Human Resource Management Assignment Sample
HRM&D IN GLOBAL CONTEXT
Introduction
Human Capital is the most essential resource of the world where business organizations are greatly reliant upon the employee performance to gain competitiveness in the market operation with evolving market trends and consumer behavior’s. The employee centered approach of the organization is helping individuals for personal development and learning of new skills which will make the company active, adapt, flexible, accountable and resilient for further market development. The leadership is crucially shaping the organizational culture with a thriving platform for achieving success with diligence through regulating the organizational policy, norms, values, vision and mission with co-creation of value for the employee and consumer. The global business context is changing its parameters more rapidly through the emerging technology, environmental shifts and medical emergencies which is compensated with remote working opportunities for meeting the organizational goal altogether in a hybrid environment. The shared values and beliefs are part of organizational culture which the leadership influences for energizing the employee thought process for opting creativity and innovation to solve the issues and enhance the organizational reputation globally with positive profit margin. The changes in the organizational traditional set up is quite diversified with the flexible timing and opportunity to balance the work-life and organizational responsibility in an appropriate way.
The Human Resource management and Development (HRM&D) department of the organizations are looking after the employee management from hiring, recruitment, training and development, satisfaction, talent pool management, retention to retirement compensation. The employee issues, complexity, scope of opportunity are the organizational culture which premier the employee for a better tomorrow with a satisfied life and career. In this report, the details of organizational culture which is modelling the hybrid work culture in the organizational practice to boost the employee effectiveness through leadership mentorship to enhance productivity for better market growth will be discussed elaborately.
Evaluation a critique of the role of organizational leaders and managers in shaping the organizational culture of a company
Leaders and managers are the vital aspects of organizational culture that tremendously shaped the organization through a sense of vision, purpose, mentorship and inspiration to the employee for setting the agenda, prioritising work, lead, manage and delegate the team. The leadership is influencing the employee to adopt the changes in the market trend, and consumer perception to assess, identify and use the employee potential for organisational productivity through digital technology (Martínez et al., 2020). The leadership and management plan and design the organisational change according to market standard for gaining positive reputation and profit through competitiveness. The leadership behaviour, skills and attitude are crucial for defining the work standards and shared values in an organisational environment, the degree of employee effectiveness is grossly encouraged by the leadership attitude, empathy, skills of problem solving and conflict management. On a specific note, cultural competency and interoperability are the two essential features combined with strong communication skills of the leadership and management helps to manage the diverse employee strength without discrimination. The respect to the individual dignity and difference are important factors for the well-being of the psycho-physical constraints of the employee to work with maximum effort and dedication for fulfilling the organisational commitment.
Leaders and managers are bestowed the responsibility to define, teach, live, measure, feedback and reward the cultural practice for proper articulation of cultural practises in the organisational environment. It directs the employee to adhere to the work culture in an effort sensitive way for exploring the opportunity of personal development within the organisational structure to enhance the employability prospects of the individual. The frequent engagement of the leadership and managers with the subordinates, followers and employees has helped the leadership ability to assess and identify individual potential with obstacles, negative emotional influences and preference for putting 100% effort in the organisational productivity (Oreg and Berson, 2019). The transformational leadership is influential for provoking the employee for creativity, initiatives and innovation which resolve the everyday issues more politely and create value for the organisation. The loose supervision by leadership allowed employees to be inclined for innovation and creativity to make the business process more agile and reflective in market competition. Leadership and managers are taking effective steps to groom the individual employee according to organisational policy and norm to deliver business outcomes more outstandingly though employ management in HRM&D. The managers and leadership are constantly monitoring the employee performance and providing feedback with the indication of further need for development of employee skill and capabilities to align the business process for enhancement in employee effort and business productivity.
