Abstract The knowledge we know about organizational development plays a major role in any corporation or business
The knowledge we know about organizational development plays a major role in any corporation or business. Organizational development can include a vast majority of things. This research paper illustrates some examples of organizational development in order for the corporation and business to be successful. Skills are discussed in the light of problems of organizational development, change and culture. As part of an attempt to address perceived organizational needs, a problem-solving method for organizational effectiveness has been implanted for the business. Human Resources has placed some interventions in place to address those needs such as individual coaching and group sessions covering team building amongst other things that have been carried out. These same interventions allow human resources to develop activity within the organization. Training and performance management has been used as developed action plans for improving organizational skills. These are all looked at as the solution of managing organizational change and changing organizational cultures.
Keywords: Organizational Development Human Resources Team Effectiveness Employee Engagement Performance Management Training and Development Talent Management
Organizational Development in Human Resources
Organizational Development is the process through which an organization improves the capacity to meet their present and forthcoming requirements. Organizational development concentrates and addresses issues on impacting work teams, departments and organizational effectiveness. (Shaaen, 2012) advises in most cases, to achieve goals, it requires team members to get out of their comfort zone, their circle of habits, to do things differently in the future. Human Resources is responsible for capturing critical findings and developing recommendations for the organization. The recommendations should include organizational learning and knowledge management which can all help transform the organization.
Team Effectiveness is very important when it comes organizational development. Team effectiveness also known as group efficiency is the ability a team has to achieve goals or objectives that has been set by the organization. In order for the organization to be a dynamic and operative team they will need to initially establish leadership. (Chen, C. C., Wu, J., Yang, S. C., & Tsou, H.-Y. (2008) states that in order to be an effective leader and to effect actions, a leader needs to articulate visions clearly, embody values and create the environment to accomplish things together with team members. It is also important for leadership to create relationships with their employees and founding ground rules for the team. An important trait for collaboration is shared capacity. A model team member will be someone with exceptional skills or understanding that is able to help the team advance. Effective team members should show features of establishing highly effective emotional intelligence, interconnects proactively, share and communicate shared goals and correspondingly have a combination of introverts and extroverts. (Rocine, V., & Irwin, D. 1994, October) No role is more important than another. Each is critical at a point in time and to the whole. A team member typically plays both a task-oriented and a process-oriented role. Organizations are more likely to perform well and be successful when their people work effectively as a team. Teamwork creates synergy. Combined efforts of the team is greater than actual individual efforts.
(Kahn 1990) coined the term engagement in formal and informal contexts. He described engagement as an individual’s emotional, physical and cognitive attachment with its role, whereas disengagement was described as opposite of engagement (Gupta, M. 2017). Employee Engagement is a main feature in organization growth because employees should feel passionate about their jobs. Human Resource Management is accountable for making sure that the workplace methodology is intended to warrant that employees are committed to their organization’s goals, purposes and values. Employees are also encouraged to add to organizational success, and have the chance to enrich their own sense of well-being. Some organizations and business deliberate that growing employee fulfillments will lead employees to be driven and involved more. Contentment is transactional and contractual. If employees are doing the work they are also expecting the organization to provide them the basics. The basic things employees expect are compensations, tools, and resources, physical safety, dignity, and respect. When employees feel good about their jobs, they are loyal to the organization and put unlimited effort into their work. Employee engagement shows the promise, determination and drive that employees bring to work and is a key pointer of their connection and dedication to the organization. Employees who are involved are more productive, and is more likely to be trustworthy to an organization. (LINLIN, Z., NAN, Z., & YANG, Q. 2017).Work engagement has evolved as a motivational construct to describe the work-related state of mind that is characterized by vigor, dedication, and absorption (Schaufeli, Salanova, González-Romá, & Bakker, 2002)
