Employee Relations and Performance Management - Math Problem Example

QUESTION AND ANSWER; ESSAY STYLE {Insert University name} {Insert instructor’s name} {Insert Student’s name} November 15, 2012. QUESTION AND ANSWER; ESSAY STYLE Question 10 Ozbilgin and Syed (2011, P. 59) in their study highlight various reasons why employees resist change. In any given organizational setting, technological advancement, product change, change in process may result into streamlining, cost reduction and working smarter. Therefore, managers and employees are likely to resist change that will contribute to their roles being reduced or eliminated. This is because they perceive change to be harmful to their positions within the organization. Thus fear for job loss may make employees to resist change. Another contributing factor to resistance to change is poor communication strategy. Cox, Brown and Reilly (2010, P. 60) point out that the manner in which change process is communicated to the workers is important in determining the way they will respond towards it. If the management plans the communication effectively and explains to the employees the reasons for change, they are likely to accept it. Nonetheless, if the reasons for change are not communicated effectively, employees are likely to resist change. Fear and shock for unknown is another contributing factor. According to Storey (2007, P. 20) some employees find it encouraging to cling to the past because they find it comforting and secure. Additionally, if past experiences worked well for them they are likely to resist change as they may fear that what they adopt may fail to function well for them. The fear for losing control may also make employees to resist organizational change. Storey (2007, P. 37) points out those familiar routines assist employees in developing a sense of control over their workplace environment. Therefore, the concept of introducing change may not only make them powerless but also confused as in most cases individuals accept change when they have control over it. Another reason that may make employees to resist change is lack of competence. However, it is challenging for employees to admit this, change at times calls for new skills that employees may not be in a position to readily adopt and thus resistant change. In circumstances whereby, there is no reward, employees are likely to resist change. In addition, lack of motivation among employees result into unsustainable change within the organization causing under performance. One of the strategies for dealing with resistance is to encourage employees to take part in ensuring change within the organization. However, Storey (2007, P. 37) argues that participation is not an effective way of dealing with resistance. It is important for the management to understand the type of resistance. This is because majority of employees resist social change and not technical change. Armstrong (2010, p. 78) in most cases, resistance is created as a result of attitudes and black spots that specialists employees conceive due to their preoccupation with technical aspects that new ideas may have. Consequently, management can take concrete steps and deal with all the employees’ attitudes by putting in place and emphasizing new standards of work performance with an aim of ensuring that they think differently. Lastly, top management can make use of their efforts effectively at staff meetings as well as operating groups where the process of change is being discussed. The mentioned can be attained by employees shifting their focus from work assignments, technical details and schedules facts to discussion that emphasizes on receptiveness to change. Question 12 There are many ways in which managers can approach change to ensure effective and sustainable outcomes and avoid resistance. According to Storey (2007, P. 40) communication and education can be used to reduce resistance by ensuring that employees understand the logic behind the need for change. In situations whereby employees receive sufficient facts, resistance is likely to subside. Nonetheless, it is essential that the employee-management relations be characterized by credibility and trust. In circumstances whereby the mentioned conditions lack, it is challenging to attain sustainable outcomes within the organization. Consequently, it is important to put into consideration effort and time that communication tactic entails against the existing advantages and mostly in situations whereby change impacts on a large group of employees. Consequently, managers can approach the concept of change to ensure effective and sustainable outcomes within the workplace by ensuring that all the employees are actively involved in the process. Armstrong (2010, p. 123) points out that if the employees are in a position to contribute, their participation can result into commitment, reduce resistance and improve the quality of the change decisions. Additionally, managers can make use of support and facilitation so as to attain effective and sustainable outcome within the organization. Consequently, when the anxiety and fear of employees are high, employee therapy and counseling, training on new skills may contribute towards successful change within the organization. Negotiation is another approach that managers can use in ensuring change within the organization. According to Ozbilgin and Syed (2011, P. 60) if managers offer something of value, employees are likely to accept without any resistance. The mentioned approach is applicable whereby there is need to win the support of powerful individuals within the organization. Boxall (2007, P. 78) in his study however, suggests the use of co-optation and manipulation as one of the approaches that managers can use to ensure effective and sustainable outcome in their organizations. Cox, Brown and Reilly (2010, P. 89) defines manipulation as an attempt to attain outright influence. However, distorting and twisting facts with an aim of making them to appear attractive as well as withholding information and creating false rumors for the purpose of making employees to accept change are instances of manipulation. Co-optation can be regarded