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Surijah (2016) wrote that to offer innovative products or services demanded by its customers. created through knowledge management and its learning culture. employees should be creative, professional, morally competence and affectively committed to their company. There are congruent relationships among corporate strategy, learning culture, human resource strategy and human capital which have a significant impact on the performance. In a high competitive business environment, a company should adopt creative corporate strategy and learning culture, as well as employs high competent and affectively committed employees. human capital plays an essential role in bringing the company into a success. Managers should practice transformational leadership …show more content…
Findings indicate a gap between employees and employers in talent management practices. Employees are looking for better training opportunities and some form of remuneration and recognition that demonstrates full potential at work, and a decent work environment is important for employees to be innovative and perform better at work. Management transparency and open communication is essential to build trust which cultivates commitment and job satisfaction that eventually retain talent. Generation X managers find it difficult to manage their generation Y subordinates due to differences in value and attitude towards work. However, few have noted that open communication and equal treatment can help to manage this generation gap. Most of the respondents agreed on the importance of talent management and that management team should take proactive measures in ensuring there is continuous effort to develop employees within the organization. This involves strategic planning on career management and development programs for …show more content…
Entitled employees often demonstrate certain actions or attitudes in the workplace: Expect praise for meeting basic job requirements, Actively ask for special treatment or exceptions to a policy, Frequent workplace dissatisfaction, Hypersensitive to the opinions of others, Strong desire for autonomy, Demonstrate less respect for peers, Heightened expectations for raises and promotions, Distorted self-evaluations of performance. (Holderness, Olsen, & Thornock, 2016) suggested ways to recognize entitle employees, to bring out the best performance in them: Feedback from supervisors rather than peers, particularly when performance needs to be improved, An expectation of accountability for performance, An autonomous workplace environment, Clear expectations of future task responsibilities, The opportunity to shine. Entitled employees are willing and eager to work hard to impress. Entitled individuals don 't want to be told what to do step by step. They perform better when they feel ownership over their
(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
Managers can accomplish more through people by viewing them as self-energized, committed, responsible, and creative human beings. Theory Y Human Capital The productive potential of an individual's knowledge and actions. The Social Capital, Productive potential resulting from strong relationships, goodwill, trust and cooperative effort. Corporate Social Responsibility The notion that corporations have an obligation to constituent groups and society other than stockholders and beyond that prescribed by law are union contract.
With the current change in demographics throughout the workforce, organizations are feeling the effects of a larger percentage of baby boomers retiring and a large percentage of millennial new entrants. The words used to describe millennial employees, “spoiled, trophy kids, ambitious”, seem to be as everlasting as the constructive and negative perspectives attached to them. Many can debate on the entitlement of these employees within an organization, how these employees can be groomed and managed to better fit the organization, the positive and negative attributes they bring into the workplace, and how the preceding can benefit or derail the effectiveness of an organization. Nonetheless, a harder debate, comes about in denying that organizations must adjust to and integrate these employees into the workforce.
A successful company not only because of the employer, employee is the majority reason to build the success. A company can’t operate without employee. Employee is the brain of the comp...
The values, expectations, viewpoints and experiences between the generations are incredibly different and often in conflict. The struggle and solution, particularly for large, established corporations - with history and entrenched foundational processes for recruitment, performance management, work structure, service, talent development and rewards and recognition - will not be easy. Failing to make dramatic changes to understand and adapt to the demands of Generation Y will have material impacts to the bottom line. As Tara Wolckenhauer, DVP of Human Resources for Human Capital Management leader ADP points out, it is not enough to make minor adjustments in preparation for Gen Y in the workplace; it calls out for a strategy that recognizes future impacts on the full continuum of the business: “With the incredible influx of Gen Y employees entering the workforce over the next several years, it is crucial that companies prepare and ready themselves for transformational changes.
The talent management is defined by the Five STAR program where managers “begin a process of cascading, aligning, and translating these imperatives into clear goals and SMART (specific, measurable, attainable, realistic, and timely) objectives that relate specifically to each of the five STAR points” (NCHL). The programs institutes and refines goals, stipulates accountability and heighten company objectives correlating with each employee’s potentials. The principles of the succession planning and talent management strategy are to review and assess key talents to foster innovation and advancement in their careers.
