Possible Areas of Conflict Between the Human Resources Functions A business can get a lot of conflict between the human resource functions, which are human resource planning, recruitment and selection, training and development and performance management. Safeway need to avoid as much conflict as possible, however this is not always easy, because they need to think of other functions for example; the recruitment and selection programme may be recruiting people that don't have the relevant skills. The training and developing team will not be happy in the way that they have recruited and selected these people because they will have to train them of things they should already know which is frustrating. If this occurred in Safeway this will be very time consuming and lead to many problems. Problems will occur because they have all of these new staff waiting to be trained but they don't know what to do.
Changes such as how employees are hired into the organization, training and development, performance evaluation, and employee relations are all factors that affect an organization (Mello 2015). This can be an barrier for organizations who fail to look at unsuccessful endeavors as learning experience and enforce consequences for failure. Based on Mello, people are creatures of habit and are resistant to change. This can cause strategies to fail. Conclusion The reason organizations experience these barriers when implementing Strategic Human Resource Strategies is due to the culture of the organization and the employees’ resistance to change.
Some of the major reasons for resisting change are fear of the unknown, fear of loss, fear of failure, personality, politics, and cultural assumptions, and values. The reasons for resistance are as diverse as the workforce itself and vary with different individuals and organizations. The challenge for managers is introducing change in a positive manner and managing employee resistance. Traditionally, resistance is seen as a barrier or negative which can increase resistance. However, many strong leaders today are looking at resistance as a learning tool and form of feedback.
The stakeholders will be intrigued to hear how the association considered morals, and in those cases it is the supervisor 's obligation to talk for the organization 's sake. Moreover, manager may be in charge of making or executing changes to an association 's moral codes or rules. These progressions may be in light of an interior determination in light of the experience of workers. (Burke, n.d) There are different reasons behind resistance to change for instance misconception about the requirement for change or when the purpose behind the change is vague, if staffs don’t understand the requirement for change which can
Employee resistance participants gave a variety of reasons forresistance by employees and managers. The top-five reasons for employee resistance were: • Lack of understanding around the vision and need for change: Primary reason that indicates the employee resistance was that vision of change project are not understandable by the employees. Employee did not understand clearly that why this change is happening, nor did they have adequate knowledge regarding the change itself. Employees did not have the answer to the question, “what’s in it for me?” . This could include, "Will I have a job?," "How will it impact my daily work?," "How will I benefit from the change?".
If the stretch goal appears impossible to reach or credit is not given to employees for, progressing toward the goal the organization could result in demotivating employees and worst the organization could see disappointing results. However, easy goals are also demotivating and unproductive. Therefore, it is critical that stretch goals when assigned appear to be difficult and challenging, yet attainable. Because stretch goals are so difficult to reach, the organization needed to address the issue of how to respond to failure when employees did not reach the stretch goal. Jack Welch ex-CEO of General Electric was in a similar situation in which GE fo... ... middle of paper ... ...ld interview or observe them, have them become the trainers for your new hires.
But Keller has to understand differences in cultures and personality and cannot assume same mentality. As a manager Keller has to learn how to utilize his resources properly and deal with conflict constructively and tactfully. The evaluation system can be a powerful tool for personnel motivation and development if properly utilized but can do the opposite and create animosity if not fully understood.
Others were implemented, such as teams, but the actual structures were not sustained, creating confusion and tension as employees tried to work within a framework that did not always make sense. Although constant change was once embraced as a vehicle for innovation and increased success, it became increasingly difficult for the employees to follow large shifts. While change can create progress, it can also reflect a lack of focus and/or signify a lack of clear interest in a strategy or approach. In order for changes to be effective, they have to be clear and be implemented in a way that allows for their evaluation. Furthermore, as the company continued to hire from the outside, current employees found themselves isolated with no opportunity for upward mobility.
Below are some causes for an organization to resist change: Causes for organizational resistance to: • Change affects parts of the decision-making process. • Control- individuals having control characteristically do not want to let go of the control. • Fear of the unknown- organizations due to the unknown may be afraid of change. • Organizational goals not meeting the needed change or the goals require change in order to fit... ... middle of paper ... ...mental, reactive, or strategic the Lewin change model works. Managing change includes a broad assortment of change model strategies for an organizations management team to select from for the organization to achieve successful change.
It actually determines the subject-matter as if the employees are troubled by the definite rules, the sender will not send some of the messages. Status can also act as a barrier to communication as there is formal division especially when information is transferred from the top hierarchy to the bottom. This complexity in company structures causes delays in communication and also changes in information as it reaches the receiver. Also organisation barriers can also act as communication barriers in companies. Insufficient resources such as telephones and translators causes the transfer of information in companies meaningless.