Recognizing and Engaging Employees For Dummies †MyAssignmenthelp

Question: Discuss about the Recognizing and Engaging Employees For Dummies. Answer: Introduction: This paper discovered the vast information on high performance work practices and their influence on the functions of the organization. It aim to explain when the best practices becomes not best practices and the concept of high-performance work practices which are one of the best-way of confirming productivity of employees in the organization. Though, there is unanimity among different definition of high performance work practices that it has major influence on the performance of the organization however, the precise mixture of practices varies in different definition. The more productive workforce can be achieved when the practitioners and management scholars will provide their maximum attention towards employees. It is being said because encouraged, motivated and trained employees will normally desire to perform excellently in the same manner a well-organized machine operates in a function of the business. Management of Personnel includes the people management at the workplace. However, the function of the personnel is very serious and universal during the course of the organization as not a single subdivision or department can exist without the presence of people but, the individual concern of dealing with the issues related to employees rests on the department of personnel. Management of individuals is a tough job mainly in the period of extreme competition in the market and rise in the global market share. It states that the HR Manager (Human Resource) of the 21st century of a multinational company is expected to be challenged with the problem of handling and filling the unoccupied or vacant positions with skilled and right people (Haas, 2017). Organizations require those personnel who can operate in various cultural situations; it is considered as a criterion for chasing global policies. Globalizing is essential to disabling the burdens from the current financial crisis that is quivering the basics of the most powerful economies of the world (Hossain, Campbell, Harrison, McKinley and Shah, 2011). HPWPs (High-performance work practices) are a technique of confirming that personnel is managed excellently in order to become extremely productive and dynamic in the workplace (Sparham and Sung, 2017). Best Practices- Not Best practices Best Practices indicates that there is only single way or method but this is not always possible, i.e. everyone cannot fit in single size. If there will be only one best possible way to perform some task or job then every company will be following the same way or method in a similar way. The company's success is dependent on bringing something new to the market or performing a similar task in a different manner. However, it should be noted that performing something different always makes sense if it is adding value and can help in sustaining for the long term in the market but being different in itself does not provide any benefit (Quantech Solutions, 2014). Only one best practice overlooks both the external and internal features of the companies. In the internal premises, companies perform differently; they have diverse teams of management and culture. It can be seen from the companys history and people. In the outer boundary companies perform in various countries, regulations, and climates (Anthony, 2008). Therefore, to assume or expect that there is one best practice which is accepted universally is wrong. On the other hand, it is very much beneficial to have a look at what our company is performing in comparison to a competitor (benchmarking), and putting efforts to have an accurate "Best Practice" assessment that our company should implement. Moreover, it is very important to consider the limitations that arise while using the concept of best practices in the company such as the strategic differentiation of an organization can be diluted due to best practices, the industry model can become limited due to best practices, best practic es can uncover the original worldviews, and best practices can reserve practical area power (Eilertsen, 2017). An overview of High-Performance Work Practices High-Performance Work practice is not a fresh model or method is the HRM (human resources management) as the thought of handling people efficiently is present long ago. But still, the detailed description of high-performance work practice is not present, and the exact mechanisms that create the practices rest in the form of a question (Ebejer, 2010). This results in a conclusion which was drawn by the academics that the exact meaning of HPWPs is the matter to nonstop debate. (Sung and Ashton, 2011). Besides these broadly believed opinions, the HPWPs has the similar meanings that were presented by several authors such as Patel and Conklin, Ramsay, and Huselid and Rau, as a high-performance work systems, others like Purcell state it as a high commitment management (HCM) whereas, Huselid and Delaney use advanced practices of HRM (PHRMP) (Ramsay, Scholarios and Harley, 2000). Many of the scholars also make use of the word high-performance work organizations (HPWOs). Besides this huge confusion, the fundamental purposes and values of these terms are identical. Hence, high-performance work practices can be stated as the practices which the HR Manager accepts to enhance the performance of the employees in the organizations (Sung and Ashton, 2011). HPWPs can be defined as those dignified processes which are utilized to check the effectiveness of human resources on the performance of the firm. Whereas, it is also considered as a group of balancing work practices