The interrelationship between organisational strategy and employee involvement - Essay Example

The interrelationship between organisational strategy and employee involvement 1. Introduction In this era of globalization where competition brings in more and more quality at the end of the companies with regard to their products as well as more sales in the form of its varied and changed stance on focusing towards the customers rather than the products (Risher, 2000), the need for organizational strategies has become inevitable in any existing industry. However, as profits are not the only consideration for this aspect, organizational strategies have to be in line with the values of the company. Most importantly, such strategies should partly be dependent on the employees themselves. Consequently, the interrelationship of organizational strategies and employee involvement and performance is certain (Larson, 2005). In this paper, the focus is on understanding the definitions of organizational strategy and employee involvement, more so within the regimes of change as per the human resources departments working within the frameworks of respective organizations. The definitions are preceded by a general linkage point between the kind of employee involvement which could be expected within an organization’s set up as well as the long term growth agenda, courtesy the strategy itself (Beal, 2000). The motivational aspects are touched upon in detail as well as the aspects that deal with employee involvement and the like on a more proactive basis. Further within the order, the role of the top line personnel which consists of the top management is discussed in detail and lastly the workforce diversity issues are talked about so as to have a point of understanding as far as the whole topic is concerned. (Schultz, 2003) 2. Organizational Strategy Organizations which are ready to upgrade their human resources regimes are thus the ones who have found success in all relevant quarters of their business. With this necessary incorporation in terms of organizational strategy, they have been able to look at the ethical side of things as well since the moral grounds have been set in a proper manner and there are as such no apprehensions to state the least in the present times (McKinley, 2003). A business can move from a position of stability to one of a complete unstable stance as it acquires different means of gathering the market and its driving factors that come along with it. The firm has to change its position with the changing times otherwise it will literally vanish away from its competitors and more so the customers, for which it actually exists. (Sims, 2002) It must bring about technological innovations so as to meet the ethical guidelines and best practices which are geared up to make it sound, look and eventually feel different from the rest of the lot and in the long run, have a selling proposition in it and in its products that help it in winning the customers time and time again. (Mills, 2003) 3. Employee Involvement The work culture within the employees can be developed in a manner which suits the interests of the organization in the best form possible. For this to happen, it is necessary to understand that resources department has got an immense role to play in the related equation. We must understand that we live in a global world where human resources has of late been instrumental at dramatically changing the way we perceive the way in which people think, act and feel on the job. (Bishop, 2003) The basic dogma on which the dot com companies work is to reach out to the greatest amount of people and make those people as their clients within a short duration of time. This would be on the expense of not being at concern related with the loss in the stock prices. The culture which was adopted by these companies was of get large or get lost in the whole frame of things. Only the technological basis makes the very same possible and a work culture of this regime is necessary to put things into perspective. (Winter, 2001) 4. Interrelationship between Organizational Strategy and Employee Involvement As far as the human resources function in the company’s cultural regimes is concerned, we see that in the present era the business world needs to have a lot of improvement within its ranks if it adopts the policy of working towards the establishment of a performance management system. This would guarantee them a lot of success as their employees and workers would dedicate their whole hearted efforts towards the well being of the company as well as towards their own individual capacities. Once these performance management systems are installed and in place, we can have a proper check and balance mechanism as concerns to the people who are working in the company. (Helms, 2002) Performance management systems make use of the fact that performance is increased on the part of all concerned and there is no shortfall as concerns to commitment, dedication and devotion when at work. What this performance management system does is to ensure that the right people get the bonuses, incentives and so on as well as point out the ones who have fallen short on the company’s expectations over a period of time. This would help in giving them rewards and incentives which will eventually make one and all happy at the end. (Stankard, 2002) Also this will continue their desire to achieve more and more within a specified period of time and thus come into the good books of the company. In return, they can be given all these rewards so that they could be encouraged in line with their work attitudes. Moreover, the people who lag behind with regards to their work schedules and dedication levels will stand up and take notice and thus would want to be counted as the effective and efficient ones within the company as well. The role of organizations in the maintenance of these systems is also very paramount. (Black, 2005) One of the most essential training programs is to make sure that all the employees learn to make use of the Information Technology tools and methodologies that are in line with the present day regimes. This would guarantee them success right away since they would all be on the same level as far as understanding of the IT world is concerned. Then they must be trained about the different sales force mechanisms like Sales Force Automation (SFA) methodologies and the like. When we speak of the management training needs, we must make sure that they are being taught about the different software which keep a close look on the performance measurement aspects of the different employees and workers and this could include a number of different software as and when one goes on to research and eventually select them. Training needs are pretty central to an organization’s ever changing quest for achieving more and more, both in front of the channel members and customers but also the outlook that it creates for itself in the related industrial domains and the marketplace which has thus been established as a result of the stiff competition. (Greenberg, 2003) What this means is the fact that competition would lead to more and more new training processes which would eventually be imparted