On the other hand, the transactional leadership is best suited for the controlled organisation work culture where leadership and management is better focused on the supervision, performance, micromanaging along with the use of reward and punishment to motivate the individual for project goals to accomplish the business objective more courageously. The managers and leaders are suitable for crisis management though linear and specific processes to gain the business result appropriately through development of skills and capacity of individual employee (Bhaduri, 2019).The leadership capabilities are rescuing the organisational perspectives to withstand the market competitiveness in tough times to align the employee efforts with the organisational business operation. Leaders and managers are also contributing organisational objectives through stakeholder management and align the interests in the product and services for influencing the market competitiveness with unique product and services and gain the public confidence with vigorous effort. Apart from that, democratic leadership is inclusive to all the individuals in the decision making process which creates confidence in the employees with trust and reliability to follow the leader for organisational business operatives and flexible cross functionality among the different processes to deliver business growth accurately through satisfying the consumer interest and employee satisfaction.
Analysing the hybrid working policies and identifying the function of different stakeholders regarding the context
The Covid-19 pandemic he pushed the business world to opt for remote working opportunities for health and well being of the individual employed to use the technological outfits for delivering business effort and earn the positive profit. Organisations are equipping with the emergent technology and digitization to become responsive and reflect the business skills for further gaining market reputation and employee satisfaction. The emerging digital technology has paved the way for new normal’s of remote working where organisations are adopting hybrid work culture into the organisational sphere to boost the organisational productivity. The flexible schedule of time and place of working is providing scope to enjoy the best possible result from the employee through digital interaction in frequent and process related acknowledgement for the employee. The hybrid work culture is changing the traditional office bounding work culture where employees are free to choose the workplace and time to gain interoperability in the hybrid work system (Cornelissen et al., 2021). On the contrary, the hybrid work culture is lacking the infrastructure with digital interactive interfaces to boost the organisational productivity in a great manner. The team collaboration, spaces for constructive debate, and discussion which may hinder the employee creativity and innovative initiatives for resolving issues in everyday life.
The analysing of stakeholder deliberately influences the identification of stakeholder, prioritising the stakeholders interest baked on the influences in the organisational context of hybrid work culture to satisfy the business zeal of the organisation through managing employee performance in remote working model. It encompasses the key stakeholders for the business development process and aligns the stakeholder interest specific to the product, scheduling, services and relationship management with the clients (Tabares, 2021). The key stakeholders are the client, investors, management, employee and HRD department to scourge the employee lifecycle with better opportunity to grow and grab the opportunities to succeed in personal goals through organisational business management. Further, clients are specific for project outcome with key time preference and work complexity which defines the engagement among the management, leadership and employee effort to minimise the risk for work quality and time bounded delivery. Other than that, management and leadership are also the vital stakeholders for the implementation of hybrid work culture where it is used to coordinate the overall work process with time, space and employee skill set to achieve success in project accomplishment.
Leadership and management is monitoring the operational procedure to understand the employee effectiveness, potential and preferences for the work process and groom the employee through learning and development opportunities for increasing adaptability with emerging technology for man-machine interaction in hybrid work space. Furthermore, it usually collaborates the new joinee with knowledge transfer, communication and cultural competence to develop an employee potential for further need of the organisation and use the employee skills in a productive way. The employee correspondence is quite effective as a strong stakeholder of the business process. In general the female employees are doing more work than the male counterparts in a hybrid work culture which is causing stress and mental pressure with social isolation. The employee management is greatly dependent upon the leadership responsibility to utilise the human capital progressively for business effectiveness, innovation and profit generation (Uyarra et al., 2020). The organisational activity is grossly relied upon the stakeholder interest and engagement to deliver the business efficiency through HRM&D practises with universal values communication to instil trust and reliability with appraisal, promotion bonus and talent pool management for top leadership in the future ready responsiveness for the organisation.
