INFLUENCE OF ORGANIZATIONAL CULTURE IN TODAY'S PERSPECTIVE

An organization’s culture affects every stage of how organizations are functioning and how work gets done, while confirming their culture which is adequate for the future with high significance for many organizations. Schein.E (1992) defined culture as a pattern of sharing basic expectations that the organization has learnt while considering as valid and to be taught to new members as the correct way to perceive. Also Schein (2004), identified organizational culture as a dynamic force which plays a major role in the organization, engaging with revolving and collaborating as it is designed up by the employees and management movements, behaviors and attitudes.

According to the CIPD view point, Organization culture can be identified as one of the hardest attributes within an organization, but also as one of the greatest significant and valuable aspect. Also advanced and aligned corporate cultures can inspire employees to perform well and engage with their work efficiently while aligning performances to common values and purposes, share knowledge and insights, be more dynamic and responsive, and build trust. However, when toxic culture can cause major issues for the organization as well as employees, directing to low performance and confidence, high levels of staff turnover (CIPD, 2016).

According to Forbes view point, Culture is the invisible strength that shapes organizational success and permits to keep star performers within the organization. Further in Forbes, gave an ideal example on how culture helps to achieve excellence within the organization. As described in it, one of kidney dialysis company, DaVita, have done excellent job intentionally while creating their culture very well. In 1999, Kent Thiry joined the company as the CEO and made organizational operative, financial and morale challenges resulting the company fallen technically bankrupt. By 2005, with the new management team appointed were able to achieved a reversal while company’s market capitalization grown from $200 million to more than $5 billion, the clinical outcomes had become the best in the industry, the company’s organic growth was the highest in the industry and employee retention had improved dramatically with a 50% reduction in turnover because of the significant changes in the organizational culture (Forbes, 2018).

Every organization has its distinctive culture with a combination made up by people with special and different personalities, talents and individual goals. In the changing world with a newer innovation leaders need to deal with a way to encourage employees to achieve company objectives while preserving organizational culture and values. When an organization culture changes takes place the most common scenario is the employee frustration and dissatisfaction which needs to be managed well (Sepra,2016).


References

CIPD, (2016). ‘Developing organization culture: Six case studies’. CIPD. June. [Online] Available at: https://www.cipd.co.uk/Images/developing-organisation-culture_2011-six-case-studies. (Accessed on 30th June 2018).

Forbes, (2018). Keep Your Best Employees: Culture Is Key. [Online]
Available at: https://www.forbes.com/sites/dedehenley/2018/05/22/keep-your-best-employees-culture-is-key [Accessed on 30th June 2018].

Schein E. (1992). Organizational Culture. American Psychologist. 45(2), 109-119.
Available at:http:// dx.doi.org/10.1037//0003-066X.45.2.109.[Accessed on 30th June 2018].

Schein.E(2004). Organizational Culture and Leadership. San Fransisco, CA:Jossey-Bass.

Sepra, S., (2016). An overview of the concept of organizational culture. International Business Management, 10(1), pp.51-61.

EMPLOYEE ENGAGEMENT AND WHAT IT MEANS FOR HR IN TODAY'S VIEWPOINT

Today, employee engagement has become widely accepted concept since it identified as an essential factor in achieving performance in the workplace.

Engagement is about forming prospects for employees to connect with their coworkers’ managers and wider organization while creating an environment where employees are motivated and want to connect with their work while having a thought of doing a good job. As it is a concept places flexibility, change and continuous improvement at the heart of what it means to be an employee and an employer in a twenty-first-century workplace (CIPD, 2009).

Employee engagement can be recognized as the combination of commitment towards the organization and can be identified the positive belief of enthusiasm which help out organizational citizenship. Also engagement is something that the employee has to offer, while it cannot be ‘required’ as part of the employment contract (CIPD, 2007).

‘An engaged employee spread themselves in order to achieving organizational needs by taking initiatives proactively as well as support the organization’s culture and values, stay motivated and vigilant with believing that he/she can make a difference’ (Kaufman et al., 2007).

According to a survey of SHRM ,which conducted among 700 HR professionals, 47% said that employee engagement is the most important HR challenge at their organizations and also the majority (94%) of organizations believe positive feedback has an impact on improving employee performance (SHRM,2013).

According to Forbes, many researches confirmed that employee engagement is a key factor which contribute directly to increase profitability, however most organizations still have no proper engagement strategy in place to achieve the same.

