The Existence and Effectiveness of HRM Programs - Term Paper Example

Organizational Change and/or Transformation 1.0 Introduction The existence and effectiveness of HRM programs correlates with better operational metrics. In some cases, however, it appears that many companies were overtly optimistic regarding the effectiveness of their own HR programs. They were relatively new, and while perceived as highly effective, they did not fully impact operational and financial measures. Globalization has brought about revolutionary changes in company operatives to sustain their presence and dominance in not just the domestic market, but at an international level as well. In order to do this, effective HRM programs had to be put in place. HR programs must be employee-specific at the same time be goal oriented. If employees are kept happy, production increases and profits grow. Many companies have not given their employees their dues and in the bargain perished from the competitive market. 2.0 Executive Summary Of late, benchmarking has become an approach to optimize production processes by comparing certain aspects of a company with its competitors. However, one of the biggest challenges is not just gathering or statistically evaluating these data, but to derive a concrete measure to interpret the results (Denkena, B; Apitz, R; Liedtke, C, 2006) Studies have reflected the importance of employee participation programs and group based pay incentives. These measures have met with success, and so too have profit and gain sharing programs. ‘High-performance’ and ‘High-involvement’ are two business terms related to employees and production. In order to accentuate production through employee performance, exceptional influence and changes must be brought about to achieve the organizational goal. Management must consider the criticality of a visible and active role to integrate policies of diversity and inclusion into every aspect of an organization’s operation and culture. Culture affects every employee of the organization, whether it is a man or woman. A healthy work environment goes a long way in instigating quality work. At the workplace, it is imperative for the management to introduce an increased and effective mode of cooperation between the men and women workers. One way of looking at it is by creating a better awareness of gender differences, building different leadership styles and flexible work/career patterns. Both men and women can use a variety of flexible work options to support family and personal needs, allowing them to achieve the goal of work/life balance, contributing to greater productivity. There are many number of business tactics, that can be employed to bring about operational changes to manage talent most effectively. Some tactics, most noticeable among them are: Identifying role models and establishing mentoring programs Eliminating all bias-based company policies and procedures Providing equal opportunities, training and development for all Conducting workshops for employees to impress upon them the importance of diversity and inclusiveness to increase performance and production Though the above initiatives may sound simple, there is more to it, than meets the eye. The exercise needs the wholehearted support and sustained effort by all employees to make it a success (David Pappie, p.103, 2006). Performance is the cornerstone to success and productivity. Performance comes about through the wholehearted and sincere effort of employees of an organization. This is possible only if the employees are kept happy and cared for. Strategies that favor employee retention, elicit competitive bonus schemes, and creates healthy work environment are pre-requisites for employee performance, culminating in higher production. 3.0 Analysis A company’s best asset is its people, so there is a good reason why the company needs to do what is right for them. A point of contention to performance and productivity is the way one works; the ability to work remotely, where enterprise convergence gains momentum. Organizations and structures have become more fluid. Mobility not just of the people involved, but their virtual working environment has become synonymous for productivity. For business bosses and their employees, a converged environment makes work location and distance irrelevant. The impetus to work for the benefit of the organization must come from within the individuals concerned. Just as a students finds his/her studies important and strive for excellence, employees must find the inclination to work from within their heart. This can come about with the sustained effort of the management to bring changes that enliven the workplace (Tanuja Randery, p.107, 2006). 3.1 HRM Programs Generally changes come about within an organization, be it through vacancies and new recruitment, expansionism, or introduction of new machinery or policies. Whatever may be the case, HRM programs should be formulated to develop a strong employee-employer relationship and also strong employee-specific programs. Promotions, rewards, recognitions, and incentives pave the way for better productivity and work environment. When vacancies arise, HR should look to identify an existing employee for succession. Such policies will only enhance competition among the workforce and create a stronger production line. Recruiting and training new people is tedious and expensive. The task of recruitment is an expensive, time-consuming process with legal pitfalls (Derek Torrington and Laura Hall, p.217, 1998). 3.1 Performance management Organizational changes are brought about to enhance performance. Workers need clear goals, focus on strategic improvements, and receive continuous feedback in order to change according to organizational goals. The importance of synchronized work ethics is a prerogative to better performance. This also inculcates the practice of executing better man-management strategies. An organization envisages that such practices instigate high performance, better productivity, and job satisfaction. 3.2 Worker development and training For an organization to perform at the highest level, their workforce requires training on a regular basis, and some companies don’t take this seriously enough. Organizations continue to introduce new manufacturing procedures, investing in information technology and machinery and equipments to stay competitive, but are yet to come to terms with the fact that employee-centric programs are essential. 3.3 Leader/supervisor development and training In any organization, the manager, supervisors, and co-workers play a crucial role in guiding the organization towards its goal. Though HRM may formulate strategies and motivate their workers, it’s the organizational workforce which has to perform. Managers and supervisors are the best people to do this, as they have the responsibility to make their colleagues perform, and interact with them throughout the day. Successful leaders should: 1. Communicate and execute business strategies 2. Support a committed, engaged workforce 3. Manage changes successfully 4. Serve as coach and mentor 5. Foster a culture of accountability 6. Make tactical and strategic decisions in a timely manner. Competitive advantage: Effective strategies are imparted to co-workers on identifying team roles, and conflict resolution. Problem-solving techniques and communication skills play an important role in team performance. Not surprisingly, a survey acknowledged the fact that there was a direct relationship between effectiveness of a team and the percentage of employees working in teams. 