Evaluation of HRM and Organisation Behaviour Theories Frameworks - Coursework Example

?Introduction Organizations are constantly being challenged to enhance performance, to create value and to increase effectiveness in the midst of globalization and competitive business environment. The degree of success depends on how the management is able to handle the situation. The Human Resources Management (HRM) faces constant challenges to improve efficiency. Roles and responsibilities have changed as workforce diversity has increased. These challenges require change in organizational behaviour and HRM policies and practices which would help improve organizational and individual performance (Douglas, 1999). Policy has been defined as a set of ideas or plan decided by a group of people where the guidelines and the standards are set on what is acceptable or not acceptable in terms of behaviour (Bailey, 2011). In case of breach of standards of conduct or performance, formal or informal procedures to correct the breach could be applied. The HR policies are generally a reflection of the values and beliefs of the organization and there should be consistency in its implementation. The HR policies direct the HR personnel on a daily basis. However, in the ever-changing business environment the policies and practices may have to be changed at short notice. Moreover, consistency could be impacted if the HR department is not efficient. Changes in organizational practices would enable the management to cope with the constantly changing work environment. Recruitment, training and knowledge sharing are some of the HR functions where the policies and practices make a difference on the individual and organizational performance. The tools and practices essential for enhanced individual and organizational performance include effectiveness of human resources strategy, motivation, training and development, and team collaborations. Recruitment and selection The ever-changing business environment, increased opportunities and demand for career orientation requires a strategic approach to human resources management. The HR managers must be aware of the skills gap among their employees and identify the need for the essential skills. The success of the organization depends upon the capability of the staff to tap the talents and the skills of the staff. This demands a holistic approach to recruitment and growth and development of people (Woo, 2007). The difference between success and failure depends upon the recruitment and retaining the right people with the right skills in the right position (HRMID, 2005). Recruitment methods can be formal and informal (Carroll, Marchington, Earnshaw & Taylor, 1999) or active and passive (Henkens, Remery & Schippers, 2005). While the formal methods of recruitment include jobcenters and press advertisements, the informal methods include recommendation from the existing staff as (Carroll et al) well as personal network of existing employees and others (Henkens, Remery & Schippers, 2005). Word-of-mouth method of recruitment has its own distinct advantages as the existing employees that recommend new recruits would also ensure that these new recruits are immediately socialized (Carroll et al). This is the preferred method of recruitment as it helps reduce employee turnover. The larger firms are more likely to employ the formal methods of recruitment while the smaller firms employ the informal methods of employment (Tanova & Nadiri, 2005). The formal methods are cost-effective for larger firms as they hire in huge numbers. However, the managers are likely to face some adverse situation because those employed through informal methods are likely to receive higher performance appraisals because of the personal involvement (Tanova & Nadiri, 2005). Besides, the employees that are taken in through referrals obtain accurate information about the organization and the job role and hence they have realistic expectations. Nevertheless, the HR managers would need to evaluate the situation and take decisions based on the business environment as the formal methods have their own advantages. It is possible to draw recruits from diverse population that may differ in personal attributes, personality, ability and motivation, in addition to the skills. In active recruitment employers look for potential candidates through different platforms and the most popular platform today is to recruit directly from universities and institutions (Henkens et al). Organizations even engage the alumni to speak at educational institutes to influence the job seekers’ attitudes (Collins & Han, 2004). Informal and active form of recruitment is prevalent in health and welfare sector as they face huge skill shortages which are difficult to fill through formal methods. A systematic method of recruitment would involve typically four stages – an assessment of the vacancy that needs to be filled, a job analysis, the production of job description and a person specification (Carroll et al). After the skill gap is identified the HR department needs to conduct job analysis which is a systematic and sound business practice that needs that leads to enhanced communication. Job analysis is essential as it helps the HR personnel to gain a better understanding of the job as well as that of workers. However, as job analysis still lacks in efficiency, proper HR planning can enable the HR personnel to forecast future skill requirements and would also ensure that the desired skills are available when required. A better understanding is thus essential because of shorter product life-cycles and change in the nature of organizational structures (McEntire, Dailey, Osburn & Mumford, 2006). To attract the right candidate job description should be accurate and the time schedule for interviews and selection should be provided. Organizations use advertisements to attract the right candidates but such advertisements only carry positive information about the organization and the job (Collins & Han, 2004). Applications through job postings and company brochures also cannot attract passive job seekers. To create positive belief about job