as a form of both participation and manipulation. Through co-option managers are in a position to influence employees by ensuring that they take part in the decision making process. However, this approach has disadvantageous as the employees are likely to withdraw if they realize that they are being misused and thus it may not result into sustainable outcome. Finally, change may fail within the organization is there is resistance from the employees. Hence, in order to implement change, there is need to froze-in new situations with an aim of sustaining the outcome of change over time. The goal of freezing-in is to stabilize the newly established situation by balancing the restraining and driving forces. In conclusion, change should be implemented not only slowly but also steadily as well as with well laid strategies. Question 13 According to Boxall (2007) employee relations and performance management are closely related in influencing business operations. Employers’ goals in relation to effective strategies improve organization’s profitability. Additionally, the goal of the employers is to ensure employees retention as well as professional development with an aim of improving the firm’s performance. The effects of development and retention are important in not only organizations productivity but also employees’ job satisfaction. Some of the employees’ relations strategies in line with employers’ goals include motivation, recognition, compensation and rewards. Boxall (2007, P. 67) it is possible for firms to pursue their goals in relation to the viable problem within the organization. One of the ways in which firms can attain this is through putting in place human resource strategies that will ensure that they have sustained competitive advantage. Additionally, labor differentiation as well as smarter organizational processes and improved human capital are essential in attaining employers’ goals relations. Consequently, it is important for employers to put in place both horizontal and vertical alignment into to ensure employers goals relations in order to attain organizations strategic goals. However, it is important for employers to ensure that they adopt various reward systems, culture and other types of human resource influence so that employees can willingly create as well as share and apply the knowledge gained within the organization. Additionally, the dynamic process via themselves is essential in assisting employers goals in employment relation by using various forms of strategic management. Boxall (2007) points out that strategic management are the key levers which organizations can apply in changing the pool of existing human capital with an aim of changing the employees’ behavior an aspect that can result into organizational success. The employers’ goals in employment relations are to minimize conflict between the employer and the employee by ensuring that there is an effective working relationship. In order to attain this, management has to put in place strategic management strategies that will ensure that employers’ goals are attained. According to Boxall (2007) there are various strategic tensions between the goals. This is because most of the strategic approaches perceive ignore the interests of the employees in aligning the strategies and human resource management an aspect that can make employees not to realize their goals within the organization. Additionally, the strategies fail to focus on the dynamics of the organization making it challenging for employers to attain their goals. Consequently, it is important to point out that the key challenge in the strategies influences both patterns and opportunities of interactions among external and internal employees in addition to the knowledge that each group member have. In conclusion, in the 21st century it is important for organizations to adopt reward strategies that will result into organization performance as well as attainment of organizational goals. In order to avoid conflict in the adopted human resource management strategies, adoption of effective communication systems is important. Question 16 Presently, the concept of diversity workforce is evolving rapidly. According to Cox, Brown and Reilly (2010, P. 58) heterogeneous workforce can be used in creating not only innovative business practices but also products and services which can make the company to have a competitive advantage over others. One of the goals of creating diversity within the workplace is to increase creativity. According to Ozbilgin and Syed (2011, P. 56) creativity within the workplace is enhanced if individuals have diverse ways of handling diverse problems and come up with a common solution. Consequently, productivity of the organization is likely to improve if the diverse group has one inspiring goal. Shields (2007, P. 30) it is possible for individuals from different cultures to bring to the business table new attitudes that are likely to motivate the entire workforce towards ensuring organization’s performance. According to Cox, Brown and Reilly (2010, P. 58) employees from distinct religious, cultural and ethnic backgrounds may experience low familiarity an aspect that can create mistrust and tension within the workplace. Another challenge is managing in a diverse workforce is the element of stereotyping whereby groups or individuals may not only have a strong perception but also a generalized one about other employees. In addressing the aforementioned, it is essential for the management to ensure that employees are encourage to perceive fellow team members in terms of their capabilities, motivations, contributions and aspirations (Shields, 2007, P. 27). In regard to the aforementioned, it is evident that diversity within the workplace has been managed through effective management techniques. It is important for the management to ensure that there is no discrimination within the team members because of the resultant negative effects. Additionally, the management should understand that the important of the differences among the individuals and not among group members. Consequently, based on the teamwork dynamics as well as the workplace, it is essential