Discuss about the Human Resource Management for Performance Improvement.
Achieving the amicability amongst work and individual life is ending up being continuously troublesome on account of the weight current society has set on individuals. This paper attempts to portray what work/life evening out is and perceives the favorable circumstances it can bring from both supervisor and specialist perspectives. All things considered, the paper makes recommendations for Human resource specialists in executing accomplishment work life adjustment approaches on their relationship to get a high ground in the business focus.
Work life balance and flexible working are the most important agendas in an organization and both the aspects can have positive and negative consequences. It has been analyzed that most of the organizations take prolific steps to reduce the costs of the business operations. Most of the companies try to control the payroll as it is the biggest cost base. Thus it is quite important for the organizations to formulate basic strategies that would enable to avoid the redundancies. Therefore, there is a restored eagerness within the organization for workforce flexibility that would enhance the organization to diminish the expenses (Abernathy, 2013). In various situations when organizations plan to cut down the staff, many staff tries to develop the abilities and skills which would help them to demonstrate the career progression capabilities. Thus, it is necessary on the part of the employees to understand the core aspect of work life balance as the hierarchy level of the organization depends on the different perspectives of work life balance and flexibility in work. In most scenarios it has been evaluated that the employees always find the increased workload as stressful. The employees tend to consider the extra workload as detrimental for balancing the workload and life. Extra workload always makes people of an organization stressed and this can significantly affect the wellbeing and health at risk (Allvin, 2011). These situations basically occur at organizations where the job security is mostly threatened and the employees heave to carry extra workload. In most cases employees have to work for longer durations at workplaces where the workload is quite higher that of the normal organizations.
Previously there was a war for acquisition of talent but in the present day employers mostly are reluctant for the investment that has to be the most dominant aspect in major business sectors. Now the employers are more focused on the increased flexibility and trying to reduce the workload so that it will enable the employers to retain the staffs. Therefore some employers are strategically trying to implement inevitable reductions so that it would provide the organization to redesign the significant roles of the employees within the organization and execute new jobs that would enable the employees simultaneously to maintain the flexibility and the work-life balance flexibly (Bates & Goldberg, 2011).
Evaluating and analyzing the case study it can easily be said that Juliet Bourke is not exactly quite comfortable about the “reshaped” argument for where the flexibility aspect is heading. It is necessary for workplace flexibility to reduce the overhead costs and boost the productivity. Juliet Bourke is much concerned about the flexibility at workplace as she thinks the workplace flexibility has shifted and it is not for the better. According to Juliet Bourke flexibility is all about expecting more out of the fewer people and as opposed to the previous perspective she is quite afraid about the inadvertent consequences. In basic situations the employers in charge can significantly visualize the monetary crisis during the period of using flexibility as a significant piece of inexcusable ways. The employers might tend to reduce the hours of working for the employees during the time when it is not needed but can implement extra workload on the other employees those who have to work for a longer duration because of the increased workload (Benetti, Bacha, Garrido Junior, & D’Andréa Greve, 2016). Therefore, flexibility cannot ensure at any grounds about the win-win situation for employer and employee both in most of the situations. Flexibility is the only benefit that was universally requested on both terms horizontally and vertically in all organization for supporting the balance in work-life. In various organizations for accommodation of new requirements, the business must prolifically develop so that sustained solutions would be flexible for working and utilizing the redesigning of the job.
There tends to be critical situations that basically demand from the clients can significantly decrease the downturn result and in response to the significant deterioration, employees can reduce the working hours by the flexible arrangements of work and improve the work life balance. One of the most important elements of this particular strategy basically includes the widespread programs for employee assistance as well as employee flexibility and therefore it would prolifically help in developing a diversified, high performance and adaptive workforce that is significantly prepared for meeting the future as well as the current needs of the business operations. The leave options and voluntary flexible work can be easily provided for avoiding redundancies whereas, the salaries and wages can be paid consequently (Blyton & Jenkins, n.d.). But, it has been evaluated in few organizations that there is a sturdy culture around the work-life balance and thus the redundancies are prolifically inevitable. It has also been noticed that in some scenarios the executives have prolifically recognized the major benefits acquired from the strategies of work-life balance and the upper management, supervisors and leaders would prolifically explore distinctive ways for minimizing the redundancies and reduce the operating costs. It is the prolific role of the executives of the organization to know about the need of the staff for being committed and engaged in a workforce for being profitable. Therefore a significant culture in an organization provides higher levels of engagement in terms of employees for supporting the work-life balance (Byerly, 2012). The most efficient and effective is the flexibility and the major ways of working for all the employees, despite of the employees being part-time or full-time workers in the organization. In certain cases of redeployment, flexible work practices and natural attrition, the maximum reductions comes whenever there is a decline and all the employees of the organization tend to remain responsive in these type of situations. Analyzing the duration in the future it is quite obvious that economy can significantly boost and talent acquisition can again be on demand. Employees also tend to showcase that they should work hard during the downturn time but in major scenarios it has been assessed that the downturn creates a huge impact on the employee engagement which significantly affects the productivity as well as the discretionary effort within the employees affecting the organization (Falcone, 2010). It is quite tough on the part of the employers for having a affianced workforce if they are indignant. It has also been analyzed that even in the short term basis engaged workforce drive to get plenty out of the less and it’s not always quite productive in nature. So, in the time of requiring high levels of workforce engagement one could easily find the business operations within the lower levels of workforce engagement.