According to our textbook Human Resource Management (HRM) is the policies, practices, and systems that influence employees’ behavior, attitudes, and performance. “The human resources management process involves planning for, attracting, developing, and retaining employees as the HRM planning provides the rights kinds of people, in the right quantity, with the right skills, at the right time (Lussier, 2012, p. 240).” According to our textbook the typical responsibilities of the Human Resources department fall into three categories, and they are administrative services and transaction, which handle hiring employees. The second involves business partner services that focus on attracting, evolving, retaining employees by having a clear understanding
With all the four generations working together in a workplace, it will influence the organizational work ethic, perceptions of organizational hierarchy, work relationships and ways of managing change (Anon., 2009). The Kelly Global Workforce Index states that 42% of workers in the U.S concede they have experienced intergenerational conflicts in the work environment, while 35% said they adjust the way they speak with colleagues from different generations so as to evade issues (Services, 2012). This variation in perception can have any kind of effect in how individual work together and understand each other. As human resource departments strive to show their relevance and effect to business units, HR leaders must become change agents in making a work environment that can get, keep, and develop talent from all different kind of generations.
Due to different generations such as Baby Boomers, Generation X and Generation Y working together HR professionals have to look into alternate ways to make it work and maintain productivity. Baby Boomers (1946-1964) are experienced individuals who have knowledge of why certain procedures are non-negotiable and why certain approaches or innovations don’t work (p40). We need to demonstrate we value their skills, knowledge, opinion and contributions. The author suggests we coach them by facilitating goals, and challenge them to grow and to mentor the next generation of leaders. Generation X (1965-1978) are perceived as individuals who seek learning and gaining experience.
Moreover strategies and methods used by Human resource management in order to obtain employee engagement and therefore achieve high performance working are also used, each organisation uses a number of different methods to keep employees working to their full potential. However there are several other factors other than human resource management that can contribute to high performance working. Leadership can have a significant impact, for example a strong leadership within an organisation can suppress high performance working as in essence high performance working requires innovation which with too strong a leader can be inhibited. Furthermore the company and the image that is recognised for the organisation can have an impact on how motivated and attitude of workers, as they may agree or disagree with the views, ethics and goals of the business. Finally the need for worthy workers within human resource management can have a substantial effect positively and negatively.
In recent times, Human Resource Professional has faced a growing number of challenges in responding to the needs of the contemporary workforce and attempting to win “The War for Talent”. These include globalisation, increasing workplace diversity, technological change and an aging workforce among others. This essay will attempt to show that the three most pressing concerns the Human Resources Professional faces today in satisfying the needs of the contemporary workforce are those, of addressing skill gaps, ensuring employee wellbeing and adapting to increased workplace diversity. Companies will need, to address these three areas; in order to become “Employers of Choice”, meet the needs of their employees and achieve their Strategic Human Resource objectives and ultimately succeed in “The War for Talent”.
In the fields of management and business, Strategic Human Resource Management (SHRM) has been a powerful and influential tool in order to motivate employees to perform productively. (Ejim, Esther, 2013). According to Armstrong (2011), SHRM refers to the way that the company use to approach their strategic goals through people with a combination of human resource policy and practices. The purpose of SHRM is to produce strategic capability that the organisation must ensure such that employees are skilled, committed, and well-motivated in order to achieve a sustainable competitive advantage, (Armstrong, 2011). Particularly, the organisation must be able to carefully plan strategic human resource ideas, aimed to increase the productivity.
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.
In addition, human resource management has to be business savvy and think of themselves as strategic partners in the 21st century. Multi-generational workforce.... ... middle of paper ... ...
The purpose of this assessment is about how organizations create a culture of learning through knowledge and learning, and then gain a competitive advantage. First of all, all employees should be focused on sharing knowledge will be assessed through the importance of knowledge, sharing knowledge and knowledge management, both benefits and berries will be covered to discuss how knowledge can helps forming a learning culture to connect with competitive advantage. Subsequently, learning as another source of competitive advantages will be talked about why organizations should be focused on learning which is also connected with knowledge. At the same time, some learning theories, methods and approaches will be included in learning and development