Discuss about the Strategic for public and non-profit organizations.
Managing human resources within a workplace is a crucial element of leadership which has a special way of influencing a number of organizational outcomes. There are numerous organizational challenges which require effective human resource management . For instance, low staff retention implies the presence of managerial loop holes which when addressed can enhance a committed and motivated work force. This literature review highlights crucial human management issues and solutions which could be used by the Rescue and Care for Wildlife organization to enhance worker retention and develop a productive workforce.
Beltrán-Martín and Bou-Llusar (2018), diversity at the place of work has a direct impact on the commitment of people within an organization. The authors use case studies to discuss a number of causes of work place diversity and some of their impacts. Elements such as age, gender, sexual orientation, economic abilities, religious beliefs and culture are mentioned as some of the issues which lead to a workplace diversity. Defects in the relationship between workers of different professional levels especially when the higher members in the hierarchy look down upon those lower in ranks also impact the motivational levels (Bryson, 2018). The negative effects of workplace diversity could be one of the main reasons behind low volunteer ship at the Wildlife Rescue and Care organization. Strained relationships between workers at the organization could therefore be one of the causes of less retention and hence the need for more volunteers. The organization needs to work on team work and unity among the workers to they appreciate and complement one another. This could enhance productivity and improve their length of stay in the wildlife rescue organization.
Cox and Blake (2011) in their article point out that different backgrounds in a work environment may lead to low retention of employees. Apart from outlining the distinct relationship between variation in backgrounds and low employee retention, the authors offer tangible solutions to the problem at hand. They suggest the need for team building activities through a number of processes. First of all, workshops and conferences are suggested as the productive activities which are likely to bring people together. Secondly, the authors suggest the use of annual festivals where individuals celebrate their cultures while allowing other workers within the organization to interact with and hence appreciate their values. These facts are valid and could easily be implemented to address the research issue at hand. In a bid to retain its current crop of employees and even attract more volunteers for the wildlife care mission, the organization could consider employing the highlighted strategies. Lazaroiu (2015) points out that when people have fun together and learn from one another, their motivational levels are likely to increase as well. Such strategies create an interactive environment for the workers at the Care Organization where they are also free to express themselves. It is highly likely that workers will be attracted to stay in such surroundings longer than what would be the case in a non-conducive workplace.
According to Knippenberg (2009), the productivity of workers and the general output of the organization badly decline when the workforce is not closely knit. The tendency to achieve proper output from the workers largely depends on the leadership approaches incorporated. The nature of leadership causes variations in interest, level of commitment to the organizational goals and overall low worker morale. As can be deduced from this article, there is a direct correlation between leadership styles and employee retention. This argument rightly fits into the research problem as the low level of volunteership at the Wildlife Rescue and Care organization could be associated with the leadership forms in the organization. Poor forms of leadership lower the workers’ awareness with respect to the organization’s target. This may end up crippling key processes within an organization. When workers are not effectively directed by the leaders, the focus on the organization’s goals and objectives may be diverted. This in turn slows down productivity especially when some members within the process chains fail to give their best due to low morale and lack of knowledge/awareness. The article points out the need for effective leadership philosophies in a bid to enhance worker retention and commitment within an organization. As echoed by Lazaroiu (2015), such strategies may involve a leadership form in which the workers are taken through various educative forums where they learn and appreciate the core values and ideas of the organization. The approach also helps the workers to operate smoothly with each other despite the differences that may exist between them. The organization could employ this idea in a bid to increase the knowledge levels of the workers and volunteers while improving the levels of employee retention. The organizational case study projects that some of the workers could be leaving the premises because they feel incompetent and unaware of what to do. Educating and exposing them on the expectations at the wildlife rescue and care center could be pivotal in retaining the workers.
As discussed by Collings and Wood (2009) the aspects of culture, religious beliefs and variations in values are some of the challenges to proper human resource management in most corporate organization. Cultural backgrounds are further mentioned to be the leading cause of workplace frictions hence the need for proper management skills. As derived from the article, different cultures imply different languages; this then leads to a workforce where departments comprise people whose first languages are different. As mentioned by the authors, variations in languages due to different backgrounds lead to challenges in communication which is a crucial element when it comes to enhancing proper organization processes. The findings from this article are useful for the research problem since the author reveals cultural variations and language barrier as a possible source of employee unsettlement. This revelation can therefore be used to highlight a possible reason for low employee turnout and retention at the Wildlife Rescue and Care Organization. Language barrier comes with a number of impacts like a decline in the overall organizational performance and hence the economic strength based on its line of operations. As a mitigation strategy, the organization may need to revise its strategic plan on communication and embrace transmission methodologies which would ensure that messages from the leadership are passed in a clear and coherent manner to all members within the organization. Good communication creates a proper environment for workers which in turn uphold retention and productivity (Collings & Wood, 2009).
