Critique Effective Human Resources and Organizational Behavior Business Foundations for Comprehensive Strategic Knowledge Studies Assignment#6 Shawn Young Professor John Enamait July 10, 2016

Table of Contents TopicPage Number Video: What is HR? Introduction…………………………………………………………………………………… Human Resources………………………………………………………………………………… Video: Recruitment and Selection……………………………………………………………….…9 Recruitment and Retention …………………………… – 11 Video: Compliance Guy……………………………………………… …12 Fair Treatment and Legal Compliance……………………………………………………… – 14 Video: Training and Development……………………………………………………… Training and Development ……………………………………………………………………….16 – 17 Video: Resistance to Change………………………………..... ……………………….………...18 Embracing Organizational Change……………………………………………………………… Conclusion ……………………………………………………………………………………...23 References…………………………………………………………………………………….…24 – 29 2

VIDEO: WHAT IS HR? Source: Retrieved July 6,

Introduction The preceding video entitled: What is HR? Provides a good example of the many companies that advertise on the internet or other places and propose to have answers and solutions to human resource (HR) issues all in one book. This writer disagrees with the proposition that one book can provide solutions to HR issues. It is noteworthy that the presentation indicated that payroll is typically the biggest costs for business. Therefore, human resources are deserving of significant investment for its operation and efficiency. 4

Introduction cont. The following presentation will demonstrate the XYZ Company’s systematic and strategic approaches to human resources that provide an adaptable, viable, and competitive advantage over its competitors. Accordingly, the presentation will make prescriptive as well as informative points regarding the importance of managing human resources, recruitment and retention, training and development, promoting and sustaining a positive culture, fair treatment, and legal compliance, and embracing organizational change. 5

Human Resources Strategic Human Resources Management (SHRM) must be part of the XYZ Company’s strategic plan and it may be argued that it should give birth to the strategic plan; if not be identical in terms of importance. “The field of strategic human resource management (SHRM) has promised to move human resource management (HRM) from strictly an administrative role exhibited in its “personnel” days to one that may be seen as critical in facilitating firm success (Dutch, 2013:10)” “We define human resources as the pool of human capital under the firm's control in a direct employment relationship (Wright et al., 1994:304)”. “Human capital resources include such things as the experience, judgement and intelligence of the individual managers and workers in the firm. (Wright et al., 1994:304).” ”Human resource practices, on the other hand, are the organizational activities directed at managing the pool of human capital and ensuring that the capital is employed towards the fulfilment of organizational goals (Wright et al., 1994:314).” Human Resources should be thought of as a Triad consisting of HR Professionals, Line Managers, and other Employees (“Peregrine”). 6

Human Resources cont. “Culture is in! During the past two or three years a number of popular books have argued for the importance of a company's culture in developing excellent performance (Wilkins, 1984:41. The literature presents the relation between HRM and organizational culture as a two-way process (Dutch, 201). HRM is said to influence and be influenced by organizational culture…This perspective is reinforced by the acknowledgement that HRM communicates organizational values, and as such, may be the most pervasive manifestation of organizational culture (Dutch, 2013:11)” "golden handcuffs" encourage people to remain with the company and learn and pass on the company culture through stories (Wilkins, 1984:18).” The review of the literature presented thus far makes it abundantly clear that organizational performance is linked to human capital (Dutch, 213; “Peregrine”; Wilkins, 1984).. Given the strong linear relationship between cognitive ability and job performance…firm(s) with greater human capital resources in terms of cognitive ability should possess a productivity advantage relative to other firms ( Wright et al.,1994:14)” Quality of work life: includes, but is not limited to – training, development, fair and equitable treatment, a safe physical and psychological environment, and work organized around teams. These types of efforts increase employee commitment, satisfaction and feelings of empowerment (“Peregrine”). 7

