Contemporary Organization and Human Resource Management - Coursework Example

Name : xxxxxxxxxxx Institution : xxxxxxxxxxx Course : xxxxxxxxxxx Title : Contemporary Organization and Human Resource Management Tutor : xxxxxxxxxxx @2010 Table of Contents Executive Summary…………………………………………………………………...………4 1.0 Introduction .…………………………………………………………………………………..5 Table of Contents 2 2.0 Need for Change in an Organization 5 3.0 Functions of strategic HRM 6 4.0 HRM in various organizational types 6 5.0 Learning organization 7 5.1 Development 7 5.2 Benefits 8 5.2.1 Characteristics 8 6.0 Knowledge management 9 7.0Collaborative learning 10 7.1 Examples of collaborative learning 11 8.0 Planning a Mentoring Program 11 9.0 Organizing Talents Strategically 12 9.1 Leading the Talk 13 10.0 Control and Measuring of Results 13 11.0 Motivational Approaches 14 12.0 Strategic Human Resource Management Policies and Practices 14 12.1 Effective management of individual employee’s role 16 12.2 Effective management of employee competencies 17 12.3 Effective management of employee behavior 17 12.3.1 Behaviors 17 12.3.2 Effective management of employee motivation 18 13.0 Review, revise and modify 19 14.0 Conclusion 20 Bibliography 21 Executive summary The role of Human Resource Management in an organization is increasingly growing as firms operate in the highly competitive world. Human resource mangers thus play a valuable role in the operations of an organization largely because human resources are one of the most important assets in a firm..This paper intends to analyze a learning organization in reference to human resource management. Significant changes in a firm can only be brought about by appropriate management of human resources. Strategic human resource management strategies and policies are discussed in detail Knowledge management and its impact on the performance of a firm has also been discussed in the paper. Finally, employee behavior and the various means in which organizations can motivate their employees are discussed. 1.0 Introduction The role of the Human resource manager is growing with the variations in competitive market environment and the acknowledgement that Human Resource Management must play a more tactical role in the success of an organization. Organizations that do not invest in attracting and retaining talents can put themselves in difficult situations since their competitors may be outweighing them in the strategic recruitment of their human resources. With the raise in competition both locally as well as internationally, organizations must strive to become more adaptable, flexible, and agile and customer focused to achieve their objectives. And within these variations in the environment, the Human Resource professional is required to evolve in order to rise to a strategic partner, an employee proponent or advocate as well as an initiator of change in the organization (Becker & Huselid, 1998). 2.0 Need for Change in an Organization In order for an organization to realize its objectives, Human Resource must be a focused on making profits as a business driven role. This is boosted by the understanding of the company’s big picture and be in a capacity to influence major decisions and policies. In general the emphasis at the moment should be on the HR Manager to formulate strategic plans to improve work performance and develop the talents of its workers. Human Resource professionals will act like coaches, counsellors, mentors, and succession planners to assist in the motivation of the workers in the organization and create loyalty within its employees. The HR manager should also promote the values, ethics, attitudes and spirituality within the firm particularly if the organization is undergoing change and innovation. This report intends to highlight the role of the Human Resource department in the formulation of plans particularly if the organization is undergoing change and innovation. Some of the plans that will be highlighted include proper planning, organization, principal and controlling their human resources (Brews &Hunt, 2000). 3.0 Functions of strategic HRM The emphasis of strategic HRM is to add value to the operations of an organization. Therefore to place HRM as a strategic business partner, the jigsaw of components that form the HR function must be considered. One such mode can be illustrated as shown below. The model operates at the managerial level but is equally applicable as a structure to control operations at a business unit level. The process begins with an understanding of the business environment, internal and external using equipments such as environmental scanning and capability analysis. The concept of capability analysis is obviously something within the functional domain and tool kit of HR. the output from the two processes are converted to inputs to assist in the creation of the strategic plan (Brews &Hunt, 2000). 4.0 HRM in various organizational types HRM has been forced to take into consideration the role and functions it plays in different organizational types. New challenges in the business field suggest that one role of HRM is a business partner in the strategic management process. The tendency of new types of business organizations as they pursue various financial objectives often signify that hurried decisions, without necessarily considering the long term viability of strategic moves are made. As a business partner in the strategic management process, HRM is required to ascertain that the board table or the executive administration is presented with the challenges and strengths, costs and benefits of these structures in regard to the firm’s human resources set as compared to the vision and mission of the firm. HRM’s role turns into very much one of supporting and enhancing the transition process (Pfeffer, 1998). 