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Management
In order to implement the human resource programs of the company's management, I will adopt the congenial leadership style, since it is essential for me to be able to "blend" within the existing organizational culture in CWP-Walkerton. I will veer away from the authoritarian or antagonistic styles of leadership, since this will further the gap and conflict existing within the organization. By knowing the people within the organization, I am better able to assess the kind of relationship and interaction happening among the company's employee culture. I will be able to better assess the issues, problems, and concerns of the employees; most importantly, what they have to say about the company and its management. Through a congenial style of leadership, I as a new manager in the company, will be able to put things in perspective, allowing me to know the problems and conflicts extant between the management (company) and the employees (human resource of the company). In addition, this leadership style allows me to exercise flexibility in engaging with different kinds of people in the organization, which is already a starting point towards building unity and cooperation among the members of the organization. A congenial style of leadership eliminates antagonism that can possibly build up between management and employees when the leadership becomes authoritative, since employees will possibly display resistance because they have been members of the organization for the longest time and is part of the heritage and tradition of CWP-Walkerton. Therefore, putting value into the loyalty of the employees while not neglecting my role as the mediator between the administration/management is a trait attainable and possible only through congenial (and flexible) leadership. In sum, the leadership style that must be adopted should be take into account both the welfare of the employees and management -- in effect, the organization as a whole.
Human Resource Management -- Employee Performance Human resource management (HRM) has developed into a crucial component of the contemporary business organization and the professional business environment (Fyock, 2001; George & Jones, 2008; Robbins & Judge, 2009). Today, formal approaches, practices, and procedures dominate employee recruiting, hiring, training, supervision, appraisal, and advancement and only the smallest organizations still perform those functions in the informal ad-hoc manner that used to be common throughout
In addition, transaction costs may be too high to implement HR practice that is different from the HR policies being practice at the headquarter. Thus, to lower costs, it is critical for MNC to adopt HR standardization. (Dickmann,2008). Despite the argument in support of standardization of HR, there are challenges that a global company may face while implementing standardized HR practice on a global basis. The challenge in practicing standardization is
Strategic Human Resource Management (SHRM) Strategic human resource management is a discipline of managerial ethics that deals with the alignment of inventive human functions to the objectivity of a business. It is the core of organizational achievement through a well-organized business structural culture. There exists a conceptual relationship between SHRM practices, tools of managing capital and in the performance of firm resources. The arbitration of the role of an organizational culture
The two parties try to resolve it by themselves in an informal approach, through negotiations. However, then an agreement cannot be reached, both parties are entitled to request the assistance of a tertiary party. The third party is neutral to the two disputants and has the obligation of resolving the matter from an objective stand point and "their role is to facilitate a settlement without any control over the
A series of meetings and interviews following the dissemination of these published materials will allow all questions and concerns to be raised prior to final design approval and implementation. Any changes made following suggestions and/or demands made by various leadership individuals during these meetings and interviews will also be delivered to other major stakeholders as a means of achieving consistency and concurrent approval for all proposed changes and the
Human Resource Management Practice Certain combinations of human resource management practices lead to superior outcomes for organizations. The HR combination department is at the heart of organizational performance, productivity, turnover, profits, and market value outcomes. Employees are considered a source of non-duplicable and sustainable competitive advantage. By using the combinations in capabilities, resources, relationships and decisions presented by employees, organizations strategically position themselves thus avoiding threats and maximizing opportunities. Organizations and