Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
Human resource management theoies
the effect of technology on hr
Human resource operation management
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: Human resource management theoies
High performance work system is the combination of an organization’s process as it pertains to Human Resources design, management processes, and supporting technologies (Snell and Bohlander, 2013, pg. 700). The interrelation of all these terms are simply the dichotomous nature that surrounds them, for instance, Human Resources practices, would be involved in recruiting, selecting, staffing, and training for a desired outcome. What is actually taking place is a collaborative design which involves all these terms for a better operation. Actualized more definitively four components are significant within Snell and Bohlander’s argument and they are, “egalitarianism and engagement, shared information, knowledge and development, and performance reward linkage” (Snell and Bohlander, 2013, pg. 700).
Four Components of High Performance work systems.
Egalitarianism and engagement is the process whereby staff and executive managers are all enjoying the benefits of working enthusiastically and fairly for the development of the organization. This is where each employee has a voice in a decision making and understands the benefits of being actively involved in the organizations operations. A sense of work performance is key to employees when they are aware of their individual credible actions or ideas. Augmenting to this, is the organization active participation for the enrichment of its employees. This ranges from compensation or bonus packages, paid time off, promotion, and extra perks. What is even greater is the fact that many organizations are willing to incorporate workers union within their design process. This is especially important as workers understand that the organization is not against its employees rather on the contrar...
... middle of paper ...
... and a just conclusion can be derived from these information; which is even greater to argue, that it would be harder to be of favor to one individual over another when every information is stored safely. Thus, it can easily be seen who is working in favor of the organization and how much that or those individuals are pressing to make an impact for their organization. Professors are actively involved in the learning life of their students which is easily seen by the review board.
Conclusion.
High performance work systems is as sociable to an online platform software as is put forth from the argument above. The broader aspect of these terminologies are doable and supports an even greater chance of fairness for every student and professor.
Works Cited
Snell, S., & Bohlander, G. W. (2013). Managing human resources. Mason, Ohio: South-
Western.
Employee engagement is shaped by many internal and external variables. Basic needs such as fair pay and safe working conditions were primary considerations in the late 1800s. Early theorists focused primarily on the individual and theories and research centered on individual motivation and outcomes. Significant work was spent on reshaping tasks to improve productivity and output. As safe working conditions and fair pay became commonplace, different variables such as job enrichment and personal growth became important for individual workers.
The case study of GMFC provides an example of a company attempting to avoid unionization of its workers. GMFC is expanding by building a new U.S. plant which will manufacture motorized recreational equipment. The company plans to hire about 500 production workers to assemble mechanical components, fabricate fiberglass body parts, and assemble the final products. In order to avoid the expected union campaign by the United Automobile Workers (UAW) to organize its workers, GMFC must implement specific strategies to keep the new plant union-free. GMFC’s planning committee offers suggestions with regards to the plant’s size, location, staffing, wages and benefits, and other employee relations issues in order to defend the company against the negative effects of unionization and increase...
You can see by these two cases that there is a difference between employee and non-employee union organizers. The main difference being in where they ...
Employees are motivated to join labor unions for various reasons. Most important of all is to seek redress for any real or perceived injustices in the workplace (Kearney, & Mareschal, 2014). The management should take cognizance of this fact and act accordingly to roll out a labor relations strategy that will enable them relate well with their employees whether unionized or not. When dealing with union matters at the company, the management should take bold steps in preventing the increase of union-related activities by enticing the employees by enhancing grievance handling and how the employees relate with the company (Carrell, & Heavrin, 2004). This can be achieved by:
While many of the laws and regulations that arose out of the labor movement protect workers and define employer’s responsibilities, there has been significant pressure from employers to ensure that their organization does not organize. Dias (2009) states that “most organizations feel the constraints of having a union organization are too great”; negatively affecting the organization’s cost of operation and efficiency (p. 278). In response to the organizational desire to remain union free, Human Resource Managers (HRM) have an important role to play in regards to employee relations within organizations (Dias, 2009). Dias (2009), identifies three phases of unionization, the first is the “organization is union free and there is little to now interest in unionizing” (p.
In essence, when employees feel engaged, then they are more enthused to generate greater productivity, morale, and better working relationships along with added trust in the employer in which they work for. However, a key issue in organizations amongst employees is the concept of fairness in the workplace. Moreover, when employees gain a sense of unfairness in their work or policies and procedures, then it causes employees to question why and if they should be part of the organization.
Work reform, as interpreted by the employer, is a modern concept that has at its core increases in efficiency and effectiveness and a content and stable workforce. Work reforms are a means to an end; the end being increases in efficiency, production, and profits in a volatile global market. Depending on which method is used, the goals are to motivate their workers to gain their compliance. By paying more attention to a workers values, attitudes, and psychological needs, etc. a company can set the foundation for a more militant workforce and perhaps circumvent unionization. A company can try to create a “corporate family”, for example, via a corporate culture to try to facilitate this type of reform. The implementation of a corporate culture is an attempt to get workers to “buy in” to the firm’s overall goals (Krahn, Lowe, Hughes, 2011 p. 244-248). Key themes include workers as human beings, organizational cultures, constant adaptation, co-operation, creativity, flexibility, work teams, doing more with less, continuous learning, flatter organizational structures, customer-service, and participative management, etc. The goals and motivations for work reform as it pertains to a workforce differ from those of firms. Workers see changes such as enhanced on the job decision-making, increased autonomy, a decrease in monotonous and arduous tasks, and more input into large company decisions(that will ultimately affect them) as positive. Other changes that workers would embrace are pay increases and the addition of family friendly work policies such as more free time, and on-site daycare. Since a number of large manufacturing and service firms are unionized, a motivation and goal for work reform, in this respect, would be for a co...
Engagement is also an important part for the employees. The company provides information of the board meetings to all employees. This enhances the employees’ feelings of being well-informed and engaged. The employees even can challenge the current unit wage for manufactured parts. This is an open discussion, so we can see that employees are treated as if they were partners.
Human resources should definitely want to increase productivity and growth of the workplace. All the more, essentially each employee wants to feel as if they are apart of something bigger that brings about promotion for someone or something greater than themselves. Therefore, that is why is it is pivotal for employers to cultivate high employee
Employee engagement, a term devised by Gallup research group, is viewed as an important management tool for any company who wants to be an effective and productive organization. Researches have shown that employee can contribute positively to the organization vision and goal when a company engage them effectively. The employee will also feel more passionate about their work and have a sense of belonging.
Ulrich, D., Younger, J., and Brockbank, W. 2008. “The twenty-first century HR organization.” Human Resource Management, 47, pp.829-850.
The buzzword in the global HR arena these days is ‘employee engagement’. Its impact has become so immense that is has become somewhat indispensible in the realm of the business world where operational efficiency and profit earning are the sole endeavour of any company. The questions are often asked regarding the utility of the employee engagement policies that are adopted by the companies especially in this world of cutthroat competition. These policies have been extremely useful one hand for the organisations; on the other hand they have been a failed drastically as effective HR and internal communications function in lot of companies.
...onship between the employer and the employee. Employers who recognize this and proactively use strategies to promote employee involvement and fair employment practices will be likely to reap the organizational rewards of doing so.
As previously mentioned, labor unions have emerged as organizations that help improve work conditions for employees who work in organizations that do not establish appropriate policies and practices regarding labor relations. As a result, it has been argued that an organization that deserves a union gets one, which implies that workers will not want to unionize if appropriate leadership and motivation tools are utilized as well as
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.