layering three comprehensive classes which comprise; high involvement practices of the employee, commitment and reward practices, and human resource practices in an organization (Patel and Conklin, 2012). The implication of these descriptions proposes that HPWPs are one of those group of HR practices that are capable in filtering the abilities of the workers or inspiring them to be more creative (Huselid, 2014). Types of High-Performance Work Practices Various types of HPWPs are recognized by some of the professors from a Universalist, Contingency and the configurational viewpoint. The Universalist perception proposes that few of the HR practices are possible to provide maximum outcomes when accepted regardless of nature, people, and type of organizations. Whereas the supporters of Contingency consider that a mixture of the practices of the HR will only give results if it is applied in the definite organizational set or in a particular workers group (Wood, 2018). Universalist Supporters consider that HPWPs can be executed to enhance the performance of the personnel in the organization across the world. While this can be conceivable if corporations are capable to classify the packages of best fit and capable to diffuse these packages successfully during the course of the organization. The Contingency theorist thinks that it is not a mixture of correct packages that create the desired result but somewhat, the degree to which the practices operates with each other and the framework in which they are implemented. At the same time, the configurational opinion defines those boundaries, associations, and structures by which a business works (Armstrong and Taylor, 2014). Whether from a Configurational, Contingency, or Universalist viewpoints, the simple high-performance work practices as acknowledged by academics are narrowly connected and inclined to address exact zones in employment associations. HPWPs is categorized by Huselid in 2 dimensions; workers motivation and workers skills whereas Delery and Doty recognized 7 HPWPs from the study that are; career opportunities, job description, profit sharing, appraisals, job security, employee participation, and training. Youndt categorized High-performance work practices into 2 sets i.e. the administrative behavior human res ource system and human capital enhancing system (Jery and Soua, 2014). Phil and MacDuffie acknowledged analyzing simple HR practices i.e. the behaviour problem-solving skills, decentralization of effort, employee involvement practices, online teamwork, suggestion programs and job rotation. While, Pfeffer recognized behavior key HPWPs i.e. distributing performance and economic information, employing selectively, comparatively high rewards and wide-ranging training, employment security, self-managed team, extensive training, and minimal status distinction (Dickson, 2018). Ashton and Sung characterized HPWPs into 4 sets that are; employee's involvement in decision making, rewards, practices that help in employees performance, and knowledge and information sharing (Sung and Ashton, 2011). Whereas, Chow recognized 30 HPWPs and characterized them into 7 sets that are; training and development, compensation/ benefits, employee relations/participation, promotion and career development, dignified HR system, reimbursement/benefits, recruitment and selection, and planned orientation of HRM. Zhang and Li acknowledged a package of six HPWPs involving promotion, sharing of profits, training, performance appraisal, well-defined jobs, and participation. However, Champion divided its best practices into 3 relevant parts i.e. evaluating proficiency information, unifying the information and consuming the capability information (Timiyo, 2014). Therefore, it can be perceived that HPWPs are the practices that determine the relationship between employer and personnel and the strategies of the HR are guiding such relationships (Cognitive Performance Group, 2013). This covers the 3 wide-ranging areas such as practices of human resource, high involvement of employee, and commitment and reward. These 3 areas are presented below: High Involvement of Employee - Employee involvement is said to be creating an environment through which employees get involved in the process of decision making of the organization. It is not considered as a goal or even as a practice in various organizations. Rather, it is a philosophy of leadership and management about how employees are empowered to contribute to the constant development and the continuing achievement of their work organization (Heathfield, 2018). Employee involvement can be very significant to effectiveness in the present environment of the business. The Gallop Organization, that learned employee involvement in 36 companies `of approx. 7939 business units, identified that involvement of the employee was effectively linked with the performance in a variety of parts, comprising increased satisfaction of the customers, reduced employee turnover, productivity, and profitability. The range of employee involvement was considerable. Practices of Human Resource HRM (Human Resource Management) is a prearranged method to handle individuals well for excellent performance. Its purpose is to create a more open, easy and kind management style such that employees will be inspired, advanced and controlled in a method that they can provide their best performance in order to help in the missions of the department (CSB, 2018). The HRM process is a chain of links which involves planned or intended HR practices results in, definite HR practices, which results in perceived HR practices, and then to responses of the employees, and lastly to the performance of the organization. The