Many organizations tries to increase the sales and tries to capitalize on the saving aspect of the overhead costs which would lead to ensure to earn significant profits and for ensuring the profitability the organizational people does whatever needs to be done for having a prolific result. This perspective significantly impacts the amount of time required for taking this aspect into consideration (Gerson, 2010). This fashion basically prevails in multinational companies that have regional offices. In most of the situation if the structure of the organization doesn’t possess the structural efficiencies to put the significant job role in the correct places for redesigning the redundancy program then the companies are liable to set back themselves as they look for doing more with the less. As it is quite well established that the talented employees tend to be more profitable and productive, but there is a line in between the burnout and stretched goals even for the employees and performers those are talented. Therefore, it can be well outlined that flexibility has prolifically moved from its innovative paradigm to such an extent that it has become inevitable as well as necessary. Both pros as well as cons are significantly associated with this paradigm and a well outlined management can significantly lead the correct effective workforce for having a work-life balance (Hill, Hawkins, Ferris, & Weitzman, 2011).
Various employees have different ways in execution of responsibilities and tasks within an organization. Based on the requirements, extreme workload and working hours can be categorized as follows:
Anything in excess do creates a lot of pressure on individuals. In case of workload in organizations it negatively impacts the employee and their performance along with the various people that are associated with them i.e. the families, community and the employer. A lot of research has indicated that working for long hours have significantly proposed a complex relationship with vital risks as it basically gets influenced by some major factors that includes employee control, performance of the employee, work as well as non-work responsibilities and most importantly social life idiosyncrasies. It has been noticed that working for long hours has quite number of negative impacts like sleeplessness, providing less quality time to families and different individual life responsibilities (Hong, 2011). All these aspects prolifically have unpleasant effects on the body like negative attitude, fatigue, uneasiness and turbulences that basically leads to deprived performance activities. Poor performance also influences and impacts the employer. Similarly the community is also affected by individuals via their impeded approach to life. It has been noticed that employees working for long hours result in depriving in attention and alertness and thus poor concentration leads to health and diagnosis of diseases. Therefore if employees work for long durations then they tend to face many ill effects which decline their performance and create a lot of health issues. Firstly people working for long duration feels de-motivated. They should be provided with proper incentives so that they may feel dedicated and motivated towards their work and the organization. They should also be significantly assessed with the basic understanding of importance and responsibilities towards the organizations and if in any situations their suggestions are required then they should be given proper regulation to keep their suggestions (“Job flexibility and work-life balance pay dividends for Nationwide: High satisfaction rate among employees”, 2013). If this perspective is not taken into account then the employees tend to lose their efficiency and thus can have negative effects over their job performance. Ascertaining the negative impacts employees face the employer of the organization must step up for performing major activities for encouraging the employees who works for long durations.
Therefore, it is important for a manager of an organization to make all the employees motivated and catering all the psychological needs needed for working excessive hours. Promotions, incentives etc are the basic ways by which the employees feel motivated and thus increase the efficiency level in achieving the objectives during the excessive working hours.
It is quite important for the managers in an organization to maintain the zeal within the workers in their work. For ensuring this the employers must take effective steps that would make the employees clear about the collectively outcome of the downturn (Mann, 2013). It is the role of the employers for making the employees aware about the significant influence and positive impacts of having working hours being flexible. The managers must let the employees know that the organization need them during the downturn times but they does not possess enough resources so the manager must convince them to cooperate and work together for longer duration with effectiveness and efficiency for the well being of the organization. Once the organization is out of the economic downturn then the employees can again enjoy the time of working for fewer hours and moreover they would be provided with perks and incentives accordingly (Mitsakis & Talampekos, 2014). This scenario would lead the entire workforce to work dedicatedly towards the organization with more commitment.