5.0 Learning organization A learning environment is described as an environment that allows the participants in such a way it establishes a positively valued results like innovation, efficiency, excellent alignment with the environment and competition in the field (Thompson & Strickland, 2001). A learning organization is usually given to a firm that facilities the learning of the participants and continuously transforms itself. Learning organizations expand due to the pressures facing modern organizations and compels them to uphold competitive in the business environment. A learning organization has five main features: systems thinking, character mastery, intellectual models, collective vision and team learning. 5.1 Development Organizations do not physically develop into learning organizations; there are issues prompting their change. As organizations expand they lose their ability to learn as firm structures and personal thinking becomes rigid. When challenges arise, the suggested solutions often result to short term benefits and re-emerge later on in the future. To sustain their competitiveness many organizations have restructured with lesser employees in the organization. This implies that those who remain in the organization are required to work more effectively (Pfeffer, 1998). 5.2 Benefits Some of the benefits of a learning organization include: Sustaining high levels of innovation and maintain their competitive status Ability to respond to external challenges Acquire skills to respond to customer needs with the available resources Enhance the quality of the products at all levels Enhance corporate image by becoming more focused on individuals Speed up the pace of change within companies 5.2.1 Characteristics A learning organization is characterized by five main factors: systems thinking, personal mastery, mental models, a shared vision, and team learning. Systems thinking: the concept of the learning organization was created from a body of knowledge referred to as systems thinking. This is a conceptual structure that allows people to analyze businesses as bounded objects. Personal mastery: The dedication by a person to the procedure of learning is described as personal mastery. There is a competitive lead for a firm whose labor force can learn faster than the workforce of other firms. Personal learning is got through staff training and development although learning cannot be compelled upon a person who is not receptive to learning. Mental models: The supposition held by people and firms are referred to as mental models. To turn into a learning organization, these models must be criticized (Thompson & Strickland, 2001). Shared vision: The establishment of a shared vision is significant in motivating the staff to learn, as it results to an identity that gives focus and energy for learning. The most thriving visions build on the individual visions of the workers at all levels of the firm thus the establishment of a shared vision can be stalled by conventional structures where the firm’s vision is obligated from above. Team learning: The accumulation of personal learning comprises of Team learning. The advantage of team or shared learning is that workers mature faster and the problem solving capability of the firm is enhanced through improved access to skills and expertise. 6.0 Knowledge management Knowledge management (KM) encompasses a range of policies and practices used in a firm to spot, create, symbolize, distribute, and facilitate acceptance of insights and experiences. Such insights and experiences consist of knowledge, either found within people or entrenched in organizational procedure or practice. Many large firms and non-profit institutions have resources devoted to internal KM efforts, frequently as a part of their 'business approach, 'information technology', or 'human resource administration departments. Several consulting firms also exists that offer strategy and guidance concerning KM to these firms (Thompson & Strickland, 2001). Knowledge management initiatives basically emphasize on organizational goals such as enhanced performance, competitive advantage, and innovation, the division of lessons learned, incorporation and consisted development of the firm. KM initiatives overlie with organizational learning, and may be notable from that by a larger emphasis on the management of knowledge as a strategic asset and an emphasis on persuading the sharing of knowledge. KM initiatives can assist people and groups to share important managerial insights, to lessen superfluous work, to prevent reinventing the wheel wholly, to decrease training time for new recruitments, to maintain intellectual investment as workers turnover in a firm and to acclimatize to changing environments and business field (Thompson & Strickland, 2001). 7.0Collaborative learning Collaborative learning is a condition in which two or more individuals learn or endeavor to learn a thing at the end. A more specific mutual learning is founded on the model that knowledge can be established within a community where participants vigorously interact by exchanging ideas and assume asymmetry responsibilities. 