Discuss about the Performance Managemen for Business Environment.
Globalisation of the industries is now having its own definition for today’s business environment. Various noteworthy strategies shifts are changing the playing areas of the businesses. Industries now have great opportunities to grow but at the same time, the requirement for the talented staffs and workers are decreasing. The ever increasing globalization now needs more interaction among the people that have diverse backgrounds. HR managers are facing huge challenges in the present business situation like the globalized workforce diversity, technological modernization. They are also facing challenges in the political and legal environmental changes.
This report will analyze the challenges faced by the HRM and the employees that are emerging in the field of HRM. In the future, it is convenient that the employees will likely to choose their leaders at the workplace. The study will demonstrate the various implications for the employees in the stated change. The study will also outline the implications of the HRM and their different way of working for the upcoming change in the workplace. In addition to this, the report will also define the how HR have to operate for the change in method of electing the leaders at the workplace.
The variances of workplace diversity include the age bar, ethnicity, gender, physical abilities, geographic location, but dimensions of the workplace is not only limited to this. It also includes the educational background, religious beliefs, parental status and work experience. In the current changing business environment, employees are in belief that they should elect their leaders (Carmeli, Atwater, & Levi, 2010). Employees today not want to work under an unfriendly and miserable environment. When employees have their chosen leaders, they will surely enjoy the working environment. Employees now want to elect their leaders so that all the leaders will be accountable to the people they manage. It is like if the managers and leaders are not able to earn the respect of the team members, they should not lead a team. The changing trends in the HRM imply that communality between the labor and management does not exist (Deadrick & Stone, 2014). They want to take part in the decision-making process that can influence the plan layout and the production design. They want to take part in the decision-making process that was traditionally only managed by the management.
The changing trends in the workplace change the nature of the worker with profound implications for the composition of the labor force, which as a consequence, have the human resource strategies of major employers (Driver, 2011). Employees would want to be awarded for more rights than the workers and the self-employed individuals. This will certainly make the employees more expensive than their counterparts, which is the reason that employers put misleading clauses towards the employees. If employees, in future choose their respective leaders, can have great legal requirements for the permanent employees of the organization (Fina, 2009). It will be essential for the employers to provide more paid leave of absence, such as yearly leave and sick and tired leave and should have to deliver the least of the meal breaks.
If employees have the power to choose the person who will be their leader implies that employees would have the control over the most important variable i.e. in their day to day working life (Guest, 2011). In spite of this, the self-electing teams would have had a lot of good effects. Employees surely will have immense respect for the team leaders and would consequently respect people who have the necessary skills.
Furthermore, elections will eliminate the petty politics. For a team who has autocratic leadership, some of the employees would be favorite to the manager to gain favor. And if all the employees will have the right to vote and choose their leaders, this kind of grotesque dynamics would not be seen (Hunt, 2013). In addition to this, the elections will surely remove the bureaucratic inertia and fear. When a manager or sits on a throne, employees have their own expectations and some of these expectations would be high. When employees know that their leader is going to change in upcoming months, they will surely speak up and fear will reduce.
If employees would elect their leaders and elect poorer leaders, they have the opportunity to correct themselves in the next election (Chang, 2005). Some of the companies think that they can create a healthy culture by hiring the right candidate for the leader position but they also have to see that whether their selected leaders are liked by the employees. The self-electing model will surely work in almost every company (Noe, 2006). This model will give the right to the experienced employees to choose the best option for them who can take beneficial decisions for them and the company.
The current working environment is promptly altering. As measure of the association, Human Resource Management has to prepare to pact with the results of changing the business environment (Jinnett, 2016). For the Human Resource people, the changing means the understanding the implications of the workforce diversity, corporate downsizing, continuous improvement initiatives, changing skills requirements and implications of the globalization. It also means the re-engineering, the depending work-strength, employee involvement and distributed work place. In the upcoming trends of electing the leaders, human resource management should have the endeavor into new drifts to endure as the genuine trade progress partner.
Business in the current situation doesn’t have the nationwide peripheries to reach around the world (Levy & Murnane, 2004). Employers for the upcoming trends want the workers to have the working acquaintance of the language and principles mainly in terms of ethics, principles, laws and customs of the hosting nation. HRM have to advance the apparatuses that will benefit the culturally diverse individuals to work together. HRM also have to be conscious of the age variances that are present in the today’s work force. HRM have to train the people of dissimilar age bars to efficiently accomplish and contract with each other in order to admire the mixture of views of the others (Dessler, 2000).
Industries now have great opportunities to grow but at the same time, the requirement for the talented staffs and workers are decreasing. The ever increasing globalization now needs more interaction among the people that have diverse backgrounds. HR managers are facing huge challenges in the present business situation like the globalized workforce diversity, technological modernization. They are also facing challenges in the political and legal environmental changes. When the employees have the right to choose their leaders and managers, the HRM department will have a very significant part in economizing the organization. HRM individuals have to confirm that correct communiqué has been taken place during the election time and they must try to diminish the undesirable consequences of the rumors. They have to safeguard that the employees are kept conversant with the factual and correct data. HRM have to place the incessant development programs that emphasis on the long-term of the well-being of the association (Perrewé, 2011). By this way, the organization would focus on the quality and could build a better foundation to its customers.
HRM will act as dynamic role in the continuous improvements programs of the company. Whenever a corporation tries to implement any development programs, it is then presenting change in the association. Under these circumstances, HRM must prepare the employees for the change. In view of that, HRM must have the apparatuses in place for the employees to get a suitable course of what to be done and what to assume from the changes (Yam, Fehr, & Barnes, 2014). For solving the issues related to the trends, HRM wants to offer skill exercise to its workers. They have to take looks on the tools of publicizing around the customization of the customers and users that apply them for the task of talent separation.