HRM Performance Casual chain The above figure stresses on two significant truths about the relations among HRM and performance. First, it highlights that there is frequently a variance between what is said by the management about their doings and what actually the management of the company does with their employees. Line managers, along with group leaders and supervisors, are answerable for changing much of the administrations purposes for HRM into definite HR practice, with the help of the resources provided to them. It is valuable to take HR practice as a broad series of real administrative behaviour. The second fact that the above figure reflects is if the administration wants to bring valued organizational results, it has to influence the attitude, behaviour, and beliefs of the employees. The behavior of the employees is important for analysing whether the anticipated organizational results will be attained, and is inclined by the perception of the employee, and their reasoning and actual answers to, HR prac tices. Main gaps between management purposes and apparent management activities frequently weaken employee loyalty and trust and therefore affect performance results (Boxall and Macky, 2007). Effective practices of HRM are contributory as they assist in attaining the objectives of the department and increase productivity. Some of the practices of HR are: HR is the first impression of potential employees Department of the Human resource must try to not only be well-organized and prepared with new employs but must actually think of themselves as the initial ones to welcome a newly hired personnel and create an optimistic impression on them (Gerber, 2018). They should take care of the needs of the newly hired employees as it is their responsibility which must be performed carefully. Put it in writing and set open expectations It should not be assumed by the human resource management and the organization that the newly hired employee knows about their expectations. The thing which looks to be simple but it is very difficult for another person. A straightforward handbook must be developed for the employees that can address the essentials comprising etiquette related to email, job descriptions, payment methods, attendance expectations. Screen for Culture fit All the organizations follow some type of culture. It is up to the entrepreneur to select to describe and shape it or let it cultivate on its own. Selecting an applicant as per the culture of the organization is very difficult. Understand Motivation A HR manager should have knowledge about the aspects that help in motivating employees. Money and financial rewards are not always the appropriate methods to provide the employees a drive. Every department of HR should plan some programs of non-financial rewards such as highlighting special employees, mentoring lunches, or better parking. Money is not considered always the best driver of strong employees (Technology Marketing, 2013). Be transparent Generation Y deeply highlights culture at workplace, transparency, and benefits. Occasionally these matters even undermine salary considerations. Hence, the most vital practice of HR is that each business must implement culture and emphasize the business transparent culture during the interviews (Martin and Whiting, 2016). Be Consistent After setting the suitable measures and strategies, it is important to ensure that all these set rules and strategies that are being enforced should be followed regularly across all staff members. Nothing weakens your respect for the view of playing favourites. Even if staff members do not like some strategies and are being imposed regularly it makes much more challenging to be questioned. Involve personally At the time company develops or grow, the owner should select their own battle properly and hiring people is very critical as it the heart of the company. Ultimately the owner has to hire the HR manager, but by involving in every activity of the company sets a standard which reflects how the company operates and who is the head. Reward and Commitment Practices Nowadays companies are reflecting a high commitment towards strengthening of reward practices that are associated with other various practices of HR and the organization objectives for motivating, retaining, and attracting employees (Management Study Guide, 2018). Operative reward practices support in inviting result focused expert who can flourish and thrive in the environment which is performance-based. Therefore, it is a motivator and may add something to the development of the employees productivity if executed properly. An operative reward system should be of administrative behaviour along with the system of performance development, which emphases on the payment based on performance and provide plenty of learning opportunities with a strong work environment. Inconstant pay plays a vital part in refining the performance of the employee mostly the top performers instead of the stable pay packages. An effective reward system management might have a valuable result on the performance in numerous ways such as inspiring a feeling of ownership between the employees, may enable long-term emphasis with nonstop development, decreases service operating costs, endorses teamwork, reduces employee disappointment and improved interest of the employees in the companys financial performance. Some of the companies such as General Mills provide a reward to their employees for achieving new skills that can add extra value to the performance of the organization and thus enable cross training, self-managed work teams, and job rotation. Some of the organizations also identify excellent performance by offering