Human Resources cont. In the previous slide mention was made of stories. “In general, stories are powerful in passing on a culture because they are like maps that help people know how things are done in a particular group. (Wilkins,1984:43) “Culture is most powerful when it both captures the imagination with broad symbols and, at the same time, guides action with concrete scripts... (1) …. concrete…they have detail about specific people, specific actions, and often they provide description about the time period and the place… (2) …common knowledge among some group of people in the organization... (3) They are believed by some group of people… If they do not believe that a particular event occurred, it won't be able to serve as well as a script for how to get things done … (4) They are typically about …the social contract of the organization… how people are treated and rewarded/punished,... Stories which give people this kind of information are most influential in guiding and motivating action which is relevant to organizational performance (Wilkins, 1984:47- 48)” Creating a sustained competitive advantage: core employees, employees who are rare, and a culture that can’t be copied (“Peregrine”). 8

Video: Recruitment and Selection Source: 9

Recruitment and Retention Aravamudhan and Krishnaveni (2015:58-59) quoting Jim Collins offer: “Great companies first got the right people on the bus, the wrong people off the bus, and the right people in the right seats – and then they figured out where to drive it.” The XYZ Company will utilize both internal and external sources. Internal Sources: Promotion, Transfer, and/or Rehire (“Peregrine”). External Sources: walk-in, referrals, other companies, agencies, schools, trade associations & unions, job fairs, newspapers, journals, TV & Radio ads, electronic recruiting (“Peregrine”). The primary responsibility for recruitment shall be HR & Line Managers; HR-Triad shall contribute. 10

Recruitment and Retention cont. Reward and Recognition (Eversole et al., 2012; Festing & Schafer, 2014; Russell & Brannan, 2016; ). Recognition of generational differences and devising strategies that appeal to each generation, i.e. Baby Boomers, Generation X’ers and Y’ers (Tourangeau et al., 2013). Conduct employee satisfaction surveys. Far more insight is possible if the surveys are set up in a way so that we can understand the responses of individual employees over time…survey respondents are given an individual, unique link to their survey... (Pritchard, 2014) We can analyze individual's attitudes over time, and potentially alongside other data about this employee, such as salary progression, job change, performance reviews etc. to gain additional insight. (Pritchard, 2014) Effective Orientation and socialization efforts(“Peregrine”; Pritchard, 2014) Conduct exit interviews and utilize data to improve (“Peregrine”) 11

Video: Compliance Guy Source: 12

Fair Treatment and Legal Compliance “When employees perceive their supervisors’ actions as fair, other positive organizational outcomes, such as altruism, courtesy, sportsmanship, and conscientiousness…and lower turnover …, follow (Westerman & Westerman, 2013:191).” Distributive justice consists of perceptions of fairness pertaining to outcomes such as pay or promotions (“Peregrine”) procedural justice consists of perceptions of fairness pertaining to the procedures used to reach the outcomes(“Peregrine”) Interactional justice consists of justice pertaining to interpersonal treatment(“Peregrine”) The XYZ Company through maintaining an environment of fairness will engender a productive workplace 13

Fair Treatment and Legal Compliance cont. The Occupational Safety and Health Act The Family and Medical Leave Act Title VII of the Civil Rights Act of 1964 The Age Discrimination in Employment Act of 1967 Title I of the Americans with Disabilities Act of 1990 The Equal Pay Act of 1963 The Pregnancy Discrimination Act Executive Orders 11246, 11375, & National Labor Relations Act 14

Video: Training and Development Source: 15

Training and Development The XYZ Company Training and Development Strategy will encompass these major themes: Assure employees have competencies and skills sets that match organizational strategy; Assure employees are compliant with policies and procedures, and required legal compliance; Assure employees obtain and maintain technological competitive advantages; Assure employees behaviors are aligned with company mission, values, principles, and goals; Assure employees have the wherewithal to meet organizational, job, and personal needs; and Vehicle to enhance employee cohesiveness and commitment (“Peregrine”). 16