7.1 Examples of collaborative learning Collaborative Networked Learning is a type of collaborative learning for the independent mature learner. Youth directed association, another type of self-sufficient directing and learning is dependent on a novel, more fundamental idea of youth voice. Computer-supported collaborative learning (CSCL) is a moderately new instructive pattern within associated learning which applies technology in a learning atmosphere to assist arbitrate and support group relations in a collaborative learning circumstance. CSCL systems apply technology to organize and monitor association, to standardize tasks, rules, and responsibility and to arbitrate the attainment of new knowledge (Thompson & Strickland, 2001). Learning Management Systems is a framework that provides collaborative learning specific meaning. In this circumstance, collaborative learning describes the assortment of tools which participants can use to aid, or be assisted by others. Such tools comprise of Virtual Classrooms, chat, discussion threads, application sharing. 8.0 Planning a Mentoring Program One of the best strategy of managing workplace diversity in an organization in order to help the organisation best facilitate the change and innovation process is through the launch of a Diversity Mentoring Program. This can involve the various departmental managers in a mentoring program to train and offer feedback to workers who differ with them. In order for the program to operate successfully, it is important to offer practical training to the managers or search for advice from consultants and experienced people in that area. In normal circumstances, such a program will encourage organization’s members to give their suggestions and opinions and learn the methods of resolving problems that arise from the diversity. In addition the objective of a Diversity Mentoring Program is to encourage members to progress beyond their individual cultural frame of reference to identify the productivity potential opportunities available for them and take optimal advantage of the opportunities (Thompson & Strickland, 2001). 9.0 Organizing Talents Strategically This is another strategy or plan that organizations can adopt is facilitating change and innovation process within their operations. Many organizations are at the moment recognizing the benefits of diverse workplace in their operations. As more and more organizations get global in their market extensions either physically or virtually, for instance the E-commerce related firms there arises a need to adopt diverse talents to comprehend the diverse niches of the market. For instance, when China was launching its markets and exporting heir commodities internationally in the late 1980s, Chinese firms such as China’s electronic leading firm Haier were searching for market expertise in Singapore. This is due to Singapore’s marketing talents that were able to comprehend the local China markets comparatively well. With this kind of trend well implemented, a HR manager must be in a position to organize the pool of the various diverse talents strategically for the firm. The manager should take into account the manner in which diverse workforce can assist an organization to get new markets and other institutional goals in order to exploit the optimal benefits of workplace diversity. A company that acknowledges the existence of a diverse workforce as a company asset rather than a liability would in a way assist the organization to positively take in its step some of the less positive characteristics of workforce diversity (Becker & Huselid, 1998). 9.1 Leading the Talk A HR Manager has the responsibility of advocating for a diverse workforce by ensuring that diversity prevails at all levels in the organization. If the HR Manger acts contrary to that the workers will have a reason to quickly conclude that the organization has no future for them. As the HR Manager, it is pertinent to depict some respect for diversity issues and enhance clear and positive reactions to them. The manager must also illustrate a high level of loyalty and be able to determine issues of workplace diversity in an ethical and dependable manner. 10.0 Control and Measuring of Results A HR Manager must carry out regular company evaluations on issues like pay benefits, work benefits, work environment, organization and promotional opportunities to evaluate the progress in the long term. There also arises a need to establish appropriate evaluation tools to assess the impact of diversity initiatives at the company through company-wide feedback surveys and other means. In absence of appropriate control and assessment strategies, some of the diversity initiates may just fade away without resolving any major problems that may arise from workplace diversity (Jackson & Schuler, 2000). 11.0 Motivational Approaches Workplace motivation can be described as the influence that makes people act in a particular ways in order to realize organizational objectives. This results from the individual’s desire to get satisfied so that an individual is motivated to accomplish organizational responsibilities effectively. Since these needs vary from one individual to another, a company must be able to invest its resources in various motivational tools in order to encourage its workers to out the required efforts in improving or raising their productivity in the firm. The creation of an appropriate organizational reward system is one of the strongest motivational factors. This will have an impact on both the job satisfaction and worker motivation. The reward system makes the workers feel more comfortable and contented in their placement and therefore has an impact on job satisfaction. The system has an impact on motivation mainly due to the alleged vale of the rewards (Schuler, 2000). 