lump-sum merit awards and recognition awards for achieving long-term beneficial outcomes and winning employee commitment. For instance, TISCO follows on the spot reward scheme i.e. Shabashi Scheme, in which they provide annual and monthly rewards to the employees. Impact of High-Performance Work Practices High-performance Work practices are a combination of Human Resource practices which have a major influence on the employees performance and positively affect the performance of the organization. Bigger firms essentially own high market power and more resources to strive in the market by exploiting their resources to achieve a competitive advantage that can be improved by the High-Performance Work Practices. Industries differ in the context of their opportunities and pressures that in return disturb the performance of the firm. Big firms have the extra advantage of their resources in order to compete with their competitors and performing different strategies that have an effect on the Human Resource practices (Ismail, 2012). Business with diverse ownership varies in the matter of availability to capital and market exposure declares that the factors of the external environment in which the company function have an influence on the performance of the company. Globalization sets a pressu re on the companies to possess best HR practices in order to survive in the competitive market. In order to implement high involvement the management of the company should practically plan every main feature of the organization in a different way. Ledford and Mohrman established the self-design method in 1993. The self-design change strategy needs supervisors to improve a vision of the organization and define it in wide terms. Self-design is operative as the program to a high-involvement system needs a very high level of learning between front-line employees and managers. By engaging in the growth and investigating process of system changes, managers and employees get the opportunity to receive the required information in order to make the variation and develop the skills and knowledge anticipated to change successfully. In self-design, changes are recognized and applied iteratively as units of business recognize a proper beginning point for the change, plan and test the new system, and make corrections. Over time, members in the procedure re-design extra systems and form their change management and skills of system design. This policy for change is suitable in managing changes in large-scale where all possibilities and dealings cannot be identified in advance, and where companies and their employees are necessary to absorb considerably new conduct patterns to provision the anticipated change to the high involvement work system. There are various reasons why a process of participatory change is higher for executing high-involvement management. Beyond the information, skills, and knowledge, employees gain by the process of participation; it creates engagement at every level by affecting opinions, approaches, and behaviours. Participation also creates positive approaches in the direction of the change to high involvement. At the time people involve in the new system designing, they become individually devoted in creating the system prosper. Lastly, participation in the process of design creates the behaviours suggestive of extremely engaged employees. By in volving in the process of design, employees start acting in different ways that go outside of their contracted job descriptions to add something to the organizational efficiency. They start applying broader range of skill, information and proficiency to the problems of the organization. Therefore, employees gain knowledge by providing their effort, time, and information to the organization. Over time, the process of self-design regularizes these conducts, making an environment of high employee engagement. High involvement practices offer the power of decision making to the employees, training to increase their skills and knowledge to make and execute decisions successfully, information about the performance of the unit, and rewards for the efforts. This leads to a win-win situation for managers and employees. Employees always enjoy performing at the workplace with high employee involvement, and manager gains improved performance from this approach (Konrad, 2006). Human Resource Practices The time strategies of HR have been established, the idea should be implemented. Many times, companies spend money and time while making plans that are stored in the database and never used. By making a feasible HR strategy, companies can avoid this drawback and cultivate a plan that can assist them in improving the performance of their business (Schmidt, 2014). The HR strategy, though a motivating force of the company, required to be flexible to fulfil the companys altering needs. Executing a new strategy can be puzzling and exhausting. Executives of the company may be unwilling to follow with new methods or strategies of human resource planning. It must be noted, however, that the companys leadership sets the standard for the employees of how to respond to the new systems. If the executives of the company hold the new plan and determine a willingness to apply the HR strategy, then it is applied that the rest of the employees in the company will definitely follow it. A slow execution of the policy or scheme might be used, aiming at adding the single feature at a time to let existing employees become familiar with the new principles or standards. This may be revealed in the assessment and rearrangement of the packages of compensation. In place of presenting a new pay scale, new job responsibilities and a fresh process of