that managers select an effective approach in managing diversity. In regard to the mentioned, the managers should create a workplace environment that ensures dialogue in which all the team members are given a chance to be listened and speak Ozbilgin and Syed (2011, P. 67). Shields (2007, P. 26) recommends the best venue for communication as well as dialogue to be social gatherings and business meetings whereby all the associates are encouraged to take part. Implementation policies and mentoring programs are important in ensuring that managers are in a position to gather and access information with an aim of tackling burning issues within the diverse groups. The necessity of not only promoting but also practicing better communication should be emphasized. Managers should ensure that they have sufficient knowledge on facets of communications. In conclusion, workplace diversity has greatly evolved for the past three decades with most organizations adopting corporate culture with an aim of attractive workforce that is competitive. Factors such as social class, religion, sex and gender impacts on workplace relationships due to the fact that they form values that are responsible for shaping different personalities. Some of the challenges for diverse workplace include tension, mistrust, stereotyping and low cohesiveness. Approaches for managing diversity therefore should focus on not only understanding the meaning but also the consequences of existing forms of discrimination, encouraging forums and dialogues that aim at creating awareness about workforce diversity as well as promote culture of fair and clear communication. Question 17 There are core differences between equal employment and managing diversity. According to Storey (2007, P. 37) equal opportunity is mostly associated with the concept of force for change. In regard to this, external forces like social fairness, human and ethics rights and government legislations in most cases tend to result into equal opportunity. On the other hand, managing diversity is associated with internal forces that exists in the organizational structure and is linked with the bottom line. Another difference between the two approaches is the goal. According to Cox, Brown and Reilly (2010, P. 67) the goal of equal opportunity is regarded as social justice as well as rectifying errors that were committed in the past with an aim of correcting the imbalance, mistakes and injustices (Wilson and Iles, 1999, P. 60). On the other hand, the key goal of managing diversity is outlined in broader terms which entail treating all the employees as individuals and acknowledging that fact that every employee has a unique need and hence will require different kinds of assistance in order to be successful (Lowry, 2006, P. 33). The key motivation on equal opportunity strategies and practices as well as government levels within the organizational level is to create equality. For instance, the creation of organization or community where women and men are dealt with in the same manner and no disadvantage or advantage is given on the basis of gender. Contrastingly, the concept managing diversity is to indicate the importance of existing differences and put across various viewpoints whereby differences are embraced and regarded not as disadvantage but advantage to the organization. There is a connection between managing diversity, managing culture and managing change for those organizations that compete based on knowledge. Leaders advocating for change in most cases motivate the employees to perform at their best by adopting strategies such as coaching, role modeling and inspirational communication. Diverse workforce also plays a crucial role towards supporting organizational change and performance. For instance, workers differences in ability and knowledge. This is because organization growth and change need strength which can only be attained if the employees are extrinsically satisfied. Cox, Brown and Reilly (2010, P. 67) in their study found out that employees from high power distance culture are not motivated to initiate organizational change regardless whether they are motivated or not. Myers, Hulks and Wiggins (2012, P. 45) adds that high power distance cultures are cultures whereby inequalities existing between employees are perceived as not only acceptable but also appropriate like in the form of paternal or centralized leadership. Hence it is important for the management to critically examine the aspect of culture and diversifying in managing organizational change. Finally, it is important to point out that successful organizational change is attained by supporting human resource management practices and strategies including inclusion of diversity, clear role descriptions and information management systems. References Armstrong, M., 2010. Armstrong's handbook of reward management practice: improving Boxall, P. 2007 ‘The goals of HRM’ In Boxall, P., Purcell, J. and Wright, P. (eds). The Oxford Handbook of Human Resource Management, Oxford: Oxford University Press. Cox, A, Brown, D, and Reilly, P. (2010). Reward Strategy: Time for a More Realistic Reconceptualization and Reinterpretation? Thunderbird International Business Review Vol. 52, No. 3. Lowry, D. (2006). HR managers as ethical decision-makers: Mapping the terrain. Asia Pacific Journal of Human Resources. Retrieved from http://apj.sagepub.com/content/44/2/171 on November 3, 2012. Myers, P, Hulks, S and Wiggins, L. (2012). Organizational change: perspectives on theories and practice, Oxford: Oxford University Press. Ozbilgin, M and Syed, J. (eds) (2011), diversity management in Asia: a research companion, Cheltenham: Edward Elgar publishing performance through reward, Kogan Page Limited, London. Pp. 13-31. Shields, J. 2007. Managing employee performance and reward: concepts practices strategies. Cambridge: Cambridge University Press, Pp. 20-26. Storey, J 2007. Human resource management: a critical text. 3rd edition. London.: Thomson Learning Pp. 27-33. Wilson, E.M. and Iles, P.A. (1999), “Managing diversity – an employment andservice delivery challenge”, The International Journal of Public Sector Management,Vol. 12 No.1 Read More