attitudes detailed recruitment ads should be given in popular dailies which can attract adequate number of applications thereby enabling the right selection. When detailed job description is provided unqualified candidates would refrain from applying which saves time in eliminating unwanted applications. At the same time it attracts the high-qualified suitable candidates who would be motivated to apply for jobs that suit the description. If the HR practitioners follow such practices and policies they would serve to attract the right talent while aligning the job role with the strategic goals of the organization. Training and development Another important HR function is training of employees as training helps to develop skills, knowledge and behaviour. Training is a planned and systematic modification of behaviour through learning events, programmes and instruction. This helps the individuals to carry out the responsibilities as they gain the relevant knowledge, expertise and competency for the specific job role (Kosler, 2002). This definition of training suggests that training aims to provide the abilities related to work. The training cycle reflects that training in an ongoing process which leads to the beginning at the end. It is not an isolated and linear event with a definite end and a beginning. Like recruitment, training too has four different steps where first the training needs have to be identified based on which, the second stage or the training programme can be designed. The third stage is the implementation of the training programme followed by the fourth stage when the training programme and implementation should be evaluated. Thus, Vermeulen and Crous (2000) also highlight that training should be an ongoing process, people should be provided with appropriate training at the appropriate level, training should take into account the future needs of the organization and it necessarily has to be organization specific. The HR managers have to ensure that training programme is designed in such a way that it helps builds on what people already know (Andersen, 1994). It should not merely focus on what they already know. Moreover, training should be able to anticipate future trends and prepare people accordingly. An attitudinal shift towards training would ensure more than just skill development. The training needs should be aligned with organizational objectives (Leat & Lovell, 1997). Training also should be organization specific and this is where outsourcing training is ineffective. To satisfy their learning needs organizations have started outsourcing training activity (Harris, 2003). Training has to be in alignment with the culture of the organization and outsourcing training can leave a gap. Training must involve the people, the organization and the structure of the organization and only if managers train their own people a holistic training programme can be said to have developed. Employees are not mere commodities which once bought can be put to any use. Organizations have to invest in training and development of its people and they must be able to effectively exploit intellectual capital. Outsourcing training does not ensure continuity of skills supply which can damage competitiveness. Keeping the training function in-house is also not sufficient by itself. The training programme should be designed, implemented and conducted by the line managers as they know their subordinates the best (Vermeulen & Cross). The senior managers responsible for conducting the programme should possess the necessary skills and implement the training programme. Training is most effective when the line managers are entrusted with the responsibility of implementing the programme. Training programmes should be regularly evaluated as the outcome is a matter of shared concern among all the stakeholders (James & Roffe, 2000). The benefits achieved through training should be regularly evaluated against the objectives of training to ensure as alterations to the training programs become feasible. The training process can be improved upon which can facilitate participants’ job performance (Hashim, 2001). Moreover, structured training is not always adequate. Self-directed learning is considered to be the best way to learn and this requires that the work environment should be congenial to such learning. This implies that the employees should feel motivated to learn. If they are involved in the learning process, they could suggest their needs and skills gap better than even the line managers. However, the line managers are essential to help identify the organizational requirements but if the employees are involved in the learning process the motivation levels are higher and the learning better. Knowledge sharing Knowledge sharing is concerned with the willingness of individuals in an organization to share with others the knowledge that they have acquired or created (Bock et al, 2005). Knowledge can be shared directly via communication or indirectly via archive. However, the prime concern is the willingness of the individuals to share knowledge. The success of knowledge management rests on the willingness of the individuals because knowledge largely resides within individuals. Hence, knowledge sharing cannot be forced or imposed upon; it can only be facilitated or encouraged. Individuals have a tendency to hoard knowledge. Thus with the application of Theory of Reasoned Action (TRA) supported with extrinsic motivators, socio-psychological forces and the organizational climate, it becomes possible to understand the influence on individuals’ knowledge sharing intentions. Anticipated reciprocal relationships also influence individuals’ attitudes towards knowledge sharing. Barriers to knowledge sharing include the natural barriers such as time and space, cognitive barriers that hinder communication and structural barriers such as authority and status hierarchies that inhibit open information flows. Extrinsic motivators do not have a positive influence over knowledge-sharing and hence the HR managers should focus on intrinsic motivation. Knowledge is power in this era but if critical personnel suddenly