For the upcoming trends where the employees are keen to choose their leaders, the HR should progress the values that understand the optimum level of the customization in the service affiliation. They have to develop values that equip the influential leaders to clarify the differences in the working condition to the employees. The HR managers understand the need for change and thus have to think and focused more on the compensation policy of the employees.
Whether a person is a president or CEO of an organization or a proprietor of his or her business firm, leading employees is never an easy job. If a person is a leader, employees will surely expect some sort of things from their leaders. Some of these expectations are not fair and if an individual step forward and say that he or she wants to be a leader, he or she automatically agree to take on all the responsibilities of the employees (Spellman, 2011). If organizations held the election today and want its staffs to elect their leaders, there will always a concern to the leaders that whether the employees are going to vote them out or do the employees are satisfied with their decisions. They will also have a concern about who will be the better alternative for them and thus will create a cold war between the leaders.
If an individual got elected for a leader, he or she must try to see the organizational things from new and fresh perspectives. They need to try a little harder on their way of looking at the organizational members (Byars & Rue, 2000). Fresh perspectives here mean the elected leaders have to create a political platform and need to list out all the values and actions they want to accomplish. They must choose what problems they have to solve first as it is what they are elected. Leaders and managers, if elected must know the problem, they are trying to solve. Individuals usually lose elections because they make too many incorrect assumptions about what is really essential for the people. So, if leaders and managers are designing any strategy and know what they are trying to achieve and why then they must craft their strategy from the top for the betterment of the decisions.
Emotions are the other issue that has its implications on the leaders and employees if they are getting elected by the employees. It is a true fact that emotional leaders destroy the capability of an organization. It has been proved in various studies that leaders who rule by emotions are less successful than the others. The leader’s mood sets the tone of the organization. If the leaders and managers are negative and unhappy in the workplace, employees will never expect a vibrant and productive decision. The leaders in the current business situation have to be genuine and must behave the same under all the situations and circumstances (Bratton & Gold, 2000). They have to communicate true and productive ideas and concerns of care for the employees. They have to push the organizational agendas not the personal agendas. Employees in the changing workplace trends want to feel valued and respected, and if the leaders and managers are providing them what they want, they will surely get respect in return.
In this changing business trends, employees want a transparent relationship with their leaders. They want to elect their leaders so that they can share their opinions and views and don’t want to look as an untrustworthy (Beardwell & Claydon, 2007). Leaders need to be authentic who can share their information and wants to increase their commitment towards their employees. Trust and transparency have become a popular demand in today’s workforce. Employees today don’t want to been in decisions that have been taken without having their opinions (Tracy, 2014). If the employees knew that the jobs of the leaders can change their way of doing the jobs, they will surely want to elect the leaders that don’t do that.
Conclusion
It has been found in the above study that over the years, the HR has moved beyond the personnel management to routine activities. The study demonstrated that if employees would elect their leaders and elect poorer leaders, they have the opportunity to correct themselves in the next election. The study also outlined that if an individual got elected for a leader, he or she must try to see the organizational things from new and fresh perspectives. They need to try a little harder on their way of looking at the organizational members. They have to communicate true and productive ideas and concerns of care for the employees and have to push the organizational agendas not the personal agendas. The study analyzed that in this changing business trends, employees want a transparent relationship with their leaders.
References
Beardwell, J. & Claydon, T. (2007). Human resource management (1st ed.). Harlow, England: Prentice Hall/Financial Times.
Bratton, J. & Gold, J. (2000). Human resource management (1st ed.). Mahwah, N.J.: Lawrence Erlbaum.
Byars, L. & Rue, L. (2000). Human resource management (1st ed.). Boston: Irwin/McGraw-Hill.
Carmeli, A., Atwater, L., & Levi, A. (2010). How leadership enhances employees’ knowledge sharing: the intervening roles of relational and organizational identification. The Journal Of Technology Transfer, 36(3), 257-274. https://dx.doi.org/10.1007/s10961-010-9154-y
Chang, E. (2005). Employees’ overall perception of HRM effectiveness. Human Relations, 58(4), 523-544. https://dx.doi.org/10.1177/0018726705055037
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Dessler, G. (2000). Human resource management (1st ed.). Upper Saddle River, NJ: Prentice Hall.
Driver, M. (2011). Coaching positively (1st ed.). Berkshire, England: Open University Press.
Fina, M. (2009). Perspectives on managing employees (1st ed.). Boston, MA: Course Technology.
Guest, D. (2011). Human resource management and performance: still searching for some answers. Human Resource Management Journal, 21(1), 3-13. https://dx.doi.org/10.1111/j.1748-8583.2010.00164.x
Hunt, J. (2013). Leaders (1st ed.). Chicago, Ill.: Heinemann Library.
Jinnett, K. (2016). Self-Reported Work Performance among Employees with Cancer: Implications for Employers. Value In Health, 19(3), A161-A162. https://dx.doi.org/10.1016/j.jval.2016.03.1846
Levy, F. & Murnane, R. (2004). The new division of labor (1st ed.). New York: Russell Sage Foundation.
Noe, R. (2006). Human resource management (1st ed.). Boston, Mass.: McGraw-Hill.
Perrewé, P. (2011). The role of personality in human resource management. Human Resource Management Review, 21(4), 257. https://dx.doi.org/10.1016/j.hrmr.2010.10.009
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Yam, K., Fehr, R., & Barnes, C. (2014). Morning employees are perceived as better employees: Employees’ start times influence supervisor performance ratings. Journal Of Applied Psychology, 99(6), 1288-1299. https://dx.doi.org/10.1037/a0037109
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