(Hawthorne, P. 2004, Summer) HR is increasingly becoming an important part of executive planning and actions and far more of an integral part of management than ever before,” notes Butteriss. “We see such things as performance management, creating a high-performance organization, improving organizational and individual competence, creating flexible work teams, and satisfying customers’ needs becoming a major part of the strategic planning of senior management” (1998, pp. ix-x). Performance management is a significant area of work handled by the HR managers or the senior managers of a company. Human Resource Management guarantees that employee performance is aligned with organizational goals and that the employees are meeting or surpassing expectations on these goals. Performance management also helps an HR manager to trail and assess the gaps in the processes and the modifications or resolutions to be made for corrective action. Performance Management is making sure the employee and the organization are concentrated on the same priorities. It helps the organization by improving production and decreasing excess. It helps the employee set and meet their goals and also helps build the employee manager relationship. When the organization goes through a alteration Performance Management helps the switch to be smoother and less chaotic. It also helps the organization and employee have a stream-lined relationship which improves communication and connections between the two groups. Additionally, this will fill any gaps that are in an employee’s skill-set and make them a more valuable employee through feedback and coaching. Performance Management can be categorized into five cycles. The first cycle is execution and planning for the organization to plan what is it exactly they are looking to achieve. The second cycle can be categorized as execution with having the plan or approach laid out in planning and is executed by organization decisions. The third step can be catergorized as monitoring when the plan is actually rolled out. Once the plan is rolled out HR tracks it progress. The fourth cycle can be categorized as analyzing. The data from tracking progress can be used to determine if the activity is on or off track. Analyzing the date could also be a great opportunity to creating future processes. The fifth cycle is forecasting which helps predict the outcome of the process. Forecasting becomes a method for the organization to meet its objective. Generally, performance management helps measure Human resources how good or bad the organization is developing.
Training and Development
(Marshall, J. N., Alderman, N., Wong, C., & Thwaites, A. 1995) Recent research on management training and development argues that the motivation for workforce training has to start with senior management (Ross, 1993), as they determine the ethos and strategic direction for the whole company. Training is a program that helps employees learn specific knowledge or skills to improve performance in their current roles. Development is more widespread and focuses on employee progression and forthcoming performance, rather than their direct job role. Human resource management looks at training and development as a task concerned with organizational movement concentrated on enhancing the job performance of individuals and groups in organizational settings. Training keeps employees up to date on procedures and process so that they are able to stay on top of their jobs. Training is a great way to keep the organization competitive and is also a great benefit. Some will have flaws or gaps in their professional skills. A training program permits the employees to reinforce their skills they need improve. A development program brings all employees to an advanced level so they all have parallel skills and knowledge.
Talent management in Human Resources refers to the organization and the planning to business needs. Human resources does everything to recruit, retain, develop, reward and make people perform forms a part of talent management as well as strategic workforce planning. (Schachter, D. 2008, April) I have experienced this phenomenon myself in the organization from which I have just departed. I’m not speaking necessarily about myself; but the fact is, knowledge workers are incredibly mobile today, and if they are not feeling fulfilled or see opportunities for growth in their current work, they will go elsewhere. It’s an employee’s market in many areas. The goal of talent management is to create a high-performance, sustainable organization that meets its strategic and operational goals and objectives. It is very important human resources recruit and hire individuals who are the perfect fit for the job description. Human Resources will need to make sure candidates have the work history, knowledge, and most importantly, the passion for the organization that the company is seeking. (Walsh, K., & Taylor, M. S. 2007, May) A great deal of an organization’s implicit service-based knowledge resides in its employees; when they walk out the door, so does some of the company’s valuable knowledge base (Coff 1997). The talent preparation method with an organization allows actual progression planning. Talent planning is intended to use an organization’s standing proficiencies and possible to meet current and future business needs. Organizations are now cognizant of the significance of talent acquisition in talent management. Having the right employee talent is the most important thing an organization can do in its entire talent management cycle. Those employees who are a good match are likely to contribute to the organizations success while separating out everyone else.