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Human resource management is so important in a changing environment than before it was. There are some challenges and changes, which have great impacts on organizations respective to human resource (HR) function behaviours. These impacts know as globalization, increasing customer's expectations, transparent market, and human resource management (HRM) provides possibilities to make organizations more healthy and competitive. Where the organisation may focus on cost for employee compensation and make conclusions on share services or outsourcings. We can say that, the function of HR units offers and increases some potential of organizations structure and some of human capital, globalizations, increasing information technology, enhanced customer expectations and the transparency of global markets that know as a main shift in a developing world.
Organisations are created by people who decide to work together in order to attain there specific objectives. There are three main types of organisations in the business environment: private, public and non profit-organisations.
We can not even realize that from the time we get out of bed we are involved in organisational life. For example, the time we get up and use the bathroom or make a cup of tea in the morning, we are engaging services such as electricity, water, soap, and tea bags etc. which are provided by organisations. Organisations are important part of every employee or human beings daily lives and it is hard to imagine a day without engaging in a task that does not have an input from an organisation (school, colleges, universities, hospitals, places of worship, local government, etc.
Now we are going to discuss and provide evidence that employee involvement and participation contributes to positive outcomes for the both organisation and the individual employee.
Organisations depend on people
Organisations depend on people. We can even be more direct and say, there can be no organisation without people. Organisations do what people do. Organisations behave the way its employee behave, the way its managers direct it. What is an organisation if there are no people in it? It is just a collection of buildings, car parks and some furniture's.
For as long as managers have been claiming that their workers are their
greatest asset, HR professionals and academics have been looking for the evidence that connects the way people are treated to the success of their organisation. (If we can demonstrate that business success depends upon good people management and development, key decision makers are much more likely to pay attention to HR issues.) The good news is that evidence is now available and widely accepted. The bad news is that there is no one right way to manage and develop people, which will guarantee an organisation's success. There are many other variables to be taken into account.
Motivation for employee
Motivation is another very important issue for every organisation. It may be defined as some driving force within individuals by which they attempt to achieve some goal in order to fulfil some need or expectation.
It is the force that energises behaviour, gives direction to that behaviour and underlies its tendency to persist.
It determines a person's behaviour and the resulting performance is a product of both ability level and motivation.
Let's imagine a research was undertaken in 1997. The main opinion of the case study is that the most carefully thought through HR strategy is useless, unless it is embraced by line managers with the skills and understanding necessary to engage and motivate employees.
The University of Bath in the UK had carried out the research. One of the key conclusions was that the most carefully thought through HR strategy was useless, unless it was embraced by line managers with the skills and understanding necessary to engage and motivate employees.
In our case study research had already demonstrated the powerful statistical impact of people management practices on overall business performance. In this study, they wanted to understand more about why and how these practices influenced organisational performance - to unlock what has been termed the 'black box'.
The study, "Understanding the People and Performance Link: Unlocking the Black Box" confirmed the powerful relationships between HR practices, employee commitment and operating performance. It tracked organisational performance over a three-year period and found that where effective HR practices were not in place, levels of employee commitment were up to 90% lower.
Other key conclusions included:
(a) An organisation or company needs a clear direction and purpose, beyond the bland mission statement or generic goal of financial returns, which engages, enthuses and unites people. At The Nationwide Building Society this is a commitment to mutuality. At Royal United Hospital (RUH) Bath it is saving lives. This 'big idea' appears essential in motivating and directing people behind the strategy of the organisation.
(b) High performing organisations invariably employ some form of balanced performance scorecard or methodology. Be it the stakeholder value model employed at Selfridges, the six-sigma methodology at Jaguar or a quality framework at the court Service, this demonstrates the importance of different stakeholder groups to the organisation's success, and links individual and corporate goals.
(c) The research confirmed that there was no universal 'best HR practice'. It is all about having a broad and integrated 'bundle', tailored to the needs of the organisation. For example, the practices employed at technology company AIT would be unlikely to go down well on the production line at Jaguar. Yet every worker there could tell you Jaguar's latest position in the international quality league table.
Strong attention to team working, extensive employee communications and
involvement, and positive perceptions of training and careers, emerged as common ingredients in the performance-driving HR mix. Leadership - not at the top of the organisation but at the front line - appeared to be holding back many UK organisations. Middle managers and supervisors set the context in which the HR/business performance relationships happened, or did not happen.
For example, at the UK supermarket retailer Tesco, where 88% of staff feel
loyal and share the company's values, a typical section manager described their role as, "mobilising the team with a goal, motivating people". Building management capability is a core component of the UK government tax office's HR strategy.
Another example is hospital nursing staff, describing the change after a new ward manager worked with her HR colleagues on a range of new policies, such as flexible shift working and 360 degree appraisal.
"I'm much more motivated now, there's training; the atmosphere's totally
"Communication is excellent nowâ€¦our manager is very approachable."
"When I came here it was unsettled. Now we have a strong teamâ€¦you
want to do the job to the best of your ability."
The high level of staff turnover in the ward had since fallen to almost zero.
Organisations can make progress very quickly. They need to survey
employee attitudes and commitment; assess, train, coach and support their
first line managers and integrate HR policies with goals and values. Once
these processes are underway there is a very high likelihood of
I mentioned the discussions about motivation because with the involvement and participation of good managers the employees get motivated. Because good managers (which are also employees of the organisation) raise this level of motivation and direct its driving force towards the achievement of organisational goals. With the efforts of such managers the individual employees will be able to:-
Met their social needs so they will perform well in organisation.
Feel the satisfaction from job that the job is easy or they can do it comfortably so they will do it without complaints in their mind that will increase the productivity.
In the whole summery I have mentioned research and case study with some good opinions those should be the enough evidence to prove that the organisations depends on people and the managers or employee involvement and participation contributes to positive outcomes for the both organisation and the individual employee.