In the time of economic misbalance, it is quite important for proper allocation of all the resources whether it is the capital, human resource, space and time. It is an important role of the employer to encourage the employees to complete the work in time and significantly provide a time structure along with the work which will enable the employees to follow the structure to complete the work in time. This would actually enable the employees a well as the organization during the economic misbalance to work effectively and efficiently which achieving the objectives and goals within the deadlines (Palan, 2007). Form attaining this peak it is the role of the management and the employer to provide all the employees about the significant knowledge about time management and ascertaining completed results. It must also be noted during economic downturn that important resources and time must be effectively used and wastage of these resources must be negligible. All the resources must be efficiently used during the economy misbalance and proper utilization must be done to define the most important tasks. The employers and the management of the organization should also counter balance the results during economic downturn and therefore it is mandatory to have an effective and open communication by which the organization will be organized at various levels. This would prolifically enable the organization to have a significant harmony and proper teamwork for gaining optimal output and motivation level within the employees. Even in the economic misbalance the employers must play a prolific role in expressing the satisfaction towards the employees when the employees achieve the desired level of performance and they must also be rewarded for achieving the goals and objectives (Peters, den Dulk, & van der Lippe, 2009). This would help them to keep motivated as well as dedicated towards the organization. Proper decision making and effective utilizations of the resources and work contributions can facilitate the work-life balance during an economic misbalance (Piersol, 2007).
Evaluating the organizations now-a-days the meaning of the term flexibility is changing rapidly and this change requires being absorbed in the work environment to ensure customer expectations and satisfaction (“Pitfalls in planning flexibility”, 2016). Thus it is quite important for the employers in the organization to have prolific culture that would ascertain to have a better balance in work-life flexibility. It is also necessary for having a proper management and efficient framework by which the goals of the organization can be achieved and also the personal loves of the employees will not be at stake (Schwartz & Zimmerman, 2012). In situations like economic misbalance proper utilization of human resources with no grievances can also enable the workforce to carry a work-life balance effectively.
References
Abernathy, W. (2013). A behavior-based employee performance system. Performance Improvement,42(5), 15-18. https://dx.doi.org/10.1002/pfi.4930420505
Allvin, M. (2011). Work without boundaries. Chichester, West Sussex, UK: John Wiley & Sons.
Bates, F. & Goldberg, M. (2011). On Systematic Balance: Flexibility and Stability in Social, Economic, and Environmental Systems. Contemporary Sociology, 20(3), 363. https://dx.doi.org/10.2307/2073672
Benetti, F., Bacha, I., Garrido Junior, A., & D’Andréa Greve, J. (2016). Analyses of balance and flexibility of obese patients undergoing bariatric surgery. Clinics, 70(2), 78-81. https://dx.doi.org/10.6061/clinics/2016(02)05
Blyton, P. & Jenkins, J. Key concepts in work.
Byerly, B. (2012). Measuring the impact of employee loss. Performance Improvement, 51(5), 40-47. https://dx.doi.org/10.1002/pfi.21268
Falcone, P. (2010). 101 sample write-ups for documenting employee performance problems. New York: American Management Association/Society for Human Resource Management.
Gerson, K. (2010). The unfinished revolution. Oxford: Oxford University Press.
Hill, E., Hawkins, A., Ferris, M., & Weitzman, M. (2011). Finding an Extra Day a Week: The Positive Influence of Perceived Job Flexibility on Work and Family Life Balance*. Family Relations, 50(1), 49-58. https://dx.doi.org/10.1111/j.1741-3729.2001.00049.x
Hong, Y. (2011). Balance control, flexibility, and cardiorespiratory fitness among older Tai Chi practitioners. British Journal Of Sports Medicine, 34(1), 29-34. https://dx.doi.org/10.1136/bjsm.34.1.29
Job flexibility and work-life balance pay dividends for Nationwide: High satisfaction rate among employees. (2013). Human Resource Management International Digest, 11(1), 8-11. https://dx.doi.org/10.1108/096707303763486137
Job flexibility and workâ€Âlife balance pay dividends for Nationwide. (2003). Human Resource Management International Digest, 11(1), 8-11. https://dx.doi.org/10.1108/09670730310792501
Mann, C. (2013). The Flexibility Factor: Finding The Right Balance. Health Affairs, 22(1), 62-76. https://dx.doi.org/10.1377/hlthaff.22.1.62
Mitsakis, F. & Talampekos, G. (2014). Work Life Balance (WLB) and Flexibility in Paid Work (FPW) for “Generation Y”: A Discussion. Business And Management Horizons, 2(1), 34. https://dx.doi.org/10.5296/bmh.v2i1.5466
Palan, R. (2007). Does employee training lead to attrition?. Performance Improvement, 46(4), 5-8. https://dx.doi.org/10.1002/pfi.118
Peters, P., den Dulk, L., & van der Lippe, T. (2009). The effects of time-spatial flexibility and new working conditions on employees’ work–life balance: the Dutch case. Community, Work & Family,12(3), 279-297. https://dx.doi.org/10.1080/13668800902968907
Piersol, B. (2007). Employee engagement and power to the edge. Performance Improvement, 46(4), 30-33. https://dx.doi.org/10.1002/pfi.122
Pitfalls in planning flexibility. (2016). Human Resource Management International Digest, 24(1), 7-9. https://dx.doi.org/10.1108/hrmid-09-2015-0144
Schwartz, F. & Zimmerman, J. (2012). Breaking with tradition. New York, NY: Warner Books.
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