3.4 Safety and health Most manufacturers will argue that the safety of their workforce formed their utmost priority. The effectiveness of safety and health programs in the U.S. stood at an impressive 54 percent. This is because there is a greater regulation in the United States for such fundamental concern in workforce management (Richard S. Wellins et al., p.10-12, 2005). 4.0 Case Analysis Retention is what drives an organization and its workforce forward. Unless an employee feels secure or credits the organizational work ethics, he/she will in all probability relinquish their portfolio for better opportunities elsewhere. Equal opportunities are an excellent way to approach labor satisfaction. Training is another prerogative to workforce behavior and performance. 4.1 Observation For any organization, an effective co-ordination of its management, workers (employees), machines and raw materials is essential. How many times have one come across problems in industries due to unhealthy work environment that could be either due to poor man management, or working conditions. In both these cases, it is the organization that suffers. Each one of the above named entities is important in their respective sphere of activity. However, the most important asset of an organization remains to be humans. Without them, no organization can grow or for that matter, survive. It thus becomes mandatory for any company to devise policies that are pro-human in nature. “Functions such as managing cash flow, business transactions, communication, public relations, and production are part of human activities in sustainability and growth of an organization. Unless human resources are looked after diligently by the organization managers, the firm is likely to face unnecessary drawbacks, which could have serious repercussions on the organization as a whole. It is no secret that humans are the driving force of any establishment, and it is they who possess the drive to make or break an organization. In lieu of the current market and multi-polar world situation, the work ethics of most organizations are continuously changing. This change not only affects the business but its employees as well. In order to maximize organizational effectiveness, managers must be able to manage employee capabilities, their time, and talent. Human resource management is about employee’s satisfaction and attaining organizational goals. In a nutshell, HRM is about recruitment, training, performance appraisal, motivation, labor relations, safety and benefits, research, and compensation. According to Cherrington (1995), HR is responsible for introducing the workforce to other members within their organization, assist them through their work, motivate them through compensation for their labor, and solve problems that arise that may arise (Cherrington, 1995, p. 5). An essential component of a HRM, irrespective of its organizational size, is the job analysis; to determine activities, skills, and knowledge required of an employee for the specific job. This happens when there is a vacancy created by the termination or resignation of an employee, when a new organization is floated, and finally when there is the necessity to enhance production or introduction of new methods or procedures or machines [Cherrington, 1995] (Answers.com, 2007). HRM should view the importance of integrating human resource policies with business objectives, employees must be seen as valued assets, focus on competitive advantage through their commitment, adaptability and high quality. Motivation is the key to success. Employees need to be seen as proactive inputs in production processes, capable of development, worthy of trust and collaboration, leading to higher achievements through equal participation and informed choice. Stress is on generating commitment through communication, motivation and leadership. If employees’ commitment yields better economic performance, it leads to greater human development (Monir H. Tayeb, P.6, 2005). Japanese HRM policies have been a success story of human resource management: Perceived Characteristics of Japanese Employment are: 1. High levels of commitment to perform 2. Consensual rather then conflictual behavior from employees 3. Company rewards through Lifetime employment and welfare benefits 4. Recognition for devotion to work through seniority based pay 5. Co operative, participative and team-based approach is a time tested proven HRM practice 6. True employee value based approach for success through more investment on training “Such HRM practices led to the dramatic rise in Japanese exports during the 1960s and 1970s. The success of many large Japanese manufacturing firms in establishing offshore facilities in the 1980s led to debates concerning the organization of work and models of labor-management relations (Elgar and Smith, 1994: 1-2). The success of Japanese firms, with their emphasis on people as the key resource, became a model for Western managers (Dulebohn el al., 1995: 30; Goss, 1994: 4)” (John Benson and Philippe Debroux, HRM in Japanese Enterprises: Trends and Challenges) 5.0 Conclusion Production is dependent on performance. Workers are the assets of an organization. It is within the manager’s jurisdiction to identify problems that hamper production. If employees are happy, they perform exceptionally well for the growth of the organization. Decades ago, company’s never felt the need to reward or recognize their workforce for their hard work, leading to periodic absenteeism and lack of interest. Decades later, the trend has changed and companies have recognized the importance of acknowledging and at the same time rewarding their staff for their dedication and sincerity. Higher pay structures, flexible working hours, motivational activities, and bonuses are part of a company’s strategy to stay competitive and grow. Work should be seen as enjoyable. No one likes to work in a stress-filled atmosphere. The idea to generate interest among groups to perform systematically; giving them the freedom to innovate and develop their own working style will help improve production. We saw that an organization’s HR department has the primary duty of identifying promising and talented individuals for their work shop. Once they are selected, the managers come into the equation of motivating, and innovating. Understanding the needs of the workers is of utmost importance. Once workers see a shift in organizational policies towards them, they will return the favor and work tirelessly to the advantage of their company. 6.0 Bibliography 1.0 Answers.com, Human Resource Management: Information from www.answers.com 2.0 Cherrington, David J. (1995). The Management of Human Resources, Englewood Cliffs, NJ: Prentice-Hall. 3.0 David Pappie, Women in Business, The Long Haul to Parity, Management Today, 2006, Journal 4.0 Denkena, B; Apitz, R; Liedtke, C, CSA, Illumina, Benchmarking: an International Journal, Vol.13, N.1/2, csa.com 5.0 John Benson and Philippe Debroux, HRM in Japanese Enterprises: Trends and Challenges 6.0 Monir H. Tayeb (2005), International Human Resource Management: A Multinational Company Perspective, Oxford University Press, 2005 7.0 Tanuja Randery, Convergence, A New Way of Working, Management Today, 2006, Journal. Read More