Notion of Fast Subjectivity by Thrift - Essay Example

? Thrift’s notion of ‘fast ivity’ al affiliation Thrift’s notion of ‘fast ivity’ Culture is composed of tactics that are explicit and assumptions commonly held and understood by a group of people. These assumptions serve as a guideline to individual perception, thoughts, feeling and their behaviors. These cultural practices are learnt through social interactions within an organization, and this definition emanates from the view that culture is a social phenomenon. All the practices within an organization are as a result of social interactions. Therefore, the organization work culture can be created in that; it does not subsist on its own. As a result, it leads to improved performance in the work place (Adler, 2007). Adler illustrates that once the organization culture has been established it influences individuals’ performance in terms of their perceptions, attitudes, and how they perform within the organization. It also guides the selection of suitable items that can be used in the improvement of work within the organization. To understand organizational culture, it is important to note that culture is not an attribute of a personality who has the same education, and life experiences (Armstrong, 2006). Research indicates that most HR management around the world experience different cultural practices within the organization that can influence organizational management (Sonja &Philips, 2004). Individualism and collectivism refers to the way people interact within an organization and how they relate in order to, improve organizational performance. Motivation is grouped into three dimensions; masculinity and femininity amount of uncertainty, power distance and avoidance. Masculinity and femininity refer to the distribution of roles in terms of gender, a factor that has caused a myriad of problems within the society. Women tend to be attracted to social relationships, while the male are more attached to ego goals and acquisition of money and property, and masculinity stands for a society in which the male are the dominant members in terms of their roles. Arthur, (2004) argues that, femininity, on the other hand, stands for the gender roles that overlap each other. HRM is an explanation for humans who are Homo sapiens while, social animal’s recourses stand for human physical financial and technical information (Black, 2002). Management stands for functions of planning, organizational planning and management of organizational available resources. Human resources plan is a systematic process that, ensures that the staff is organized in such a manner that, they are grouped in terms of talent and capabilities. Human resource management is the term used to elaborate official systems constructed for the management of people within an organization. HRM responsibilities are generally divided into three areas of management; staffing, employee compensation, and defining and designing work within the organization. Green (2009) indicates that the purpose of HRM is to improve on the productivity of an organization by considering the effectiveness of its employees. Within an organization, the main role of HRM is to improve the staff members productive contribution to the organization in such a way that it is more productive and strategic, ethically, and socially responsible. In an organization, human resource management planning includes all the plans organized by the HRM. The plans ensures that the organization does have sufficient staff members who are qualified, and do perform their duties well to improve performance in the organization. There are five phases of HRM planning system. They include designing the management systems, conducting situational analysis, focus on demand, analysis supply, and lastly reconciliation and further planning in the organization (Johnston, 2006). According to Edward & Gubman (2006) as observed in the Journal of Business Strategy, the basic role of human resources is to acquire, develop, and maintain talent. They also align the workforce with the business and are a positive contributor to the organization. The HRM does exist in such a way that it makes a lot of contribution to the effectiveness of the organization. The HRM has the functional objective of ensuring that the organizational needs are in line with the needs of the organization. The HRM is societal objective, in that it ensures that the society needs are taken care off by the organization in that it responds to the needs of the organization. Lastly the HRM has a personal objective of ensuring that every employee needs are delta with and that it dies take care of employee personal problems (Edward& Gubman, 2006). Within, an organization HRM activity includes activities, that are developed that maintain the organizational work force. These activities include planning, selection, placement, performance appraisal, employee retention, recruitment, orientation and training, development, compensation, staff management and assessment. Research indicated that each member is in charge of different actives in the department of the HRM system. HRM managers are handling the activities of the organization (Edward & Gubman, 2006). HRM can be seen as a service department within an organization; it has a staff authority. For instance if the HR is not functional the HRM can stop its function and assign another authority to take up the position. The use of line staff and functional authority results into dual responsibility. According to Reece (2003), the HRM is an independent structure that conducts various activities and the activities do not occur in isolation they work to gather influencing each other in terms of productivity. The HRM systems transform inputs and convert them into outputs. The HR conducts an analysis to find out the achievements and areas of weakness to produce feedback that can be used to develop the program, and the system is an open system that in influenced by the environment. The HRM has to contribute to the premeditated expansion of the organization, and it takes the human resources approach where it takes the role of human management. The HRM conducts this role by looking into the personal department and the needs of the staff members which if overlooked can lead to the collapse