Training and Development cont. Training and development results in a cultural imperatives (Livițchi et al., 2015). Ongoing training and development is critically important to the organization's effectiveness and competitiveness (Livițchi et al., 2015). Teamwork is enhanced through training and development (Livitchi et al; 2015; “Peregrine”). Affective Outcomes of Training include socialization and organizational culture (“Peregrine”). Responsibility for training and development rests with the HR-Triad (“Peregrine”) 17

Video: Resistance to Change Source: 18

Embracing Organizational Change Organizational change is today’s global market requires companies to be adaptive and flexible. Those that are able to readily embrace change are more successful as they are responsive to changes that impact the ability to be successful (McClellan, 2014;“Peregrine”; Shin et al. 2015). The XYZ Company must position itself to absorb and adapt change in an expedient fashion to assure it takes advantage of potential change factors, e.g. technological, marketing, etc. However, organizational change can be arduous task; and its impact are various. Organizational change can impact the XYZ Company in multiple ways, including, but not limited to: employee fear of the unknown, resistance, employee turnover, uncertainty, invalid rumors and conjecture, sabotage, non-productivity, etc. ( “Peregrine”; Shin et al. 2015). The XYZ Company can also benefit from change by staying either ahead or inline with innovation, technological advances, creating product differentiation, etc. ( McClellan, 2014). 19

Embracing Organizational Change cont. Organizational change should begin with a diagnosis; to determine the overall performance and functioning of an organization (“Peregrine”). All employees should be evaluated to determine their readiness for change if feasible; if not then key employees on all levels should be evaluated for their readiness for change (“Peregrine”). All employees should be permitted to participate in the change process; thus deterring resistance (“Peregrine”). Change should be couched in terms of positive opportunity for both individual, team, and organizational growth (“Peregrine”; Shin et al., 2015). All employees should have an opportunity to voice their concerns and be provided with feedback addressing their concerns (“Peregrine”). The XYZ Company is currently positioned to take advantage of potential change opportunities because its organizational design is both adaptable and flexible to meet such challenges. 20

Embracing Organizational Change cont. Organizational change can disrupt the XYZ Company culture if not done in an effective manner. Anticipating and providing answer to such questions as these are important with respect to the impact to managing change (McClellan, 2014:201) “Will I still have a job when we split off?” “What will we do with shared services?” “What will we do with stock plans?” “Hey what have you heard?” Support for organizational change will vacillate over time because employees will typically experience stress and fatigue due to efforts to change organizational structure or dynamics McClellan, 2014). Thus the essential question becomes: How can managers obtain and maintain employee support for organizational change? (McClellan, 2014). The XYZ Company to address potential disruption to the company’s culture should incorporate the following steps (McClellan, 2014): Create Readiness for change Overcome Resistance to change Create a shared vision with respect to change Manage the transition Sustain the moment for change 21

Embracing Organizational Change cont. Resistance to change can often take on two form: Individual and Organizational. Individual resistance can manifest itself in overt or covert manners; and the most challenging is that of passive resistance ( “Peregrine”). Organizational resistance can manifest itself in protectionist behavior of those with vested interest in the status quo; organizational cultural aspect can have an adverse impact on change (“Peregrine”). The XYZ Company should address employee resistance to change by utilization of the Force Field Analysis. The Force Field Analysis compels all employees to evaluate the current status of the organization and cause for change (“Peregrine”). Additionally, the Force Field Analysis generates an understanding of the reasons employee’s may have resistance; allowing for a rational evaluation as well as reasons for the change (benefits)(“Peregrine”). 22

Conclusion The preceding presentation addressed human resources with the intent of demonstrating how human resources can provide an adaptable, viable, and competitive advantage through systematic approaches. Accordingly, the presentation provided a prescriptive as well as informative discourse regarding the importance of managing human resources, recruitment and retention, training and development, promoting and sustaining a positive culture, fair treatment, and legal compliance, and embracing organizational change. Additionally, it described how change can impact the culture of the XYZ Company and methods to address the same. 23