As described in Forbes, Currently most of the CEOs are not holding their management responsibilities for increasing engagement with in the organization or providing them with the training to do so. According to their studies statistic shows that only 33% of employees at U.S. companies feel engaged at work which indicates a shortage of senior leadership attention within and commitment towards this important performance improvement tool.

According to the Forbes view point, alignment of job responsibilities with high concern will directly contribute to increase engagement. Also they says that an employee is 2.5 times more possible to be engaged when they strongly agree that management expectations for their work aligns with their actual work responsibilities. In the airline industry, customer service is not an easy task. Canceled flights and policy changes are rarely take place. Employees at Southwest Airlines are usually more welcoming and seem cheerful and always engaged at work because the employees feel like part of a bigger mission and strong drive lead by the company (Forbes, 2018).

References

Chartered Institute of Personnel and Development ,(2007). Reflections on employee Engagement: Change agenda. CIPD: London. [Online] Available: http://www.cipd.co.uk/changeagendas (Accessed on 3rd June 2018)

Charted Institute Of Personnel and Development. (2009) Employee engagement in context. London: CIPD: London: [Online] Available: http://www.cipd.co.uk/changeagendas :(Accessed on 3rd June 2018)

Jaramillo, S., (2018). Forbes. [Online] Available at:https://www.forbes.com/sites/forbeshumanresourcescouncil/2018/06/22/four-lessons-from-companies-that-get-employee-engagement. [Accessed 05 July 2018].

Kaufman JD, Mead AD, Rauzi T, DeVille JO (2007), An Empirical Investigation of the Stability of Employee Engagement, [Online] Available www.iit.edu/~mead/KaufmanMeadRauziDeville2007.pdf (Accessed on 3rd June 2018).

Society for Human Resource Management. (2013). SHRM/Globoforce Survey: Employee Recognition Programs. Retrieved fromwww.shrm.org.

CONSTRUCTING A HIGH-PERFORMANCE CULTURE: A FRESH LOOK AT PERFORMANCE MANAGEMENT

In general, Performance Management (PM) can be identified as a significant process of Human Resource Management (HRM), as it involves with the assessment of current and previous results or performance of an employee, a specific team or within the whole organization. While a wide literature sources emphasized that PM is a complex process, it is a base for many business practices related to HRM such as the need for staff training, new recruitment, career development, rewarding, etc.(Slavić, et al., 2013).

According to CIPD view point, PM is an activity engages with set of processes which aims to maintain and improve employee performance in line with organizational objectives. It’s strategic as well as operational, aiming to ensure that employees are contributing positively towards business objectives (CIPD, 2017).

As described by Stangl-Susnjar & Zimanji (2005), Performance evaluation approach can be identified in two ways - individual level and on evaluation on exact data. First approach contains the contact by the way of “face to face”; which is a difficult way for assessors since it activates emotions easily lead to conflict. The other approach focuses on the working process which is based on the exact data results of the quantification and assessment with the standards.

According to a survey conducted by Watson Wyatt, founded that only three out of 10 workers agree that their company’s PM system as a tool that helps in improving performance. Also less than 40% of employees believed that their systems help to form clear performance goals, produce honest feedback or use technology to streamline the process (SHRM, 2015).

Cappelli &Tavis (2016), argues that current changes to PM are an outcome of changing strategic concerns where there is a less need for individual responsibility and more need for development, as well as and more requirement for teamwork rather than individual performance, which is published in the Harvard Business Review.

Google revealed that bosses have a great influence on employees’ performance and job attitudes which reflect the old HR saying that “people don’t quit their jobs, they quit their managers.” Also Cargill is another firm that has initiated in converting their performance management into a continuous feedback process. In order to reduce difficulty and streamline processes at Cargill, they implemented a new process called everyday performance management which is a new process designed to focus direct driving on key behaviors of their employees (Dewettinck, 2014).

References

Cappelli, P. and Tavis, A. (2016).The Performance Management Revolution. Harvard Business Review, 10, 58-67.

CIPD (2017). Performance management: an introduction. [Online]
Available at: https://www.cipd.co.uk/knowledge/fundamentals/people/performance/factsheet
[Accessed 02nd July 2018].

Dewettinck, K. (2014). Trends in Performance Management, Europe: Hudson.