of an organization (Edward & Gubman, 2006). The HRM system is usually evaluated to determine its effectiveness and areas of weakness. This evaluation is conducted I respect to the contribution made by the HRM system. Therefore, the HRM system is an open system with various unrelated activities. The HRM can anticipate its outcome by looking at the various challenges affecting it, and organizational knowledge management that does affect the organizational productivity that requires an integrated approach (Edward & Gubman, 2006). As an illustration, there are several roles that can be played by the organizational in developing organizational knowledge management system. This done by the HRM ensuring, that the organization articulates with the purpose of knowledge management system, and it is noted that investing in a knowledge system without a purpose is like investing in something that is not effective, a factor that might lead to poor performance. HRM as a knowledge facilitator ensures alignment of an organization's mission, statement of policies and ethics: These is directed towards create a context that uses knowledge that members understand the market consequences. Furthermore, HRM nourish a culture that embraces getting the factual information to the right people at the designated time. In an organization HRM creates the employee experience. This is done by changing tacit knowledge into explicit knowledge through education and staff development, done through building employee skills, and competencies, in an attempt to strengthen organizational performance. The process entails a blend of traditional training and development responsibilities of HRM, a new HRM responsibility of human capital that uses the organization's resources to create strategic competence, which put emphasis on the firm's mission, standards, and history within a context of organizational development. In turn, this develops tacit knowledge (Edward & Gubman, 2006). Furthermore, HRM incorporates effective knowledge input and practice into daily life within the organization. This implies that knowledge incorporated must be ordinary, recognized, and compensated. Most of the organizations, this changes the existing relationship between knowledge and power. The perception of knowledge is important because it motivates the staff members. Sonja &Philips (2004) indicate that, in relation to the proper performance, the HRM ensures that different staff members with experience and information to be mentors of the newly recruited members for effective productivity. Mentors are seen as part of every staff members job description. Such cultural shifts lead to effective productivity within the organization. HRM takes part in job selection, conducting performance appraisal, and compensation practices that are properly performed by staff members. The HRM system has the capacity of creating, measuring, and reinforcing a knowledge-sharing expectation of all staff members (Armstrong, 2006). HRM system controls and encourages staff members’ behaviors to improve thier productivity within an organization. For example, conversations made by staff members were considered less productive and discouraged this is because it took alot of employee time making them not work according to thier job description. In other circumstances, conversation within the company and outside the company leads to development in terms of cultural practices (Armstrong, 2006). Individuals within the organization are known for company gossips and prefer chatting instead of working. Such employees should be eliminated, but if the gossip is of importance, then it should be encouraged since, it leads to criticisms of the organization. Though, looking at the knowledge economy, in cases where the conversations are of any importance to the firm's strategic development, the gossipers can be described as knowledge brokers, to mean staff members who like moving around the organization checking and looking for what is going on within the organization. They speak out and create new information that can be used in developing new techniques used in improving organization performance. This is an interpretation of the fact that, if the information they provide is of any importance, then the gossipers are very important to the organization (Johnston, 2006). It should be seen that the organizations select the staff members, recognize and reward them, instead of discouraging and punishing the gossips behaviors. It is clear from research that not all these conversations are effective and lead to productivity within the organization. According to Johnston (2006), the HRM system still plays the role of discouraging gossips that are of less productivity and reduces performance. It does this by promoting a learning system where people learn and share experiences that leads to productivity. HRM system does take a strategic approach to help firms improve on the use of technology by looking at email, instant messenger, and internet surfing. It is clear that the internet plays a vital role in generating knowledge making it a very important part in knowledge, but frequent monitoring is required to monitor the use of the internet and control is done by the HRM system (Johnston, 2006). HRM's role in managing the various consequences of electronic communication is of critical importance. As employees make use of electronic communication, they lose chances of developing ways of communication within the organization. The HRM can be used to develop social relationships between different individuals within the organization. This can be used to reduce the use of electronic media of communications thus creating opportunities for face to face interactions. HRM directs the low-tech solutions to knowledge management. Though, they do not ignore the high-tech knowledge management tools; the HRM entails a group of expertise that develops low-tech knowledge management strategies. For instance, when a team within an organization develops a Dust buster vacuum tool, their HRM gave them a "war room" in which they spread out their materials and all the things they used to develop a Dust buster. These outputs created a shared context for their efforts and turned the room into a collaborative workspace (Francesco and Gold, 2008). As observed in an