12.0 Strategic Human Resource Management Policies and Practices Traditional human resource management roles have been the following: Planning Staffing and Selection Coaching and growth Performance Management Remuneration Health and wellbeing Organizational design. On the contrary, strategic human resource management entails the linking of major human resources with the strategic objectives of an organization so as to improve the organization’s performance and cultivate an organizational culture which promotes innovation, flexibility as well as competitive advantage (Gratton, 2000). As such, the strategic human resource management policies and practices that are to be selected should be able to support the achievement of strategic business goals. These strategic human resource management policies and practices are important as they will be able to drive the organization so as to fulfill the wants of the organization as specified by the vision and values of the organization. It is also important to link these strategic human resource management policies and practices to the strategic business objectives of the organization. In order for these strategic human resource management policies and practices to be utilized effectively, the particular contents of each of the policies and practices that will be implemented should be designed in a manner that will address the needs of the organization. There is need that these policies and practices are well integrated with the strategic business objectives of the so that they are in adherence with the organization’s vision, mission, and values. To guarantee that these strategic human resource management policies and practices are employed successfully, it is imperative to; Explicitly communicate any assumptions that are to be made when developing these policies and practices. Specify the most important challenges that should be concentrated on so as to effectively implement these strategic human resource management policies and practices as well as how these challenges could be overcome. The major strategic human resource management policies and practices that could be utilized include the following: 12.1 Effective management of individual employee’s role There is need for organizations to have the right number of employees who will ensure that the objectives of the organization are met. This is done by effectively finding the right candidates for the various types of work that requires to be done within the organization. recruitment and selection of the people with the right qualifications for the said job could be done internally, externally, or outsourced to another firm that is specialized in that field of work (Jackson & Schuler, 2000). Employees joining an organization need to be well conversant with the vision, mission, and values of the organization so that they are in a better position to accomplish their specified roles within the organization (Gratton, 2000). to eff3ectively manage the role of each individual employee, the human resource department should know: The amount of employees required and the specific qualifications that they need to possess. The positions that they will be filling within the organization The opportunities for growth and development that will be used so as to retain them within the organization. 12.2 Effective management of employee competencies The human resource department should ensure that the organization’s employees have the necessary qualifications and abilities to accomplish the goals and objective of the organization. it should ensure that these employs have the right set of skills, knowledge, talents and abilities necessary to perform their duties successfully. This will entail a vigorous selection system that is based upon well established job descriptions and analyses which are linked with the needs of the organizational (Thompson, & Strickland, 2004). 12.3 Effective management of employee behavior The human resource department should be able to identify and ensuring that the behavior that the employees within the organization is appropriate and is in tandem with the organization’s values and culture. 12.3.1 Behaviors Recently, employee behavior has been viewed as being significant in the achievement of an organization’s goals and objectives. This is because the employee’s behavior supports the organization’s competitive strategy as well as the expectations of significant stakeholders such as shareholders and consumers (Jackson & Schuler, 2000). For the various teams of employees to work effectively needs the employees to work effectively with each other which requires them to have the appropriate behavior. 