Responsiveness in Human Resources Management to Environmental Factors in Promoting Productivity - Assignment Example

Introduction The transition of the workplace dynamics has created a system whereby the old pluralist negotiation system has been modified into a unitarist system whereby employee relations has become a preserve of the human resource department which pursues a win-win end for both employers and employees (Dundon & Rollinson, 2011). Employee Relations has therefore become a critical strategic factor and the role of the human resource department and unit is important and significant in defining how well a firm achieves its strategic objectives (Daniels, 2006; Rose, 2004). There are numerous options that are put forward to explain the ways through which firms and organisations work to attain results. Some authorities argue that the human resource management unit’s responsiveness to external circumstances play a role in enhancing productivity (Blyton & Turnbull, 2004). Also, the role of employee relations and human resource in furthering the needs and expectations of both employers and employees in organisations promotes efficiency and hard work (Edwards, 2003). Other authorities also argue that the increment in participation due to employee relations enhances productivity amongst workers (Gall, 2009). With this background, human resource management and employee relations have both grown into a field that is important for firms. However, there are numerous options and processes that are available to a firm for the attainment of results in a win-win context in which employees can deliver their best results and their best options. The aim of this paper is to examine case studies, empirical evidence and scholarly sources to identify the elements of employee relations that can be employed to deliver productivity outcomes at work. In order to attain this end, the following objectives are explored: 1. A critical analysis of responsiveness in HRM to environmental factors in promoting productivity; 2. An assessment of transformational leadership and the win-win concept in promoting employee motivation and output; 3. An evaluation of the role of participation in the promotion of employee performance and productivity. The methodology to be used in the research will involve the examination of different processes and other empirical studies to identify the main contributions that these concepts and ideas make to productivity in the workplace. This will involve the examination of cases, empirical studies and other scholarly sources to identify the actual potential in these elements of employee relations in promoting and enhancing performance. Responsiveness to Environmental Factors and HRM In the 21st Century, a lot of changes have occurred in the corporate environment. This include the fact that most countries are ran by the principle of consumer sovereignty and this has culminated in the creation of a market-driven system in which firms have to be responsive to stakeholder needs and expectations. Some scholars argue that the best way of attaining optimum and absolute performance productivity is to link the productivity and work of employees with consumer-driven targets (Brooks, Lings, & Botschen, 1999). To this end, a firm will have to identify benchmarks and standards based on the service quality expectations of consumers and to arrange human resource productivity outputs to meet these standards. The effect of this is that it enables a firm to provide a structure and a process within which the needs and expectations of consumers form a fundamental and important part of operations. This helps the firm to attain the best results based on what the primary market drivers which promotes growth and productivity in a firm. In a case study of three firms, it was detected that the rapidly changing structures of organisations and firms has given rise to the need for human resource management units to create modified and improved systems in order to ensure high outputs (Nick Kinnie, Hutchinson, Terry, Collinson, & Scarbrough, 1999). The firms studied were all in the pharmaceutical industry and with the advent of changes and restructuring in the 1990s, the firms had to change their operations in order to cut out waste and also enhance their most productive units. The resultant effect was that the firm had to change its human resource management processes through various structures which included: Job Enrichment, Rewards Management and Promotions. Job Enrichment This involved the creation of new structures within the firms which resulted in laying-off some workers in order to combine various functions. Generally, the workload on individual workers increased, however they were duly compensated for their efforts and contributions through the rewards management systems and processes. Rewards Management Rewards management involves the varying of the remunerations in relation to the changes and needs of consumers. Hence, there was the modification of payment structures to reward sensitive pointers of the firm that was bringing more revenue. This enhanced inputs and due to the fact that motivation was increased, workers were willing to do more in order to attain the firm’s highest and best results Promotions This involved the reward of workers through the promotion of various workers for their contributions to the firm. The implication is that workers who chose to make sacrifices in the operations of firms were given motivations which included promotions and the enhancement of their status in the organisation. This led to the increase of motivation and enhancement of results in firms of this nature. Also, sensitivity to the changes in the market led to a situation whereby most firms sought to create a framework within which they maintained only the best workers for the best jobs and this contributed to productivity (Cappelli, 2000). In order to attain high levels of results and productivity, firms hired the best and most productive workers on the markets and this led to the creation of a framework and system that caused firms to pool the best and most impressive workers who contributed significantly to the upkeep and success of firms. Transformational Leadership & an Independent HR Unit Motivation Training and Development Participation and Productivity Critically examine, through the use of case study material and other forms of empirical evidence and scholarly argumentation, the options available to employees to deliver productive outcomes at work and within society. Productivity drivers Consumer Driven measures Changes in business environment and using as measures to streamline labour targets Job Enrichment, Rewards Management and Promotions Read More