organization the HRM system applies the following subsidiaries in managing their staffing and improving performance within the organization (Francesco &Gold, 2008). The use of ethnocentric approach, the cultural principles and business applications of the home country are principal. The HRM system develops a human managing and staff development approach that leads to organizational productivity. Research indicates that human resource management fully integrated into organizational goals and activities. Researchers consider the greatest exposure for the organization is through its staff members. In turn, the HRM system has introduced appropriate people management strategies into its system. The HRM system is guided by several overriding principles. The most important principle is that the system is the most important element within the organizations, in that a business cannot be successful if not well managed and has a weak HRM system. Armstrong (2006) notes that, business success is likely to be achieved, when the personnel policies and procedures of the organization are closely linked, and make a positive contribution to the achievement of the organizational objectives and strategic plans. From several reviews, it is HRM’s responsibility to determine, secure, guide, and develop employees’ talents whose desires are willing to work with the needs and future goals of the organization, leading to its improved performance. The HRM department responsibilities can be categorized as individual, organizational, and career areas. Individual management consists of helping employees identify their areas of strengths and weaknesses; developing the weaknesses by correcting their shortcomings, therefore, improve on their contribution to the organization (Edward & Gubman 2006). These roles are carried out using different activities such as review of staff members’ performance, training of staff members, and testing of staff members’ performance. Development of the organization, while focusing on the successfulness of the system, makes maximum use of human and other resources as part of organizational development strategies. This role includes development and maintenance of change within the organization. In turn, this makes the organization be in a position to respond to the dynamic changes outside and internal factors within the organization. Career development is another important role that entails grouping individuals with the most appropriate jobs, and career paths within the organization (Edward & Gubman, 2006). The HRM system functions are placed at the theoretic center of the association, which is reachable to all areas of the business. The HRM department is in charged of managing the productivity and development of its staff members at all levels of the organization, and human resource personnel have access to all organizational decision makers. Furthermore, the HRM department is situated in a manner that, it is able to communicate with all members of an organization (Edward & Gubman, 2006). Human resource management ensures that development of individuals and the organization is done in a better way that they operate. Therefore, the HRM system is not only engaged in enhancing the talents of individual employees, but also in putting in place programs that improve the process of communication among the workers within an organization. Cooperation between individual workers nurtures organizational development. Research indicates that the main primary responsibilities of human resource management are; job analysis and staffing, organization and the use of workers’ work force, assessing, evaluating and appraisal of the work force performance among the staff members, implementation of reward systems for the staff members, professional and skill development of workers, and lastly they take part in maintaining work force within the organization (Francesco &Gold, 2008). Different changes in organizational structure have influenced the dynamic face of human resource management. The frequent changes in manufacturing industries around the world, together with the rise in service industries have led to several changes in the workplace, in comparison with other organizations around the world. Furthermore, organizational philosophies have also experienced changes from time to time. Several organizations have adjusted their traditional, organizations structures especially the management structures. Thrifts noted that this shift in responsibility created a need to reassess job descriptions among staff members, look at appraisal systems within the organization, and personnel management (Francesco and Gold, 2008). Conclusion The market globalization has been another important change factor. This issue has motivated increased competition for both customers and jobs. The development has made some organizations demand higher performances from their workforce while, considering the benefits of compensation. Some of the reasons that have altered the nature of HRM include; the new management of the organization and the operational theories like Total Quality Management; changes in demographics; and finally changes in health insurance as stipulated by the government which leads to the notion of subjectivity. References Adler, J, 2007, Dimensions of Organizational Behavior, Cincinnati,Ohio: South Western College. Armstrong, M, 2006, Management Practiceand Personnel Kogan International Journal of Human Resource Management, Vol. 3(3): 376-408. Arthur, B, 2004, The Human Resource Systems on Manufacturing Performance, Academy of Managerial Journal Vol. 37 (3), 670-687. Black, S, Gregersen, H,B, Mendenhall, M, 2002, Theoretical Framework of Repatriation Adjustment, Journal of International Business Studies, No. 23, pp. 737 – 760. Francesco,T, & Gold, Y, (2008) Managing in a Changing Global Economy, Human Resource Management Review, Vol. 8 (3), 289-309. Green, P, 2009, Building Robust Competencies, Business review, Vol. 45 pg 56-77. Gubman, N, & Edward, L, 2006, The Gauntlet is Down. Journal of Business Strategy. Vol. 89(3), 200-320. Reece, G, 2003, Effective Human Relations in Organizations, Boston: Houghton Mifflin Company Sonja, G, & Philips, M, 2004, A HRM System Perspective, International Journal of Human Resource Management, Vol. 3(3): 376-408. Read More