The Major OB related issues that should be of concern to Aussieco are issues relating to: Individual Lack of employee commitment and work quality, Lack of training, Motivation, job security, job satisfaction Management Management effectiveness, traits , Leadership style, Conflict problem, control, reward Process Human Resource Management Problems (staffing, training, motivating) Policies problems, Rules and procedures Group Group problems Structure Organisational Structural factors, Hierarchical problems, Abuse of corporate power for personal gain Context Economic, Social status, Technology Huczynski A and Buchaman D(2007) pg 11-12 Communication Communication problems Production Factors Quality problems, Customer loyalty, Status problems, Survival problems Networking Socialising/politicking These factors can be described under the following topics below:
Human resource polices: HRM procedures can be used both to develop people at work, to control their behaviour and performance” (Child J 2003) Its policies include Team work and Employment security, Careful recruitment, High pay with an incentive element, Extensive training”(Child J 2003).The HRM in Aussieco had no such policies that’s why problems existed. Hierarchy is another issue to be considered which has been greatly criticized (Child J 2003). Hierarchical nature of companies has facilitated the problem of the abuse of corporate power for personal gains (Child J 2003) pg 4. Evidence of this is seen in the CEO’s action.in Aussieco. For an organisation with 600 employees, “there should be two layers above non managerial employee”. (Child J 2003) page 68.Aussieco needs delayering. Work Place problems like in Aussieco occurs when the are unfavourably situations that surround the workplace. Workers of Aussieco come to work generally feeling frustrated as the conditions that surround their arrival, work and departure are not conducive. Group problems, senior management have their own dinning room and sales staff. These are people who should mix up with the other employees. Problems occur when it is difficult for other members of the organisation to be a part of the group like in Aussieco . Leadership: Traits approach: Certain traits are needed in an individual to emerge as a leader (Bozionelos N 2008) seen in the Big five traits “Emotional stability, Openness, Agreeableness, Conscientiousness, Extraversion” (McCrae and Costa 1987) To become a leader you need to be high on conscientiousness, openness, extraversion and low on agreeableness. (Timothy Judge and his associates 2002). To be an effective leader, a person should be high on extraversion, openness but low on conscientiousness (Judge, Bono, Ilies and Gerhardt, 2002). Situational approach In judging leadership it may vital to look at the favourableness of the situation to the leader (The Fielders contingency model 1964 and 1967).
Ulrich, D., Younger, J., and Brockbank, W. 2008. “The twenty-first century HR organization.” Human Resource Management, 47, pp.829-850.
... organizational structure that needs to be maintained for its operations in Australia. As the suggestion has been of total ownership thus span of control is needed and these factors have been discussed in this report to illustrate how effective the organization can be in Australia.
(2014) is “the way in which leaders interact, make decisions, and influence others in the organization” (p 237). The culture needs to foster cooperation from all areas of an organization, while providing the ability for adaptation and growth. Not all organizations culture will be the same, there is not a correct one that can blanket all organizations to cozy success. (3) Talent Systems. Human capital drives all organizations, the right people need to be in the right jobs with the correct opportunities for growth and advancement. There must be a constant search for strategic thinkers and leaders able to step up with called upon. The authors mention “Talent Sustainability” (p. 248), there must be enough qualified employees ready to move up so the organization will not stall while searching for others to replace others due to attrition, or other opportunists. (4) Organizational Design, must take a number of variables into account while providing structure to an organization. Hughes et al. (2014) state “the design of the organization is a trade-off between options, each with advantages and disadvantages” (p 253). The correct design can help clear the hierarchy of an organization and the proper channels for
The main problems that are affecting the company were the high level of labour turnover, below target production rates, high levels of scrap, the employees had little input in the decision making, therefore resulting in low motivation and job satisfaction, and didn't have enough feedback on there performance. Added to this was the conflict between the supervisors and employees in the production and packing areas, and the grading and payment levels wasn't satisfactory to the employees.
Australia has had one of the most outstanding economies of the world in recent years - competitive, open and vibrant. The nation’s high economic performance stems from effective economic management and ongoing structural reform. Australia has a competitive and dynamic private sector and a skilled, flexible workforce. It also has a comprehensive economic policy framework in place. The economy is globally competitive and remains an attractive destination for investment. Australia has a sound, stable and modern institutional structure that provides certainty to businesses. For long time, Australia is a stable democratic country with strong growth, low inflation and low interest rate.(Ning)
This paper is about leading people through a management system called Human Resource (HR), that does more than payroll, design training, and avoiding lawsuits. It provides essential components that will ensure that human talent is used effectively and efficiently to accomplish organizational goals. It is a case study of the Rio Tinto company 's Human Resources global approach after a significant downsizing in 2008.
