Human Resource Management
Julie Clow's The Work Revolution: Freedom and Excellence for All, begins with an analysis of the traditional methods and ideologies for work within a corporate setting. The author spends the first two chapters of this manuscript recounting the staid, limited roles of managers and workers, emphasizing the conventionality and conformity to which both typically adhere. In many ways, this part of the book is the most insightful, since the author carefully deconstructs why these approaches are no longer applicable for working in the 21st century. However, she contextualizes this information in contrast to what she declares is the Work Revolution Manifesto: a setting in which individual employees are actuated by passion, excellence, success, trust and team victories. By alluding to the manifesto initially, she is then able to elucidate all of the reasons that the conventional methods of working and the environments that sustain them fail to achieve the goals of the manifesto. These failings are evinced in an atmosphere that enforces bureaucracy and procedures as opposed to results, disengagement instead of employee satisfaction, and an ensuing climate of inefficiency.
The rest of the book is dedicated to changing this status quo environment through actively empowering employees to maximize their potential and achieve the best results. To the author's credit, she references a number of competitive organizations at the forefront of this movement, not the least of which include highly eminent websites. Moreover, the author bases part of her reasoning on her own personal experience working at Google, as well as on meticulously conducted research that indicates that "employee engagement is highly correlated with business success, individual achievement, and better health, but only about 30% of employees are truly engaged" (Clow, 2012). Again, the author utilizes the context of the aforementioned manifesto to illustrate how the vast majority of organizations in existence, from large corporate entities to start-ups, can restructure their management policies to increase worker engagement and further success -- which is the author's overarching point of this manuscript.
The most significant fallacy with Clow's work is her idea that, "rather than using job tasks as a starting point, start with the people" (Clow, 2012, p. 127). This tenet is exceedingly impractical and difficult to implement, because it would essentially require organizations to hire people prior to denoting their objectives and functions. In fact, the designating of job functions and the formulating of job descriptions is counterintuitive to this entire principle of Clow's -- which does not mean that her entire premise about facilitating employee engagement via empowering them to better help achieve the organization's goals is wrong. However, it is worth noting that due to advancements in communication and work processes, it is necessary to base technology as the principle centerpiece of designing job requirements and positions. Technology largely determines how an employee can conduct his or her job with a degree of efficacy. If organizations were to do things Clow's way, they would have to hire people, figure out what they were good at, and then design job functions for them. Instead, organizations need to denote specific business functions, then figure out…
Human Resources Management If what is learned in an important college or university course is not put to use in some pragmatic way -- or understood in the larger social context -- then that learning may be viewed as meaningless time spent. No doubt there is a percentage of students that are simply going through the process of education, working for a degree that will open doors and lead, hopefully, to
Human Resource Management "America's possibilities are limitless, for we possess all the qualities that this world without boundaries demands: youth and drive; diversity and openness; an endless capacity for risk and a gift for reinvention. My fellow Americans, we are made for this moment, and we will seize it -- so long as we seize it together…" (President Barack Obama, Inaugural Address, 1/21/2013). The job of a human relations manager in the 21st
Human Resource Management: Ethics and Employment (Pinnington, Macklin & Campbell, 2007) covers those ethical issues that often come up in regards to employer-employee relationships, such as the rights and duties owed between employer and employee. The book is broken down into three parts. The first part is Situating Human Resource Management. The contributors in this part talk about the potential for conflict in the end relationships between employees and employers.
Human Resource Management Job analysis Job Design and considerations Job design is the arrangement of work in organizations. The arrangement assist employees as well as the organization meet objectives. An effective job design satisfies employees in organizations since it prevents dissatisfaction arising from repetitive work. It also assists organizations by preventing employees from alienation. Additionally, job designs improve on the productivity of an organization. Job designs, however, need to consider the following aspects in
In the hierarchical configuration it also augmented the working hours but decreased the pay in poor working conditions, increased the social distance between employee and employers and increased bureaucratization of all factors, resulting in an increase in monotony. Because of these factors personnel management began to get a lot of attention. The function of HRM has become even more important since 1980. There has been an absolute transfer from
Human Resource Management Workers, Jobs & Job Analysis Case: ROWE and Flexible Work and Success at Best Buy Explain how a ROWE-type program would fit in organizations where you have worked. Explain why it would work or would not work. Current employee U.S. Army ROWE-type program would not work in the Army because of the following: *Deployments require you be at work 24/7 because there is no place to go in Afghanistan or Iraq. * When
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