Human Resource Contemporary Issues - Case Study Example

Human Resource Contemporary Issues Name Institution Table of Contents Table of Contents 2 Executive summary 3 Introduction 3 Employee Engagement 5 Dimensions of Employee Engagement 8 Belonging 8 Inspiration 9 Understanding 9 Support 10 Appreciation 10 Methods of Creating Positive Impacts of Employee Engagement Using HR Professions 10 Ensuring employees fit within the organization 10 Connecting employees with the mentors 11 Employee Recognition 12 Conclusion 13 References 14 Executive summary Human resources play significant roles in managing a number of institutional functions including attracting of talents among the increasing pool of employees. With the rising demands of managing the most important assets within any organization, human resources, managers are facing many challenges in executing such roles. These issues range from diversification of the workforces, legislations influencing workplaces, and technological advancements. Therefore, human resource managers are required to use their expertise in averting these challenges. HRM are tasked with the most challenging responsibilities within the job market including recruitment processes, appraisal roles, optimizing the roles of the employees, and development of procedures of ensuring organizational compliance to work ethics and regulations (Fleming & Asplund, 2007). Hence, HRM plays crucial role in determining the performance of the organizations through managing the general output of the employees. Furthermore, societal issues are some of the changes, which are continuously posing contemporary challenges to the HRMs. Organizations are increasingly demanding talented and committed employees, thus, the HR profession is shifting a more technical direction. It is from this background that this research would focus on contemporary issues affecting HR as a profession and the evolving HR roles. Introduction In order for an organization to optimize its performance effectively, it is crucial to define the role of HR within the organizational context as they may have influence on the elements of the organization. Considered as a driver to the success of the organization, HR profession covers both diversity and leadership aspects of success that varies considerably in all the levels of the organization. The future of HR is a factor of creativity and innovation, which traditionally took place specifically and in a given sequential process to produce tangible results. Organizations are shifting from traditional methods of coining creativity and are embracing the fact that it can come from anyone or anywhere, hence, job roles no longer the only repository of creativity (Macey & Schneider, 2008). In addition, creativity is currently becoming ownership-based meaning it can occur either in or out of an organization though in a non-sequential manner. Today there is no much of engagement between the employee and the HR, which the article refers to “almost impossible” especially with those in the profession of sciences and engineering. The future leaders in HR profession should take notice however much they wish to safeguard the editorial power within the organizational context Organizations are currently using internet technique such as crowd sourcing to collect intelligence information used to solve a wide range of issues. From these sites, the organizations get various solutions on how to handle the problems they undergo, even though, the credibility of the answers given are questionable since some are given by those lacking adequate information. These activities are globally defining the future of HR as a profession and effectiveness on the organization since most of the implementation most organizations perform, their information had been collected from the social media. Social media is also responsible for various changes of the hierarchy in workplaces, as most organizations prefer fetching information directly from the internet instead waiting those in charge like the HR or any one in senior management to give them directives (Saks, 2006). Many organizations are willing to risk a lot in trying to bring change using social networking as a tool from organization, communication, and creating flexibility within the company rather than relying on HR creativity and leadership techniques that is quite slow. Employee Engagement Throughout the evolvement of human resources management, the concept of employee engagement has been increasing as a bid to mainstream management practices. Generally, it involves physical, emotional, and mental concept of improving the work efforts of the employees. Moreover, this practice enhances organizational commitment and productivity among the employees, which in turn leads to job satisfaction. Currently, HRM are facing the challenge of creating high levels of employee engagement and commitment. It is important to understand that in order to achieve this role; organizations must understand the value of engagement and commitment in relation to ensuring that the employees love their jobs and organizations respectively. Combination of these factors would ensure creation of the best scenario that is favorable for both the employees and organizations. Based on the level the level of employee engagement, it is easier to illustrate the levels of commitment and workforce energy that employees put on their jobs. Moreover, these activities also might act as indicators of employee involvement and dedication. Through engagement, HRM are able to create more productive, contented, and loyal to the organization. With sound HR practices, discovering the activities that satisfies the employees might be easier which might help in developing the right criteria for engagement within the organization. Some organizations refer to employee engagement as the benefit. Even though managements have been focusing on empowering the employee, researches still indicate that there is need to realize the full potential of the employees. Establishing an effective employee engagement that productive depends on the level of motivation, organizational capacity to organize employees into reliable and effective teams. Besides, it is also important to create an environment that fits and appreciate the diversifying talents showed by different employees. The welfare of the employee is the responsibility of the HRM to ensure they live in accordance with the standard of work they perform for the organization and that set out in the occupational safety and health practices. Therefore, HRM have a responsibility of listing to the grievances of the workers and help solve the issue in the best way possible that will motivation of the employees. To ensure the success of the organizations’ activities, participation of all workers is important as it helps reduce departmental wrangles. Since these commotions only involve the human resources, it is the obligation of the HRM to settle all disputes among the workers, which affect the performance of the