Human Resource Management is defined as the management of activities undertaken to attract, develop, motivate, and maintain a high performing work force in an organization. There are a lot of myths about the HR department, for example people just view HR as a “hiring department” and believe it has no major role in growth of an organization. Traditionally, HR function has been viewed as primarily administrative which was focused on the level of the individual employee, the individual job, and the individual practice (Becker, Huselid, and Ulrich 2001), with the assumption that improvements in individual employee performance would undoubtedly enhance performance of the organization. But in the 1990s, an emphasis on strategy and the importance of HR systems emerged with HR emerging today as a strategic paradigm in which individual HR functions, such as recruitment, selection, training, compensation, and performance appraisal, are aligned with each other and also with the overall strategy of the organization (Khatri et al, 2006).For making a successful transformation the HR department has to shed its traditional administrative, compliance, and service role and adopt a new strategic role concerned with developing the organization and the capabilities of its managers (Beer, 1997). Competition, globalization, and continuously changing market and technology are the principal reasons for the transformation of human resource management today (Beer, 1997). According to Beer (1997) following areas are needed to be improved in higher levels for a strategic approach towards Human Resource Management.
In my opinion, HR practices can make positive contributions to organisational performances, because except the unpredictable external environments, human resource management can improve the most factors that affect employees’ performances which finally influence organisational performances in long-term perspectives. This essay is aim to prove human resource practices can positively effect organisational performances based on literature discussion and empirical evidences. The next section briefly brings few negative views about the limitation of HRM related to improving organisational performances. The third section discuss the positive relationship between HR practices and organisational performances are established by applying HRM processes of hiring, selecting, placing employees as well as creating employment relationships within organisations. The final section is going to analyse an example company Mark & Spensers successfully utilised HR practices to improve their organisational performances and created competitive advantages.
To compete in a global economy, organizations of all types are focusing on improving productivity, quality, and service. In each of these areas it is important to tap the talents of the available human resources in these organizations. Effective leaders must understand and depend on the interrelationship among organizational structure such as power, authority, influence and leadership. In addition how it abides in organizations and how it move others to accomplish the organization goals.
In this paper we have chosen to explore Procter and Gamble (P&G), a multinational corporation which has lead the way in creating one of the best human resource management systems to date. By using P&G, we are seeking to provide an example of how current multinational companies make decisions to manage their human resources (HR) activities, in search of effective management of their HR costs and in search of professional HR management.
The work of HR specialist is not only affected by the internal factors, there are also external environmental factors that influence how HR specialist operates. In this section, I am going to discuss factors that influence the Practice of HR in organizations, from outside the scope of the organization. The factors include Political, Legislation and Regulations, Actions of Competitors and Economy of the country
The importance of Human Resource management is associated with the beginning of mankind. As the knowledge of survival had begun including safety, health, hunting and gathering, tribal leaders passed on the knowledge to their youth. However more advanced HRM functions were developed as early as 1000 B.C and 2000 B.C. Since the modern management theory took over, the working environment was transformed into a more friendly and safe work place. The workers were termed as most valuable resources. While some companies took the human side of employment seriously, there were others who did not find it mandatory. Hence they faced huge labor unions and factory shut downs (Henning, 2001).
Lewis, Clive (2007) Human resource management international digest. Bradford: 2007. Vol 15, Iss.4: pg. 3.
One of the causes that influences an organization’s human resource is its strategy. A strategy refers to a plan that in place to guide business operations and activities. The business strategy then provides schedules and activities for the employee, and as a result affects the human resource. The scope is to build on qualifications and capabilities, therefore influences human resource to higher capacity while the unsuitable distribution of tasks may dampen human resource to poor results. Managers in the organization play a significant role in influencing human resource. The type of leadership structure and leadership style implemented by the organization establishes the level of encouragement that a leader and their leadership have on human resource. An ineffective leadership will fail to mobilize human resource into performing required tasks due to poor control of employees. Effective leadership influences human resource management responses to the management’s needs towards competitiveness. Ammi, F. T., & Mushatt, S.
Human Resource Management (HRM) is fundamentally another name for personnel management. It is the process of making sure the employees are as creative as they can be. HRM is a way of grouping the range of activities associated with managing people that are variously categorised under employee relations, industrial/labour relations, personnel management and organisational behaviour. Many academic departments where research and teaching in all these areas take place have adopted the title department of human resources management. HRM is a coordinated approach to managing people that seeks to integrate the various personnel activates so that they are compatible with each other. Therefore the key areas of employee resourcing, employee development, employee reward and employee involvement are considered to be interrelated. Policy-making and procedures in one of these areas will have an impact on other areas, therefore human resources management is an approach that takes a holistic view and considers how various areas can be integrated.