SHRM.(2015). SHRM Foundation Executive Briefing - Four Questions the CEO Should Ask About Performance Management, Alexandria, Virginia : SHRM foundation.

Slavić, A., Berber, N. & Leković, B.(2013). Pderfomance Management In International Human Resource Management. Serbian Journal of Management 9 (1) (2014) 45 - 58 , Issue 2014 January.

Stangl-Susnjar, G. & Zimanji, V. (2005). Human Resource Management: The International Journal of Human Resource Management, 24(4): 704-720.

WORKFORCE DIVERSITY: BIGGEST CHALLENGE IN THE 21st CENTURY

According to Onday (2016), Workforce diversity is a major concern for most of the businesses today since organizations need to understand and go through the workforce diversity effectively because of globalization requires more attention and interaction among people from diverse cultures, beliefs, and backgrounds in the 21^st century.

According to Saxenaa (2014) , Workforce diversity can be identified as the similarities and differences between employees in terms of physical capabilities and disabilities, race, religion, age, social backgrounds, gender, and sexual orientation. As she explained further, no two humans are alike and people are different not only in above psychological characteristics but also in their perspectives and prejudices and in current scenario, employing diversified workforce is necessary for every organization but to manage such diversified workforce is also becoming a big challenge for management.

According to Esen (2005 ), under the umbrella of diversity practices, currently organizations are employing approaches of understanding and relationship-building which encourage the voice of all employees to be heard and involved with achieving a competitive advantage by learning the perspectives of diverse employee groups are adding value and creativity to organizations’ strategic direction.

Companies always need to have a look for the ways to becoming comprehensive while holding diversity because it has the potential to yield the greater competitive advantages as well as the work productivity (SHRM 1995). Stephen Butler, chairperson of the Business-Higher Education Forum, strongly trust that diversity is an invaluable competitive asset (Robinson, 2002) and Black Enterprise(2001) highlighted that managing diversity in the current global context is a key factor of effective people management in a workplace.

According to Devoe (1999), many challenges can be identified in managing diverse work population since it is more than simply acknowledging differences in people. Also he says that it involves in recognizing the value of differences, combating discrimination and upholding the inclusiveness resulting managers to be challenged with losses in personnel and work throughput due to prejudice and discrimination, as well as complaints and legal actions against the organization.

Negative attitudes and behaviors also can be hurdles to organizational diversity because they can damage working relationships and hurt morale and work productivity. (Esty et al. 1995).

AT&T company which is an American telephone and telegraph company strongly believes that their success begins with their employees with a diverse in their business, as well as customers, investors and communities .Also company believes that with a diverse in workforce, they can have a better understand on the different needs of their customers and can deliver products and services which enable them to gain more businesses (Anon,2015).

References

Anon., 2015. Impact of Organizational Culture on Employee Performance and Productivity: A Case Study of Telecommunication Sector in Bangladesh. International Journal of Business and Management, 8(2), pp.63-78.

Black Enterprise. 2001. “Managing a multicultural workforce.” Black Enterprise Magazine (July).

Devoe, D. 1999.Managing a changing workforce: Achieving outstanding service with today’s employees. Davie, FL: Workplace Trends Publishing.

Esen, E., 2005. 2005 Workplace Diversity Practices , s.l.: Society for Human Resource Management.

Esty, K., R. Griffin, and M. Schorr-Hirsh. 1995. Workplace diversity. A manager’s guide to solving problems and turning diversity into a competitive advantage. Avon, MA: Adams Media Corporation.

Onday, O., 2016. Global Workforce Diversity Management and the Challange of managing diversity. Global Journal of Human Resource Management , Volume Volume 4.

Robinson, K-S. 2002. “U.S. must focus on diversity or face decline in competitiveness.” The Society for Human Resource Management (SHRM).

Society for Human Resource Management (SHRM). 1995. “SHRM survey explores the best in diversity practices. Fortune 500 firms outpace the competition with greater commitment to diversity.” The Society for Human Resource Management (SHRM). ( http://www.shrm.org) (Accessed on 25^th June 2018)

Saxenaa, A., 2014. Workforce Diversity: A Key to Improve Productivity Ankita. Institute of Management Studies Annual Research Conference .