organization. Promotion is another responsibility of the HRM based on the employees’ performance. HRM receives the appraisal for the workers after a given duration of time through their supervisors and decide who deserves promotion and increment in the benefits that result from good performance (Garber, 2011). Viewed as the most challenging part in the HR profession, promotion of workers often involve corruption as many individuals tend to bribe HRM who fail to uphold integrity within their profession. Through employee engagement, HRMs are able to reduce the number of commotions within the institution and encourage integrity, accountability, and coherent effectiveness within the management. There is need for future HR leaders to think and act properly past the traditional boundaries of their roles, which encourages them to migrate from programs that focus on traditional way of suggesting ideas and encouraging new technological platforms. Moreover, they will need to address the factors influencing the definition and extraction of innovative culture through identification of periods when to encourage innovation within the organization. A shift from employment to personal value preposition to defines future HR’s roles when the employees are treated like customers considering them as products that can have a brand. If successful, employment value preposition may extend beyond employment, as most customers will view employees as the organization’s extension. Embracing the reality of demands and mass customization ability will allow benefits from several choices. Evolutional challenge may result due to creation of from a suitable employment brand leading to a dilemma in the identification of the brand with the highest impact (Albrecht, 2010). Therefore, the future HR will have to acquire expertise in marketing tools and analysis of consumers’ behavior in a bid to solve these dilemmas. The most important mission will be to break HR’s traditional tendency of always preferring to standardization and similarity on the assumption that equal action is fair, hence, ‘‘sameness to segmentation.’’ According to Bridger (2014), most companies are currently spending much of their finances, efforts, and energy in ensuring that they establish resilient business. This would help in remaining focused within the global market. In order to achieve positive taste and preferences from the clients, organizations through the HR have the responsibility of ensuring that the employees are committed to increasing organizational productivity. All businesses have the potential of succeeding depending on how the employees are managed. Without employee engagement, businesses might find it difficult to create a sustainable competitive advantage on regular basis. Unfortunately, some businesses often used the price control method in establishing their competitive advantage while failing to take into account the power behind the empowered employees. Irrespective of the quality of products and services offered to the clients, employees play crucial role in ensuring the survival of the businesses. Several dimensions control employees engagement mainly divided into three categories including relational, emotional, and motivational. Rational dimensions relates to how the employees understand their responsibilities while emotional encompasses the passions that drive employees towards their daily duties. Motivational dimensions encompass how much the employees are willing to invest their efforts to improve their roles within their organizations. Dimensions of Employee Engagement Most successful companies understand the importance of employee engagement. Engagement does not only benefit the organization but also the employees who view it as differently depending on the prevailing circumstances. These circumstances define the dimensions, which the organizations are supposed to focus on in order to experience all year round achievement of optimal results. Belonging In most cases, whenever there is employee engagement, they often feel stronger connection to the organization at different levels. Through such, they are able to identify with organizational values and understanding their job requirements. Additionally, HR could use employee engagement practice to incorporate organizational mission and values into culture. Inspiration Every employee needs to feel the purpose of working in any given organization and whether their efforts are recognized by the organizations. Engagement of this dimension ensure that employees take pride on organizational efforts to ensuring that they work in an environment free from work hazards, stress, and compliant with occupational safety and healthy practices. It is from this background that HR must clearly outline organizational visions and communicate passionately to the employees. For effectiveness, the HR should involve the employees for more suggestions that would help in driving the desired positive change. Understanding Communication plays an important in driving a positive engagement; therefore, it should be timely and clear. Most organizations fail because the employees do not clear understanding of organizational goals and established plans on how to achieve them. It is the responsibility of the HR to provide frequent and transparent organizational updates and creating a working atmosphere that employees feel comfortable providing inputs (Thomas, 2009). At the personal level, organizations should establish mechanisms in which employees receive feedback on their performances after every distinct duration. As a result, there would be improvement in accountability and commitment among the workers. Support Strong relationship between the employees and management makes them feel supported by their managers. Moreover, such support would ensure there is positive interaction between the employees and management, which in turn makes them free to access organizational resources they require to improve their performances. Therefore, to ensure adequate and equal support among the employees, HR should identify the criteria of evaluating both hard and soft skilled employees, as this would help in providing the soft skilled workers. Appreciation In relation to this dimension, employees need to know that their contributions to the organizations are recognized and appreciated with the management. In most cases, people tend to overrule and underestimate the direct praise from those in managerial positions, however, such praise often play significant roles and being extremely important to the employees. HR should ensure that employees are compensated for their efforts but in a competitive manner. Thus, HR should know individual workers and understand their values and potentials. Methods of Creating Positive Impacts of Employee Engagement Using HR Professions Ensuring employees fit within the organization With organizations seeking talented and committed employees, applications for various jobs are received from across the globe making it difficult for HR to