decide to leave the company, his/her departure can leave a shortfall in the company’s knowledge bank (Mukherjee, 2011). Knowledge sharing can help minimize the loss of collective knowledge. However, there is a tendency to hold on to the knowledge one has acquired and hence in most professions such people are rewarded with enhanced pay, security and status. In the case of internal auditors, they are reluctant to share their hard-earned knowledge especially when technicalities are involved. If employee commitment is high it positively impacts the knowledge sharing behaviour of the employees. Thus, motivation is the most critical factor as motivation enhances employee commitment which in turn affects knowledge-sharing. Knowledge-sharing behaviour contributes to the creation and utilization of knowledge and hence in high-tech organizations the managers should carefully negotiate with internal power relations so that tacit knowledge is shared leading to innovation (Han, Chiang & Chang, 2010). A positive, relevant and realistic environment built on trust can help achieve better sharing of knowledge. Trust leads to an environment of openness, honesty and competence Mukherjee, 2011). Knowledge management relies largely on the commitment of the team members of which trust is a critical component. Trust is again based on mutual faith and confidence. The HR managers must ensure a fair and transparent knowledge-sharing process. Employees should be involved and asked to share their views on knowledge-sharing. Commitment and motivation are equally important in enhancing knowledge sharing within the organization. Not only the employees, but the commitment and involvement of the HR leaders is also important for knowledge sharing to be optimum. Motivation has for long been considered a stronghold of the HRM and an important tool to drive individual and organizational performance. It is believed that the motivation strategy can enhance performance. However, lately, it is argued that the line managers are in constant interaction with their subordinates and hence better positioned to motivate the employees (Brewster & Larsen, 1999). This is because extrinsic motivation is no more considered sufficient to enhance individual or organizational performance. Motivation has to come from within or intrinsic motivation, as it is known, is the tendency to seek out challenges and novelty. This has been referred to in the self-determination theory in which Ryan and Deci (2000) contend that “motivation produces”. Herzberg, cited by Tietjen and Myers (1998) emphasizes that motivators enhance productivity and cause positive job attitudes as they satisfy the need for self-actualization, which is an individual’s ultimate goal. These include recognition, achievement, growth prospects, responsibility and the job role itself. Today employees seek much more than cash rewards and enhanced pay. As per Maslow’s Hierarchy of Needs, once their physiological needs are satisfied they seek esteem needs. They seek recognition and appreciation and the HR is in no position to understand and hence recognize the employees at the right time. Thus, the line managers should be empowered to control and reward employees directly under them as it could enhance both individual and organizational performance (Brewster & Larsen, 1999). Moreover, intrinsic motivation requires autonomy as controlled approaches can stifle innovation. The use of his skills provides him with intrinsic motivation as he derives feelings of self-worth, accomplishment and pleasure (Gallagher & Einhorn, 1976). Motivators lead to job satisfaction and satisfaction is directly related to organizational commitment (Malhotra & Mukherjee, 2004). Organizational commitment in turn positively impacts knowledge-sharing. Conclusion The discussions above bring out the relevant framework and the tools that HR managers can apply to achieve enhanced performance. These tools and framework help the organization to cope with the changes in the work environment. Three HR functions and the practices have been discussed and it has been found that motivation is the most important tool. Managers should adhere to the four-stage systematic method of recruitment and focus on job analysis after identification of the skills gap. Since job analysis still lacks in efficiency, the HR managers should engage in proper planning to forecast staff requirement. As far as training and development is concerned, it should be an ongoing and systematic process with regular evaluation of its effectiveness. The managers should be able to anticipate future needs and ensure that training programme meets organizational objectives. Training should not be outsourced as training must be organization specific and it must be aligned with the organizational culture. In addition, training programme should be designed and implemented by the line managers as they interact the most with their subordinates. Knowledge sharing is concerned with the willingness of the individual. Individuals are generally reluctant to share knowledge and hence to enhance knowledge-sharing behaviour motivation and employee commitment is considered essential. Motivation is the most important tool and that too intrinsic motivation is what the managers should strive to achieve. Thus with the right tools and the framework it could be possible to keep the employees motivated and committed to the organization which enhances individual as well as organizational performance. References Bailey, M. (2011). Policy, professionalism, professionality and the development of HR practitioners in the UK. Journal of European Industrial Training, vol. 35, no. 5, pp. 487-501 Blount, Y. (2011). Employee management and service provision: a conceptual framework. Information Technology & People, vol. 24, no. 2, pp. 134-157 Bock, G., Zmud, R.W., Kim, Y. & Lee, J. (2005). BEHAVIORAL INTENTION FORMATION IN KNOWLEDGE SHARING: EXAMINING THE ROLES OF EXTRINSIC MOTIVATORS, SOCIAL-PSYCHOLOGICAL FORCES, AND ORGANIZATIONAL CLIMATE. MIS Quarterly, vol. 29, no. 1, pp. 87-111 Brewster, C. Holt Larsen, H. (1992). 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