Are Modern Organizations Vulnerable To Changes Commerce

Essay add: 28-10-2015, 14:34   /   Views: 280

Modern organizations are vulnerable to consistent changes under the pressure of their business environment and internal problems. In this respect, human resources play a particularly significant role because they affect consistently the organizational performance and the internal atmosphere within the organization. In such a context, human resource professionals should pay a particular attention to the development of effective human resource management strategies, which can help them to maintain the positive organizational performance and the positive employees' performance. On the other hand, the improvement of human resource management is not an easy task in the real life. To put it more precisely, companies operating in the contemporary business environment may face a number of challenges in regard to its human resources, especially, when they conduct changes and to accelerate their business development. As a result, human resources may oppose to changes, informal leadership can arise and a number of other problems can emerge, which human resource managers should come prepared to deal with. In this regard, it is possible to refer to the example of my organization, which also faces a number of problems related to its human resource management and which need consistent and qualitative changes to improve not only its human resource management but also its organizational performance.

On analyzing human resource challenges of my organization, it is primarily important to point out that my organization operates in the high tech industry that implies that the company has to introduce changes and improve its organizational performance fast and effectively. However, as it has been already mentioned above, the introduction of changes is one of the major problems that may evoke a number of challenges in face of human resource professionals working in my organization.

First of all, it is important to place emphasis on the fact that one of the major challenges my organization is currently facing is the opposition to change from the part of employees (Clarke, 73). In fact, employees oppose to changes because the organization fails to convey the ultimate goal of changes and, what is more important, changes that occur to the company increase the employees' uncertainty in their future because they do not always know what their position will be and whether they retain their position or probably they will lost their job after the accomplishment of changes. The company attempts to convey the idea that all the changes are made to improve the organizational performance and increase the effectiveness of employees but still human resource professionals fail to communicate accurately detailed information on changes. As a result, the employees' uncertainty grows stronger, when changes are introduced. The uncertainty of employees, in its turn, evokes the opposition to changes. The opposition to changes prevents them from the effective introduction and decreases positive effects of the changes.

In addition, my organization promotes team work that increases the impact of the informal leadership on the organizational performance because teams working within the company often have informal leaders (Notorantonio, 30). At this point, it is important to place emphasis on the fact that views of informal leaders on policies conducted by the organization and changes introduced by formal leaders do not always coincide with the position of the administration of the company. As a result, informal leaders can raise the opposition of employees to changes and policies conducted by the company. In such a situation, managers of the company have to make much efforts to cope with informal leaders because the company cannot just get rid of them firing them because they motivate employees to work better and lead them. Therefore, managers have to negotiate changes and policies not only with employees but also and mainly with informal leaders of the company.

No wonder, the growing uncertainty of employees and conflicts within the company raise another challenge - the growing personnel turnover. Employees are unwilling to work in a stressful and uncertain environment and they simply prefer to change their workplace to ascertain their position and their future career prospects. However, the personnel turnover is not just the problem of my organization solely. In stark contrast, the high personnel turnover is one of the major challenges to human resource management of its competitors. Similarly to my organization, its rivals face the problem of the high personnel turnover, which may reach 10-15%. Naturally, in such situation, companies cannot develop their business steadily and focus on the long-run perspective of their business development.

Another challenge rivals of my company are facing is the training of employees. In fact, the computer business consultant industry needs highly-qualified employees, who have the regular training and who improve their qualification constantly. In such a situation, the problem of the employees' training arises because training is costly, whereas employees cannot spend a lot of time on training because companies need them at work. In this regard, my company has introduced knowledge sharing management, which has proved to be an effective approach to the employees' training. The knowledge sharing management allows the company to save costs on training and to conduct just at the workplace since employees share their knowledge and experience with each other.

In such a context, it is possible to suggest some recommendations to develop an effective human resource strategy. In this regard, it is possible to recommend the wider introduction of knowledge sharing management. This strategy has already proved to be effective and, therefore, it is worth introducing further (Hart, 113). In addition, it is possible to recommend introducing the total quality management, which refers not only to company-customer relationships but also to internal relationships within the company. In such a way, the total quality management can improve consistently relationships within the organization and contribute to the development of the healthy organizational culture.

Thus, taking into account all above mentioned, it is important to place emphasis on the fact that companies face a number of challenges associated with their human resources. At the same time, human resources comprise an important asset of companies, especially companies operating in high tech industries. In this regard, internal conflicts, the opposition to changes, high personnel turnover, need of training are common challenges companies are facing at the moment. However, all these challenges can be solved on the condition of the effective human resource strategy, which should focus on the development of the knowledge sharing management and the introduction of the total quality management, which can improve consistently the organizational performance and internal relationships within companies.

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