Johnason (2009) examines some of the management approaches which could be implemented in a bid to ensure workers are comfortable in an organization. Through the analysis of statistical records, filled surveys and direct interviews, the author outlines the various impacts of organizational model and its impacts on the human resource. The discussion highlights variations in leadership approaches as one of the transition which may require adequate addressing. In addition to highlighting the causes of low retention of workers, the author provides a number of practical solutions to the associated impacts. First of all, the aspect of knowledge management and dissemination is mentioned and emphasized. There is the need to treat each member of the organization with equity and honor irrespective of their level and nature of responsibilities. At the same time, knowledge about the core processes and procedures within the organization ought to be disseminated and made available to each member in order to improve efficiency and the overall productivity (Johnason, 2009). When the top management freely interacts with the workers incorporating them into the crucial decision making processes, there is a sense of belonging created within the human resource fraternity. Making the worker feel important and part of the organization’s main missions is an integral part of leadership execution which has a special influence on employee retention. Despite the fact that an organization may lack the necessary resources to heftily pay its employees, creating an environment where the employees feel embraced and appreciated would be an effective alternative. The findings here are integral as their implementation would serve to solve the research problem by offering counter strategies. Since the research question seeks to establish the reasons behind low employee retention at the organization, the findings from this article act as an appropriate response and hence a worthy contribution.
Graphical representation of the relationship between motivation and employee retention
It therefore follows that motivation of employees goes hand in hand with retention and productivity. As noted by Klerck (2009), there is a distinct link that exists between proper human resource management and productivity. The discussion gives the concepts a double edged perspective. On one hand, the author mentions that failing to contain the challenges associated with managing different people within an organization may lead to disruptions in core processes which in turn affect the performance of the organization. Some workers consequently choose to leave the organization due to these disruptions. On the other hand, managers can take advantage of a diverse workplace to get the best out of each member within the organization. The manager can draw the strength of each member and develop a team where each individual is given room to give their best. The differences between the employees in this case become the company’s strong point which greatly improves productivity. Effective communication and emphasis on teamwork are some of the suggestions put forward by the author as the possible approaches of effective human resource management. In line with this school of thought, Knippenberg (2009) further notes that there is the inevitable need for timely rewards of consistent and good performers within the organization. In addition to the timely salaries and wages, the management of an organization ought to establish an appropriate reward scheme. Through this scheme, the employees are motivated with monetary rewards and promotions based on their achievements with regard to the set company goals and objectives.
Diagram Source(Bryson, 2018)
Conclusion
The review of literature above reveals a number of key points associated with managing human resources. In addition to identifying the various aspects which lead to low retention in an organization, the review highlights some of the strategies which managers could put in place in order to adequately contain human resource management issue.
References
Beltrán-Martín, I. and Bou-Llusar, J.C.(2018). Examining the intermediate role of employee abilities, motivation and opportunities to participate in the relationship between HR bundles and employee performance. BRQ Business Research Quarterly, 21(2), pp.99-110.
Bryson, J. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. New York: John Wiley & Sons.
Cox, T. & Blake, S. (2011). Managing cultural diversity: Implications for organizational competitiveness. Academy of Management Executive, 5(1), pp. 45-56
Collings, D. G. and Wood, G. (2009). Human resource management: A critical approach. Human resource management: 2(1), pp. 1-16
Johnason, P. (2009). Human resource management in changing organizational contexts. Human resource management. 2(1), pp. 19-37
Klerck, G. (2009). Industrial relations and human resource management. Human resource management. (1), pp. 238-259.
Knippenberg, D. (2009). Work group diversity and group performance: An integrative model and research agenda. Journal of Applied Psychology, 89(1), pp. 1008-1022.
Lazaroiu, G. ( 2015). Employee motivation and job performance. Linguistic and Philosophical Investigations, 14, p.97.
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