REFERENCES Aravamudhan, N. R., and Krishnaveni, R. (2015). Recruitment and Selection Building Scale: Content Validity Evidence. SCMS Journal of Indian Management, 12(3), Retrieved on July 5, 2016, from Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99. Retrieved on July 5, 2016, from Dutch, M. A. (2013). A Symbiotic Framework of Human Resources, Organizational Strategy and Culture. Amity Global Business Review, Retrieved on July 6, 2016, from

REFERENCES cont. Eversole, B.A.W., Venneberg, D.L. & Crowder, C.L. (2012). Creating a Flexible Organizational Culture to Attract and Retain Talented Workers Across Generations. Advances in Developing Human Resources 14(4) 607 –625.SAGE Publications. Retrieved on July 5, 2016, from Festing Festing, M., and Schäfer, L. (2014). Generational challenges to talent management: A framework for talent retention based on the psychological-contract perspective, Journal of World Business, Vol 49, Is 2,Pages 262–271. Retrieved on July 5, 2016, from main.pdf ?Schäfer main.pdf Karp, T., & Helgø, T. I. (2008). From Change Management to Change Leadership: Embracing Chaotic Change in Public Service Organizations. Journal Of Change Management, 8(1), Retrieved on July 6, 2016, from

REFERENCES cont. Mathewson, K. (2014). Creating a learning culture. Psychiatric Rehabilitation Journal, 37(1), Retrieved on July 5, 2016, from McClellan, J. G. (2014). Announcing Change: Discourse, Uncertainty, and Organizational Control. Journal of Change Management, 14(2), Retrieved on July 6, 2016, from Livițchi, O., Hacina, L., & Baran, T. (2015). Professional Training - Effective Element of Management in Achieving of the Personnel Policy. Economy Transdisciplinarity Cognition, 18(1), Retrieved on July 5, 2016, from 26

REFERENCES cont. Peregrine Academic Services Retrieved on July 5, 2016, from lkPTI1NTkzNDkmdGhlbWU9ZGVmYXVsdA==# Pritchard, K. (2014). Using employee surveys to attract and retain the best talent. Strategic HR Review, 13(2), Retrieved on July 5, 2016 from Russell, S. and Brannan, M.J. (2016). Getting the Right People on the Bus”: Recruitment, selection and integration for the branded organization. European Management Journal, Volume 34, Issue 2, Pages 114–124 Retrieved on July 5, 2016, fromEuropean Management Journal Volume 34, Issue 2 from S main.pdf? S main.pdf 27

REFERENCES cont. Shin, J., Seo, M.G., Shapiro, L., & Taylor, M.S. (2015). Maintaining Employees’ Commitment to Organizational Change: The Role of Leaders’ Informational Justice and Transformational Leadership. The Journal of Applied Behavioral Science. Vol. 51(4) 501 –528. Retrieved on July 6, 2016, from Tourangeau, A. E., Thomson, H., Cummings, G., & Cranley, L. A. (2013). Generation‐specific incentives and disincentives for nurses to remain employed in acute care hospitals. Journal Of Nursing Management, 21(3), Retrieved on July 5, 2016, from Westerman, C. K., & Westerman, D. K. (2013). What’s Fair? Public and Private Delivery of Project Feedback. Journal Of Business Communication, 50(2), Retrieved on July 5, 2016, from

REFERENCES cont. Wilkins, A. L. (1984). The Creation of Company Cultures: The Role of Stories and Human Resource Systems. Human Resource Management, 23(1), Retrieved on July 6, 2016, from ewer? ewer? Wright, P. M., McMahan, G. C., & McWilliams, A. (1994). Human resources and sustained competitive advantage: a resource-based perspective. International Journal of Human Resource Management, 5(2), Retrieved on July 5, 2016, from ewer?vid ewer?vid 29