hiring in the single meeting, it might be more sensible to present the fresh pay scale on one week, and the process of new employee hiring after some weeks (Martin, 2014). For a strategy of HR to be operative, it should be assessable. Defining measurable and specific purposes are essential to confirm that the policy is functioning and that it is valuable. These purposes should provide a clear sign of how the achievement of a policy will be measured. Once the company has got their operative system for assessing and estimating the performance of the employee, they have to properly provide a reward to the employees who regularly perform well. As per the situation, the performance reward of an individual can involve one or more of the following: Compensation Compensation means the recompense provided to an employee in return for the services provided by them. The offered compensations level is based on various factors, comprising salaries offered by similar companies for same parts, the skill set of the employee and efficiency and the present and projected financial strength of the company. Executive compensation is a slighter term that talks about the financial payment offered to senior executives, mostly the CEO of the company. At this level, the compensation mostly consists of a variety of options like bonuses and stocks of the company. Compensation management is said to be a function of business that permits business to invite and retain important talent, keep existing employees happy and allow the behavior to perform beneficially (HR Zone, 2018). Benefits and Perks Benefits of the employee are said to be non-salary compensation that differs from one company to another. Benefits are non-cash payments and indirect in a package of compensation. They are offered by the companies besides salary to make a competitive package for the prospective employee (Cascio, 2018). Other benefits can differ between businesses and industries and are occasionally referred to as a fringe benefits. These perks, also called as benefits in kind can include medical, use of company car, bonuses, pensions, life insurance, profit sharing, free meals, childcare, disability, paid vacations, stock options, personal days, gratuity, company holidays, sick leave, retirement and , other time off from work, etc. (Doyle, 2018) Recognition Recognition is an acknowledgment of the person who has done something valued. A leader makes his/her employees feel vital by identifying or recognizing them and building an environment that is helpful towards others activities (Nelson, 2015). Appreciation Employee appreciation means efforts made by the companys management to praise, acknowledge, and recognize employees for their offerings to the goals of the company. This appreciation can be stated in various ways, from verbal interaction to offering rewards. Few of the companies arrange periodic meetings where they announce and acknowledge the person who has performed excellently however other companies will form a specific day to display their appreciation (Nelson, 2017). Rewards must be ascended to the accomplishments and regularly executed in the whole organization. A company will not provide anyone a 10% increase just showing up on time. However, an excellent performer who brings a new way to 10% production cost of the company might get a bonus and noticeable recognition in front of his/her peers. The key goal of rewards is to provide employees concrete reasons to regularly enhance their performance and support company to grow and develop (Ferguson, 2018). In the conclusion, it can be said that there is not always a best possible way to solve the problems or achieve success in the business world. If there is one best practice to solve one problem it doesn't mean that it will solve the problems of the different organization because the circumstances, climate, culture, and functions change according to time. Along with this, the above essay has also highlighted the concept of high-performance work practices which states that the practices which are accepted by the HR Manager of the company and provide best results are considered as the high-performance work practices. Along with this, these are the practices that determine the relationship between employer and employees and the policies of the HR are guiding such relationships. The practices involve three wide-ranging areas like High involvement of Employee, Practices of Human, and Commitment and Reward Practices. From the above analysis, it can be said that the organization who involve their employees in the decision-making process are considered to be successful in the market and make a good image in the eyes of the customers. Human Resource Management is a pre-planned activity which is very important for every organization to perform effectively in the market. Well-organized practices of Human Resource Management are very helpful because they support in achieving the departments goals or objectives and enhance productivity. There are various Human Resource Practices which are used in an organization and are discussed above. Nowadays organizations are getting committed towards rewards system and trying to strengthen the practices of reward in order to achieve organizations goals by attracting, motivating, and retaining the employees. This reflects that the high-performance work practices have a major influence on the performance of the organization and supports in retaining employees and customers. Further, the above essay has provided the execution of high-perfo rmance work practices. References Timiyo, A.J. (2014) High Performance Work Practices: One best-way or no best-way. 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