review them and recruit the best candidates considering different social, religious, and educational backgrounds. More importantly, HRM have the responsibility of adding the value to the organization through cultivating the cultural fit of the employees. A well-structured organization ensures that it takes into consideration the diversified cultural ethnicity and beliefs of its workers. This would help create an employee-organizational compatibility that in most cases forms the basis of engagement and commitment. Furthermore, it is important to note that employees might be talented, but still do not fit within the organization due to cultural differences. Organizational culture can greatly influence employees’ skills and performance; however, it is significant to recognize that culture cannot be taught like the skills (Cook, 2008). HRs also better placed in assisting in creation of synergy between the requirements set by the management and organizational culture. In order to ensure that employees practice organizational culture, HRM must ensure there is continuous communication. Connecting employees with the mentors In every organization, there is need for talented employees. In some cases, employees are often equipped with talents and knowledge without knowing organizational departments that they fit. However, with HRs in place, it is easier to interact with employees and help identify the hidden potentials. In order to ensure that employee engagement are effective enough for cushioning organizational performance, HRM must consider connecting the employees with specific mentors with expertise that fit each employee. As a result, there would be improvement in insight within the culture of the workplace, provision of emotional support, and career guidance (Truss et al., 2013). Besides these factors, introducing mentors would also ensure employees receive inspiration that might help in improving the level of connection between the HRM and employees. In addition, such practices would enhance the level of attachment between the employees and organization as well as job satisfaction. Even though finding mentors might be difficult, HRM could encourage the use of social collaboration tools to connect the employees within their respective job respective for the purpose of sharing knowledge. Employee Recognition Employees play very important role in ensuring organizational activities continue on daily basis. Therefore, the way in which the organization treats the employees determines institutional productivity, employees’ performance, and commitment towards ensuring that the institutions meet its desired goals. More importantly, it is important to note that employees tend to contribute different efforts towards ensuring the success of the organization. Hence, through appraising the workers, the HRM play a significant role in determining the effort put across by the employees. Upon identification of efforts puts across by the workers, the management should recognize their efforts through awards and promotions as this would help encourage the level of commitment and engagement among the employees. Consequently, it is important to recognize employees at personal and group level (Graban, 2012). Through such practices, the HRM also finds time to update the employees on the next organizational objectives. As a result, there is improvement in internal communication within the employees. To ensure effectiveness of the employee engagement, the recognition must be carried out in a sincere and heartfelt manner. Since most HRM are majorly concerned with measuring tools, employee engagement surveys, they are in a position of highlighting organizational opportunities and sharing performances in relation to recognizing outstanding workers. Besides receiving appreciation from the management, HRM should create an environment that allows best performing employees to also receive appreciation from fellow colleagues. By creating such environments, it is guaranteed that the level of engagement and commitment would grow. Conclusion Creating an enabling environment for the employees plays a major role in defining the level of productivity within any organization. Better working environment and employee engagement, are some of the fundamental practices that most companies are currently embracing. Organizational efforts to addressing human capital plays significant role in determining the level of productivity and output for both the employees and the organizations. Employees are the greatest assets that any organization could opt for, thus, managing human capital is a prerequisite in ensuring the organization acquires the desired goal. The efforts also ensure there is strategic flexibility in the strategic management. As a result, the organization must integrate human resources and HR management practices to enable the organization to adapt to the ever-changing business conditions and employ talent approach to revamp the prevailing situation. Making the employees feel as part of the management is a crucial element to ensuring sustainable organizational performance. Moreover, HR must take into consideration all the factors influencing employee engagement in order to create an effective and reliable engagement process. Through the engagement, the HR is able to identify the needs of the employee and involve them in establishing the best method of addressing them. In order to turn the energy and ambition of the employees into the engagement demands attentions, organizations must ensure that they focus on the potentials of all the employees irrespective of the level of expertise. It is important to note that every organization has its own model of employee engagement; therefore, there is need to survey all the employees’ strengths and weaknesses for an effective and efficient engagement process. References Albrecht, S. L. (2010). Handbook of employee engagement: Perspectives, issues, research, and practice. Cheltenham, UK: Edward Elgar. Bridger, E. (2014). Employee engagement. London: Kogan Page. Cook, S. (2008). The essential guide to employee engagement: Better business performance through staff satisfaction. London: Kogan Page. Fleming, J. H., & Asplund, J. (2007, November 8). Where Employee Engagement Happens. Retrieved from http://www.gallup.com/businessjournal/102496/where-employee- engagement-happens.aspx Garber, P. R. (2011). Coaching employee engagement training. Alexandria, VA: ASTD Press. Graban, M. (2012). Lean hospitals: Improving quality, patient safety, and employee engagement. Boca Raton, FL: CRC Press. Macey, W. H., & Schneider, B. (2008). The Meaning of Employee Engagement. Industrial and Organizational Psychology, 26(4), 101-113. Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 12(7), 99-108. Thomas, K. W. (2009). Intrinsic motivation at work: What really drives employee engagement. San Francisco: Berrett-Koehler Publishers. Truss, C., Delbridge, R., Alfes, K., Shantz, A., & Soane, E. (2013). Employee engagement in theory and practice. Read More