12.3.2 Effective management of employee motivation Substantial human resource growth can be achieved if the employees within an organization are motivated to work at their best level of productivity. The level of productivity is what sets an organization apart from its competitors and therefore there is need that the employees are motivated to work at their best levels. Motivation is important as it also plays an important role in ensuring employee retention is achieved (Schuler & Jackson, 1997). Employees will be willing to stay in an organization that appreciates them and puts their needs first. Employee retention is vital as it ensures that the employees with the required competencies, display the suitable behaviors, and work at their maximum levels of productivity remain with the organization. In addition, employee motivation helps to foster the employee’s willingness to work as per the agreed upon time as well as regulations increasing employee reliability. Lower rates of absenteeism within the workforce enable an organization to effectively achieve its goals and objectives. High retention rates enable firms to implement human resource policies and practices with a longer term time horizon In order to achieve and effectively manage employee motivation within the organization, the human resource department has to determine how much additional effort the employees are willing as well as able to offer to the organization (Jackson & Schuler, 2000). it should also come up with innovative ways of ensuring employee retention is achieved for better overall organizational performance. 13.0 Review, revise and modify There is need that the human resource department reviews the consequences of these policies and practices and with respect to the strategy formulation as well as implementation process. This will involve evaluating the results achieved from these policies and practices in addition to the reactions received from relevant stakeholders of the organization such as consumers. Reviewing and evaluating these policies and practices requires a clear criterion that will be used so as to have a basis for comparison (Schuler & Jackson, 1997). The criterion selected should mirror the end results that the organization wishes to achieve. It is important that it is established whether these policies and practices have been implemented as planned and within the set budget. It is also important that it is established whether these policies and practices have achieved the intended results. This review and evaluation process should put into consideration the expectations and needs of all stakeholders of the organization. The review and evaluation process is followed by appropriate revision and modifications on these policies and practices. This step is essential as it promotes continuous learning and development ensuring that the past mistakes are not repeated with the desired changes being achieved. During this process, the human resource department analyzes the main causes identified for the shortcomings that resulted from the above policies and practices negatively affecting the overall performance of the organization. Where the shortcomings were identified, the human resource department should evaluate whether they resulted owing to poor implementation (Storey, 2000) Appropriate modifications should be applied to these policies and practices so that the organization can achieve success and achieve its goals and objectives. In addition, the review, revising and modification process has to be done in a manner that is sensitive to the ever changing nature of human nature and its response to change. It is therefore important that the human resource department realizes that there will be some expected resistance to change within the organization’s employees immediately after important changes have been implemented (Gratton, 2000). 14.0 Conclusion The role of the HR manager must adhere to the requirements of the changing operations of the organization. Successful firms are increasingly becoming more adjustable, resilient, and quick to alter directions and client centred. Within this kind of environment, the HR professional must learn how to manage successfully through planning, organizing, leading and controlling the human resource and be conversant of emerging tendency in training and worker development. Since the human resource management has been changing in the recent past, firms are compelled to become more complex, vibrant and fast-paced. Fulfilling the significance of managing workers in a company is being achieved through connecting human resources management with strategic management. A HR manager must ascertain that individuals taking part in plans to facilitate change and innovation process influence the behavioural changes a well as working attitudes of the employees in the work place (Jackson & Schuler, 2000). Bibliography Becker, B.E. & Huselid, M.A., 1998, "High Performance Work System and Firm Performance: a Synthesis of Research and Managerial Implications," in G. Ferris (ed.), Research in Personnel and Human Resource Management, Conn.JAI Press, Greenwich. Gratton, L. (2000), Living Strategy: Putting People at the Centre of Corporate Strategy FT Prentice Hall, London. Jackson, S. E., & Schuler, R. S., 2000, Managing Human Resources: A Partnership Perspective, Cincinnati, South-Western Publishing, Ohio. Pfeffer, J. 1998, The Human Equation, Harvard Business School Press, Boston. Schuler, R. S. 2000, “Human Resource Management Activities in International Joint, Macmillan Publishers, New York. Ventures," in J. Storey (ed.) Human Resource Management: A Critical Text, International Thomson, London. Brews, P. J. &Hunt, M. R., 2000, Learning to Plan and Planning to Learn: Resolving the Planning School/Learning School Debate, Strategic Management Journal 20:889 913, Sydney. Schuler, R.S. & Jackson, S.E. (1997), "Linking Competitive Strategies with Human Resource Management Practices," Academy of Management Executive: 207-219, Birmingham. Storey, J., 2000, The Management of Human Resources, Blackwell Publishers. Oxford. Thompson, A. A. & Strickland, A.J., 2001, Crafting and Implementing Strategy, 10th ed. McGraw Hill, New York. Read More