Evaluating the main implication of hybrid work culture with the help of traditional elements in organisational design
Nowadays, most of the organisations have focused on implementing hybrid work culture in the organisation, however, the Human Resource Management (HRM) of the organisation needs to change the organisational design to execute the hybrid work culture in the companies in a successful manner. One of the main intentions of organisational design is to shape the organisational structure in a professional manner which will help the organisation in maintaining the work flow. Additionally the organisation includes many things such as decision making process, work scheduling, maintaining communication channels, and many more while if the HRM of an organisation will not be able to construct an effective organisational design then the company may not fulfil the long term goals and objectives of the company. A reputed journal also states that organisational design is extremely harmful for an organisation as it maintains the structure of a company by implementing new rules, policies and roles with users to high performance of the firm (Burton et al., 2019). Moreover, the 6 elements of organisational design are also evaluated in this segment:-
Work specialisation
Work speculation is an extremely essential elements of organisational design as it is the duty of the HRM of a company to break down the job roles and assign it to the employees of the company, During the Covid-19 many companies was enforced to implement hybrid work culture and for that reason several companies faced many issues in executing the work specialization in the offices which harm the goals of these companies. Furthermore, the Covid-19 also has a strong effect on the organisational design of any organisation in the world as lots of the company’s focus on executing updated tools to improve remote work significantly (Foss, 2020). The main task of the HR of the organisation is to select special and skilful employees for a specific job while during the hybrid work culture the workflow of many companies has decreased in a significant manner.
Departmentalization and compartments
Departmentalization and compartments are also a crucial elements of the organisation, however, die to hybrid work culture and sudden changes in organisation design these processes faced multiple disruption. Compartments mainly deal with the assigning of different tasks which needs to be completed by the multiple employees of the company. Furthermore, as an example, it may be stated that an organisation needs to operate many management systems such as operational, managerial, production, accounting and many more while hybrid work culture makes these tasks extremely complex and time consuming.
Formalisation of elements
Multiple companies also need to operate and handle multiple roles and operations in comparison to smaller companies, The behaviours of the employees in a company also needs to be managed by implementing some specific rules while during the hybrid culture it is extremely difficult to get specific rules managing the behaviour of employees.
Centralization or decentralisation
Centralization or decentralisation always relates with the decision making process of the company as it depends on the higher management of the company to follow a specific organisational design in influencing the decision making process. According to Simon (1947) the decision making procedure of an organisation generally consists of four phases such as agent forming, representation of problems and issues, searching and evaluating the problems and it may follow centralised or decentralised structure of decision making (Joseph et al., 2019). Hybrid work culture also affects the decision making process and it also confuses the top management of the company to follow the best way which improves the decision making procedures.
Span of control
During the Covid-19 it was extremely difficult for the managers and leaders of the companies to heed the hedge employees and the workplace sixe, organizational culture, goals and objectives of the company and leadership style was also affected due to this uncertain and unwanted change.
Commands
The chain of commands need to be extremely strict and professional or else it may affect the workplace culture of the company while due the change of organisational design during Covid-19 most of the companies were unable to design a flexible chain of compound and that affect the nature performance of the company.
Providing the example of an organisation and evaluating the challenges of establishing the hybrid work culture
During the Covid-19 and lockdown many companies enforced hybrid work culture, however without the hybrid work culture it was not possible to maintain the flow of work which affects the growth and success of the company. Modern companies have faced and are currently also facing more challenges in implementing the hybrid work culture which will be discussed in this particular segment. Due to the pandemic, the management Deloitte also has enforced remote working which has a rare opportunity as it is the duty of the organization to follow a distributed and robust hybrid culture to increase the productivity during the time (Deloitte Insights. 2022). One of the main challenges in the hybrid work culture is that it is uncertain and for that reason the HRM of the company has taken lots of time to implement this. Moreover it is extremely difficult to manage the performance for employees of the company while the performance of the employees is not maintained then workflow and entire productivity of the company are hampered. The decision making process of the company also has faced some challenges as the management if the company was not able to make proper decisions due to these uncertain changes which disrupted the operations of the company for some time.
The manager of the company also rescheduled the work which has taken a lot of time and for that reason the productivity of the company has decreased for some time. It was extremely challenging for the higher management of the company to improve the workplace engagement of employees as the managers were not able to evaluate the job role of employees which reduced the productivity of the company. The working hours also have exceeded this hybrid work culture, however, the company has used digital technologies and effective communication channels to reduce the misunderstanding in the workplace. The main goal of the HRM of the company is to ensure the higher productivity of the company as the positive vibes and wellbeing always influence the entire employer to increase the productivity while unhealthy work culture and extreme job stress may affect the goals of productivity (Gratton, 2021). On the other hand, the HRM of the company has also designed effective strategies to resolve the issues of hybrid work culture even though there may be some issues which may affect the workflow of the company. The company also experienced that most of the employees have suffered with mental stress and anxiety which reduced the morals of employees and it directly affected the performance of employees in the organisation.