to the employees and workers who would ultimately benefit the cause of the individuals by all means and extents. This step definitely comes under the proactive vision as laid down in the management aspects. Training of staff would only facilitate the basis of growth and prosperity within an organization and this must be ensured no matter what the organization is trying to achieve both in the short term as well as in the long run. 5. Effectiveness of a Sound Employee Motivation and Involvement Atmosphere Employee motivation and involvement at workplace works to the advantage of the firm and the people at the helm of it since they know for sure that their employees would give in their best no matter how trying or tough the circumstances are. (Kulesa, 2003) This means that they are assured of their commitment levels and the intensity of the hard work that they will put in, even under the most strenuous of routines. But this raises an interesting proposition, a stance which needs to be discussed by everyone. Over work can reduce employee motivation as well as add to the stress on the part of the employees’ physical and mental domains. (Lord, 2002) What needs to be done is to gauge the exact amount of work that they can handle within a time period as well as give them enough incentives so that they remain loyal to the cause of the organization. If there is no privacy for the employees, they would not feel motivated to do their tasks and activities in an effective and efficient manner and it is ultimately the firm which will lose out on the productivity angle nonetheless. (Neff, 2002) 6. The Role of Top Line Personnel The top line personnel present in offices delegate jobs and assignments to their sub-ordinates without even thinking that the same might not be the correct manner and mode of action as to go about carrying out the tasks and responsibilities. They think that delegation would prosper a sense of getting more work within the sub-ordinates who themselves are pretty much occupied with their already assigned tasks and jobs. (Logue, 2001) This is hence not the correct manner in which things should be done and hence a need has to be chalked out to ramify the very same problem. The best possible diversity that could be made in this regard is to appoint top line managers who understand the psyche of the people working under him or her or on the same level as his so that he or she can get a grasp as to what employees usually are best suited at and what they do not prefer under certain strenuous conditions in the office place environment. (Barron, 2003) As a consequence, being able to do more work is definitely considered a plus and an added advantage for an employee but this should not, under any level, exceed his or her capabilities and skill sets. He or she must be assigned the amount of work which is proportionate with his or her pay, already set working conditions and more so the skills on the basis of which he or she was selected in the first place. (Ferrier, 2002) 7. Diversity in an Organization’s Strategy with respect to Employee Selection and Involvement Diversity therefore could be pinpointed in the area of managing these people well with the help of a manager who not only takes care of them but also acts as a person who is professional and knows how to get work done from his specialists, technicians and other sub-ordinates present at various levels within the very company. (Kamoche, 2002) This manager thus not only plans their work that they have to carry out within a specific period of time but also organizes their routines, looks after them both from the company and the human perspectives, and not to forget his integration skills which are deemed so very necessary for involving people and their commitment towards their assigned tasks and jobs over a period of time. (Parvis, 2003) Lastly, he also measures their performance that they have done over this time period. This measurement tool goes against a number of managers in the work environment of present times as it is usually very difficult to get a hang of because employees feel that the managers were the one to guide them along and hence they should also be held accountable in cases of extreme failure where the burden only falls on the person who carried out a task or a job. (Sims, 2002) This is pretty much true of the negative aspects related with managing people and treating them fairly. Thus the diverse workforce issue gets its resolve from the fact that people work as a team rather than working alone yet they perform their own respective tasks and duties in their own capacities within the office environment for which there is no direct or indirect connection as concerns the groups and teams that they are working under from time to time. (Growe, 2002) The manager thus chalks out a plan to review each and every sub-ordinate’s performance and then allot him the potential duties which may or may not be linked to their strengths over a given period of time. (Lambert, 2005) Hence diversity certainly takes its roots from this scenario and employees feel somewhat at ease whilst carrying out their jobs and assigned tasks. The ramifications of the issue of diversifying work and making people accustomed to management tactics only helps the corporate ladder as much as the employees, specialists and top management themselves. Thus a clear understanding has to be the guiding force to tell one and all in this situation as to the rationale behind doing the same. The end result is achieving success for the company or the enterprise that they all strive to be a part of and not to forget their individual growth that will take them up the ladder of expansion and development over the years. (Gouley, 2002) 8. Conclusion The fact that organizations need to evolve over a period of time is testimony enough for them to grow within themselves and thus adopt and hold on to a new path altogether, one that will be their torchbearer as well as reap rich dividends for them not only in the present times but also in the future. (Massey, 2001) These strategies are so much in alignment with the future goals and tactical perspectives that they fulfil what is really expected of them, both in terms of short term expectations as well as the long run. Employee involvement remains an important thing here since the managerial leaders must definitely outline the exact plan which would target the employees and the workers in the most effective manner possible. (Henle, 2005) Planning is thus the key word here and for any multinational to succeed in the long run, it is of paramount significance to have a safe and sound plan ready and not only that but also be proactive in its approach towards the accomplishment of the plan nonetheless. The basis of all strategies and employee involvement techniques that usually happen from time to time is on the shoulders of the top management where they have to decide whether or not the adopted strategy be the source of light in the coming times. (Miner, 2002) It is only upon their insistence to have the same within their ranks that the new strategic planning is done in the first place. 9. Bibliography Barron, Tom. (2003). 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