Enhancing an organization's competitive ability is increasingly critical and behaviors, which may improve individual and organizational efficiency, become more valuable. Human Resources know no bounds. Herzberg and Maslow theories are not sufficient to keep your employees motivated at the work place. It is probably with this understanding that companies have started to innovate their methods to keep employees happy.
India has witnessed a revolution in the field of Human Resource; it has gone from being just a support function to being a strategic partner in the growth of businesses. It has transformed itself being merely Personnel Management - maintain records and ensure statutory compliances, while doing the bare minimum to keep employee satisfaction on an even keen to being an integrated part of the corporate machinery.
India now becomes a major player in the global stage. Everyone wants to do business with us, this change has given lot of opportunities to our country to grow further but it posed lot of challenges in front of us. The HR function of 21st century India has made a transition from being 'behind-the scenes' support appendage to becoming the critical differentiator in business. Rapid globalization has made companies realize people are the key to growth, the only strategic resource that any enterprise truly needs.
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Innovative HR practices build competencies and capabilities for superior and winning performances today and simultaneously create long-term platform for innovation of business ideas and strategies for future.
The article focuses on the linkage of individual innovativeness with organization competitiveness, where the effect of superior-subordinate as a mediator, is included. Across the HR field, companies are finding creative ways to "do more with less."
** Assistant Professor at Dr. D.Y.Patil Institute of Management & Research, Pimpri, Pune - 18.
The management especially values employees who go the extra mile by performing spontaneous behaviors that go beyond their defined role. This phenomenon is critical for organizational effectiveness because managers cannot for see all contingencies or fully anticipates the activities that they may desire or need employees to perform. Work behavior that goes beyond the reach of organizational measures of job performance holds promise for long-term organizational success because these types of action are purported to improve organizational efficiency, effectiveness and adaptability. Doing jobs beyond what is required without expecting to be rewarded is what is referred to in this study as Organizational Belongingness Behavior.
All managers have heard and read countless times how to build teams, empower your workforce and develop trust. The commonplace human resource practices prevalent across the entire business world are just as relevant to this business as any other. The HR policies must be integrated with business policies. The HR Professionals must have balance in terms of centralization or decentralization of HR practices are ethnocentric while others management be geocentric or regiocentric.
Critical Dimensions of Best Practices
Practically speaking, running an organization is more or less similar to driving a train: the technicalities have to be in unison, the train on the proper tracks, passengers coming and going, but at the end of the day, the train has to reach the right place at the right time. Life would have been simple, if the ride was smooth, but to make it complex, if the people aboard had the power to steer the train's destination, the ride could be quite bumpy.
Any industry, is it manufacturing or services, is built and driven on two major forces.
Being ideas, irrespective of their rankings.
Core product, strategy, branding, distributions, direction, goals, achievements are nothing but ideas set by people. Not looking at it from an HR perspective, the confusion is about the conflict between ideas and people. The challenge is to find the sync between ideas and people. When an employee walks into his office every morning, he carries with himself a set of ideas and perspectives, eager to reflect them into action. With attrition levels rising, when an employee leaves an organization, he takes his ideas and strategies with him. Thus, people are an invaluable asset. What if, the employee is not productive? Now, ideas lead the race.
Taking two situations: -
1. Ideas Winning Over People: People come and go. Ideas drive the organization. A striking idea takes the organization places, gives the competitor a run for his position and, thus, helps the organization reap profits.
2. People Winning Over Ideas: Ideas cannot work long, if they are not nurtured by proper hands to reap the profitability
A good idea in the right hands can be a perfect stand for an organization. There is no conflict between people and ideas. It's a smooth sail.
Hence, ultimately people matter. But again, people with productive ideas cannot add value to the organization, if the culture is not conducive for idea replication. A good or a bad idea in the wrong hands can take the organization no where, but a bad idea given to a set of people who are passionate about their work can help the organization grow. It is not necessary that ideas develop in the top-tier. Hence, a manager must be attentive, covering the entire spectrum and nurture a culture with the right set of people who can reap and grow ideas.
Develop and Grow
Always on Time
Marked to Standard
Nowadays organizations try to recognize the aspirations of employees and focus on their growth and development. India provides job rotation opportunities to high - performing employees from operations division. This gives them broader understanding of the business.
Engage and Align
Employee engagement has retained the focus of organizational leadership and many companies keep launching new practices to woo employees. They are using innovative practices like "Loyalty Interview"- to find out what is it...
When implementing HR practices and policies, managers should note that HR practices: -
Cannot be 'copied' from one organization to another. A set of complementary HR practices that have produced increases in productivity, improved quality of service, and given the firm a competitive advantage, will not necessarily produce the same, or even similar results in another organization, or part of an organization, operating in the same industry. Must be implemented with regard to the organizational context of a particular firm.
Require significant planning, resources and effort. The participation, involvement and commitment of all the firm's employees and their unions have to be secured. This requires leadership and a cohesive management team over the long-term.
It is necessary that people who are expected to align with the implementation of the new HR practices must be consulted and be a part of the planning, development and implementation processes right from the start. If the practices are not supported by appropriate policies, then employees will become confused and disillusioned with the implementation of HR practices.
Employee attitude must be broadly complementary to HR policies linked to 'high-involvement work practices' and are, thus, relevant to explaining the variation in the diffusion of such practices. Changes in these work practices are more difficult to carry out than changes.
The dynamic and self-starter leaders of organizations earned more respect of the employees. If employee respect for the leader is lacking, then their endorsement will 'count for little' and could even be viewed by employees in a negative light if the leader has been conspicuously absent during the important initial development stages of new HR policies and practices. This helps in developing the attitude of engagement and alignment among the employees.
First step for the Change
Finding creative ways to transform traditional HR ways into modern way to look towards your employees, Following are four simple ideas one can use to reengineer HR:
â€¢ Analyze Your HR Practices
â€¢ Develop a Strategic HR Plan
â€¢ Embrace Technology
â€¢ Leverage Your Resources
Analyze Your HR Practices
You are so busy getting the work done that you have little time to think about the big picture or the smaller details. We need a different pair of eyes to give us a fresh perspective. The most valuable tools to gain insight is HR audit. If organization needs a smooth sailing in long term periodical HR audit to review and evaluate your company's HR operations, top to bottom.
Develop a Strategic HR Plan
To valuate the HR role to the senior management that HR brings value beyond the basic hiring and firing functions. A strategic HR plan aligns the department's goals with those of the organization.
Technology can streamline HR workflow, provide communication and accessibility to a non-centralized workforce and allow your employee greater flexibility.
Leverage Your Resources
This concept is about accomplishing HR objectives, especially those strategic goals, more efficiently. Break free of traditional practices. Rather than hiring a new staff member, consider alternate forms of employment.
Best Innovative Practices
Individual Innovativeness and Organizational Citizenship Behavior
The indicator to best HR practices is the long-lasting relationship with employees. At the core of this solid foundation lie various HR initiatives, which are rolled out for employees. Policies should be geared towards the future. Organizations need to match HR policies and practices with long-term business strategies required to compete in the global market place, and generate employee commitment and retention over the long-term. HR practices are required that are incremental and collaborative and provide the opportunity to employees to make decisions affecting their work and to share in the rewards of their creative efforts. Therefore, if HR policy is to contribute to the organization's bottom line, areas such as recruitment, selection, training, development and performance appraisal should be consistent, integrated and strategically focused.
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