One of the main challenges of hybrid work culture is that the manager of the company was unable to establish a strong social connection to the remote employees which also creates a negative impact on the wellbeing of employees. The HRM and leaders of the company also has decided to establish a virtual chat platform which will help the manager to know about the current mental and physical status of remote employees and it also encourages the employees to perform better. A reputed journal also asserts that due to hybrid work culture the gap between tae has increased which affects the tea effectively in the organisation and it also creates an adverse impact on the effect of every employee who influences many cramped situations in a company (Konovalova et al., 2022). It is extremely difficult and challenging for the organisation to adopt this new changing work culture as it also affects the hiring, recruiting, on boarding and knowledge transfer process of the company which disrupted the flow of work.
Conclusion
From the above discussion, it may be concluded that it is one of the top most priority of the organisational leaders to shape the organisational culture with the help of an effective organisational design During the Covid-19 the organisational culture has changed as most of the companies has followed the combination of remote working and on site working due to the deadliest impact of the pandemic. The work policies of the companies have also changed as the old policies were not suitable to manage the workflow in a hybrid work culture. The companies also faced some major issues in implementing new policies to shape the organisational culture according to the hard working environment. It is one of the main responsibilities of the modern companies to provide focus on the stakeholders or else the company may not be able to fulfil the organisation as of the company in this hybrid work culture. Moreover, the HR of Deloitte also has experienced several challenges, however, the changed organisational culture and design of the company provide some opportunities which may help the company in achieving future goals and objectives.
References
Bhaduri, R.M., 2019. Leveraging culture and leadership in crisis management. European Journal of Training and Development.
Cornelissen, J.P., Akemu, O., Jonkman, J.G. and Werner, M.D., 2021. Building character: The formation of a hybrid organizational identity in a social enterprise. Journal of Management Studies, 58(5), pp.1294-1330.
Deloitte Insights. 2022. Hybrid hiccups: Moving to distributed work in the public sector. [online] Available at: <https://www2.deloitte.com/us/en/insights/industry/public-sector/hybrid-work-challenges.html> [Accessed 17 February 2022].
Foss, N.J., 2020. The impact of the Covid‐19 pandemic on firms’ organizational designs. Journal of Management Studies.
Gratton, L., 2021. Four principles to ensure hybrid work is productive work. MIT Sloan management review, 62(2), pp.11A-16A.
Joseph, J., Gaba, V., Koumakhov, R., Levinthal, D., Postrel, S. and Puranam, P., 2019. ORGANIZATIONAL STRUCTURE, INFORMATION PROCESSING, AND DECISION MAKING: A RETROSPECTIVE AND ROADMAP FOR RESEARCH.
Konovalova, V.G., Petrenko, B.V. and Aghgashyan, R.V., 2022. Choosing a Hybrid Work Model and New Challenges. In Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy” (pp. 547-554). Springer, Cham.
Martínez-Caro, E., Cegarra-Navarro, J.G. and Alfonso-Ruiz, F.J., 2020. Digital technologies and firm performance: The role of digital organisational culture. Technological Forecasting and Social Change, 154, p.119962.
Oreg, S. and Berson, Y., 2019. Leaders’ impact on organizational change: Bridging theoretical and methodological chasms. Academy of Management Annals, 13(1), pp.272-307.
Tabares, S., 2021. Do hybrid organizations contribute to sustainable development goals? Evidence from B Corps in Colombia. Journal of Cleaner Production, 280, p.124615.
Uyarra, E., Zabala-Iturriagagoitia, J.M., Flanagan, K. and Magro, E., 2020. Public procurement, innovation and industrial policy: Rationales, roles, capabilities and implementation. Research Policy, 49(1), p.103844.
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