INFLUENCE OF TRADE UNION IN EMPLOYEE RELATIONSHIP TODAY

A trade union is an organization consist of workers who have joined together to achieve their goals in different areas such as wages and working conditions as well as negotiates contracts and conditions with employers while keeping employee satisfaction highly and protecting the workers from unsafe or unfair working conditions. Also these organization are formed together by labor, workers or employees with the aim of achieving their demands for better conditions at a working atmosphere while the Fundamental purpose of a Trade unions is to protect the interests of their employees.­­­

Deakin & Morris (2012) defined Trade Unions as the groups of people who collate the interests of their employees against the organization that may seek opportunities to achieve the interests of the employees. CIPD (2017) described trade unions as independent collective bodies which are representing the interests of workers. Further they identified that the literature on trade unions as so extensive. Freeman & Medoff (1984) says that independent trade unions are the most effective vehicle for employee voice, as a source of guidance to challenge the unilateral power of management control.

Kaine (2014) says that Unions often mobilize members to take collective actions over individual grievances. He has taken transport industry of London Underground as an example where such mobilizing occurs, which extend individual grievance into more expansive collective action of the sector or whole workforce.

According to the CIPD view point, Actions taken by union stewards to influence work and employment relationships is very important in the current context. According their analysis, 43% of union stewards spend the majority of their time on collective issues, rather than individual issues, with 21% spending equal time on both. But this varies between and within countries. According to Marsden (2013), when comparing the UK and France, he confirmed that strong links between workplace representatives and unions are tend to aggregate individual voice in the UK (CIPD, 2017).

According to Armstrong.M (2009),Trade unions have two unique roles which can be identified as to secure through collective bargaining, improved terms and conditions for their members, as well as to provide protection, support and advice to their members as individual employees. Also as many researches shows an additional role which means  providing legal, financial and other services to their members, has come to the industry more recently.

As stated by Julia.H (2017), Trade Unions can be identified in two basic ways. 

1.      Craft unions- Which represent workers who have the same skill under same profession.

(Ex. The United Brotherhood of Carpenters and Joiners of America and the National Football League Players’ Association

2.      Industrial unions – Which represent workers who are employed in the same industry with specific skills or profession.

(Ex. The Transport Workers Union and the United Steelworkers of America)

References

Armstrong. M (2009), 11^th ed , A hand Book of Human Resource Management Practice 
Kogan Page, UK.

Chartered Institute of Personnel and Development, 2017 November. Power dynamics in work and employment relationships: the capacity for employee influence, United Kingdom: The Broadway London.

Deakin, S. F. & Gillian S. Morris, 2012. Labour Law. In: r. 6, ed. s.l.:Hart Publishing.

FREEMAN, R.B. and MEDOFF, J. (1984) What do unions do? New York: Basic Books.

Hofmann, J., 2017. Trade union research: for what purpose?, s.l. Österreich Z Soziol.

KAINE, S. (2014) Union voice -Handbook of research on employee voice. Cheltenham: Edward Elgar Publishing, pp170–187.

HOW LEARNING AND DEVELOPMENT BECOMING MORE RESPONSIVE IN TODAY’S WORLD

As many researches described, Learning and Development (L&D) can be identified as an organizational process and various terms such as “training and development”, “employee development” and “human resource development” had been established to describe the field Learning and Development.

Chartered Institute of Personnel Development (CIPD) in 2015, had produced a set of professional standards for identifying the purpose of L&D as an organizational process as well as to describe its importance regarding to the business.

CIPD (2012) defined L&D as a critical organizational process of developing people by connecting with L&D processes, operations and relationships which leads to enhance the organizational effectiveness and sustainability for the business as well as to heightened the personal competence, better adaptability and employability towards the individuals.

Challenges for L&D in organizations from today’s Perspective

According to the survey conducted by CIPD in 2015 among the private and public sector organizations with more than 800 CEOs, Human Resource directors and the managers, were able to found that there are broad and far- reaching L&D challenges of reorganizations occurred today and the survey indicated that 40 % of these initiatives fail to attain their objectives in implementing a L&D culture in the organization (CIPD, 2015). 

Considering the modern organizations, many researches highlighted the challenges facing when implementing L&D practices through the organizations. According to Harrison.R (2009) , L&D has an ethical dimension which means a great concern to the organization. As he stated external forces such as media, globalization, stakeholders, legislation, talent war and environmental concerns are forcing the organizations to consider the diversity and impartiality along with the economic accountability as the bottom line for the L&D practices.

