppress and lessen imagination and innovation. Rather, creativity and proactivity are almost certainly to occur when people are motivated from within. Therefore the management needs to understand how to enhance employees' intrinsic motivation at the workplace (Parker, 2000). In spite of the significance of intrinsic motivation, numerous organizations focus on extrinsic motivation as a method of motivating creativity, such as by guaranteeing higher salaries, ensuring firm supervision, or imposing rigid deadlines (Parker, in preparation). These techniques give organizations a fake sense that they have the power over individual's behavior. However, research clearly indicates that such manipulating and extrinsically-focused methods are not likely to be successful in encouraging proactive and creative behavior, and are even likely to be counter-productive. Hence, a work environment which promotes high intrinsic motivation needs to be designed, which would ultimately improve the likelihood of creative and proactive employees. Research has acknowledged three extensive categories of the work environment that are significant in inspiring proactivity and creativity through enhancing intrinsic motivation: Enriched jobs and supporting management practices by offering employees challenging and autonomous tasks, by developing diverse but cohesive work groups, and by supportive and non-controlling supervision. Establish an organizational culture that endorses innovation. This suggests that the organization should have goals for creativity, promote risk-taking and have open communication of ideas, allow positive differences and encourage involvement. Also, adequate resources should be provided so that the employees can use them as tools to fulfill the organizational goals. Of the above, the chief pre-requisites for creativity and proactivity are designing enriched jobs. Unluckily, even though numerous top managers advocate that their employees have empowered jobs, the reality is usually far from this. A lot of employees still work within bureaucratic restrictions, waiting to those above them for decisions they themselves could make, unable to completely make use of or develop their talents (Parker & Sprigg, 1999). The main features of an enriched job include one in which individuals: can utilize a number of skills and talents have the chance for skill expansion can finish an entire and identifiable task from start to end have independence and good judgment over important decisions, such as how and when tasks are carried out be given feedback about their performance so that they can check for the growth have clear goals and constant performance expectations An outcome of the moving line was that workforce had small judgment over the timing of tasks. The line moved every two hours and workforce was incapable of manipulating this timing. There was a huge impact on the employees' objective and motivation because of this reduction in work challenge and enrichment. After one year of the line being installed, research indicated that employees were less motivated, less concerned with learning innovative things, more miserable, less certain of their capabilities, and less dedicated to the organization. Even though lead times were quicker, there was also proof that mishaps were greater than before and quality worsened with the initiation of the moving line. Another research illustrated that cutting back on the number of employees can also have a harmful impact on the situation of work for creativity, and thus lower employees' actual creativity. There is an increasing class of study that supports the thought of competitive benefit through successful management of human resources, like drafting enriched jobs and sustaining these jobs with suitable training, reward, and performance management systems. As a result, researches have revealed that organizations which take up inventive human resource and management techniques perform more efficiently. CONCLUSION To empower the employees at an organization the management has to make sure that they set clear goals, targets and expectations. The management has to inform the workforce precisely what is required from them and what measures have to taken in order to come up to those expectations. Furthermore, the employees should be provided with a balanced working environment. Employees who are talented contain extremely high constructive vigor and they utilize this while working on tasks. But they frequently require time to re-energize themselves. In order to retain a capable workforce, organizations have to offer an encouraging atmosphere that permits them to regain their strength. The management should also provide its employees with track performance goals and present constant feedback. For employees who are creative and work hard need continuous encouragement to perform better. They should be made aware of their performance by telling them whether they are fulfilling the expectations or not. Any negative indication throws them off the track. In order to so this, the management should have continuous performance appraisals so that the workforce gets constant feedback on their performance. Through this, the employees would be able to standardize their performance against the organizational standards. There should be a just assessment of performance because hard working individuals possess the need to be recognized. The employees should be clearly informed where they come up to the standards and where they failed. The employees should be given compensation to uphold respectable living standards as those who fulfill the expectations expect just compensation that is well-matched with the market. In conclusion, the present nature of the competitive market puts great emphasis on the establishment of a proactive and multi-skilled workforce which can only be achieved by providing the right work environment, good quality performance management and utilizing various human resource techniques. Methods that focus only on recruitment or on creativity training are expected to fail if effort is not at the same time invest into designing work so that the workforce is motivated to be multi-skilled, customer-focused proactive. Organizations who can efficiently and successfully put into practice such work designs and sustaining management transformations are more likely to achieve a competitive advantage in the market. REFERENCES 1. Amabile, T. M. (1997) ‘Motivating creativity in organizations: On doing what you love and loving what you do’, California Management Review, 40 (1), pp. 39-58. 2. Brian E. 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W., et al. (No date) ‘Toward a theory of organizational creativity’, Academy of Management Review, 18, pp. 293-321. Read More