Various L&D interventions such as appraisal, career management and development, coaching, mentoring, e- learning, peer group learning were identified from many studies. According CIPD (2015), coaching is the most popular method of L&D. According to the 10^th annual survey of CIPD, 71 % of the employers in UK use coaching in their respective organizations while identifying coaching as an effective L&D tool. From that survey, it is identified that 79% of the organizations implemented coaching for their employees for the purpose of personal development and for handling the issue of poor performance.

According to the Association of Talent Development data collection it is identified that organizations invested 34.1 hours per person on L&D in 2016. According to their research, the most important thing is to considering and maximizing the return in training investment. From that research they highlighted their recommendations to support organizational L&D strategy as to develop the required technical skills for today & develop leadership capacity at all Levels of the organization. (Forbes, 2018).

References

Chartered Institute of Personnel and development, 2015. Learning and development Annual Survey Report. The Chartered Institute Of Personnel and Development, London.

Chartered Institute of Personnel and development, 2012. Learning and talent development- Annual Survey Report. The Chartered Institute Of Personnel and Development, London.

Forbes, 2018. Six Learning And Development Trends To Embrace For Maximum ROI. [Online]
Available at: https://www.forbes.com/sites/forbescoachescouncil/2018/04/13/six-learning-and-development-trends-to-embrace-for-maximum-roi
[Accessed 20 June 2018].

Harrison.R (2009) Learning and Development, 5th edn, London, CIPD

TALENT MANAGEMENT IN 21ST CENTURY

Many researchers have provided various definitions under the term “Talent Management” from different perspectives.

Stephenson & Pandit (2008) as well as several researchers reveled that having the right number of people at the right place at the right time with the right skill sets and the levels of motivation are fundamental factors of talent management process. CIPD defines Talent Management as deployment, development, organized attraction and retention of the demanded as well as high potential employees within the organization, who will be considered as a valuable resource for the organizational development. Further CIPD says that by managing talent in strategically, organizations are being able to build a high performance within the workplace by adding values to their branding agenda, and contribute to diversity management. Because of these reasons they says that HR professionals widely consider on Talent Management process which is to be among their key significance at all the time (CIPD, 2009). Also Lewis and Heckman (2006), stated that the talent management involves with all Human Resource Management processes with an exact importance on the attraction, development and retention of the talents.

In the modern business environment Organizations used to have the best talent in order to succeed in the hyper-competitive and increasingly complex global economy resulting the understand of need to hire, develop, and retain the talented people within the organization awaring that they must manage talent as a critical resource to achieve the best as well as potential outcomes always (Wellin, et al., 2014).

Talent management starts with the business strategy within an organization in terms of the future demand for talented people. From this companies aims to develop and maintain a pool of talented people through the talent pipeline, which consists the processes of resourcing, career planning and talent development that maintain the flow of talent needed by the organization.

Creating talented people is one of the fundamental pillars of American Express. And therefore, the company has put in a lot of effort to identify the competencies for developing their staff members. But, before they get into that, they take a look at how good people are spotted in the first place (Kalra & Vijay Nair, 2004).

As discussed by Ready and Conger (2007), HSBC has created a system called talent pools that track and manage the careers of employees. The employees in these pools are initially selected for new assignments within the line of business as well as over time are given for the positions that cross boundaries in order to demonstrate that they have the potential to reach a senior management role. Then they can be placed in the group talent pool, which means that they have the potential to reach the senior executive level in three to five years and top management in the longer term. 

References

Chartered Institute of Personnel and development, 2009. Learning and development. The Chartered Institute Of Personnel and Development, London.

Chartered Institute of Personnel and development, 2009. Talent management: Strategy, policy, Practice. Chartered Institute of Personnel and development, London.

Kalra, V. & Vijay Nair (2004). Developing People Managers at American Express. [Online]
Available at: https://www.peoplematters.in/article
[Accessed 04th June 2018].

Lewis, R.E. and R.J. Heckman, 2006. Talent management: A critical review. Human Resource Management review, 16: 139-154.

Ready, D A and Conger, J A (2007) Make your company a talent factory, Harvard Business Review, June, pp 68–77.

Stephenson, E. and Pandit, A. (2008). How companies act on global trends: A McKinsey global survey (Boston: McKinsey).

Wellin, R. S., Audrey B. Smith & Scott Erke, 2014. Nine best practices for effective talent management, s.l.: Development Dimensions International.