Management’s goals Essay Example

charge with employee development ensuring that they will produce highly-skilled workers to meet the organization’s needs. Formal education programs for HRD practitioners assist them in acquiring the skills they presently need to be globally competitive in their field. This, however, is deemed to be a problem due to the growing and multi-disciplinary nature of the field (McIntyre, 2004).This can also be dependent on a lot of factors such as availability of resources, financial budget of the organization or intrapersonal conflicts that hinder growth. Technically speaking, continuing training and development in an organization is an investment in terms of money and time that will be consumed. But investments on such important subject will have positive and tremendous effects in an organization.

Results may not be immediately quantified but it will have an impact on the organization’s future.It is in this line that I would like to emphasize the need in our organization to respond and adapt to a constantly changing society in order for our organization to be prepared at all times and be one step forward to be globally competitive. Innovative and newer training programs are readily available in the market made possible by several, accredited training consultancy companies. For example, extensive leadership coaching—this training program is both an art and science of developing innate potentials among qualified employees, help employees respond and adapt to the changing needs of the organization.It also helps employees in identifying their supervisory skills that they may put into practice in our organization. Stress Management techniques such as meditation and yoga which can also be learned through training poses a list of benefits for the organization as well.

In general,

acquisition of proper stress management techniques will improve an employee’s physical, mental and psychological well-being that greatly affects work performance.Attending such training programs will also help our employee group in acquiring prioritization skills that will assist them in prioritizing work-life issues thus helping them not to combine work issues with life issues that will surely decrease efficiency level at work (Blalock, 2004). The journal article of Robyn Johnston tackled three (3) major challenges faced by HRD practitioners at present time. The first challenge would include determining the driving force of HRD practice.

Although, there are different perspectives pertaining to HRD, the primary goal is organizational change geared towards its specific goals through staff empowerment.The second challenge is the constant and rapid change of workplaces. As an HR professional, I believe that HRD programs should be attuned with the present trends—always prepared to take on the new ones and replace old programs/policies. The third challenge is the diverse findings of profiling studies that technically affects HRD systems all around the world. In the article entitled “Making HRD a force in Organizational Change” by Noel and Dennehey (1991), a six-step approach has been discussed that served as a guideline for HRD practitioners in selecting the best practice for an organization especially for those undergoing transformation.

Mainly, the six-step approach discusses that identification of goals for better formulation of HRD programs will help in selection of HRD strategy. It emphasized the need to involve the top management to strongly support the HRD program. Assessment and evaluation of existing learning methods and development of new ones can also contribute to the organizational change. In effect, lasting organizational change can be

achieved through facilitating appropriate HRD program that aims to empower people.

At present, HRD scope of practice continually broadens and role boundaries seem to be gradually fading.Organizational compositions are said to be flatter and more decentralized. Common HRD practices which are still practiced until now even in our organization includes: classroom-based training or in-service training, HRD budgeting, program evaluation, one-on-one training or coaching, facilitating team development etc (Johnston, 2001). Team development facilitation is an effective tool in instilling teamwork effort in achieving an organization’s goals. Large ambitious goals usually require that people work together, so teamwork has become an important concept in organizations.If employees work as a team, differences, animosity and discrimination issues are settled, yielding better individual work performance and better organizational performance as well.

Knowledge Management (KM) is also a helpful HRM strategy that has been used for over a decade now. Knowledge Management works by discovering skills and knowledge among employees. Discovery, development and application of such knowledge within an organization assist in achieving and maintaining competency in the organization. Although there are no agreed definition of KM due to the fact that professionals who utilize such strategy come from different fields.However, their definition leads to one vital point— KM contributes to organizational efficiency (Edvardsson, 2003). Team effort is critical to achieving goals.

It also creates a smooth and friendly environment in the workplace. Adopting such method in the organization builds better understanding, communication and performance within the workplace. In our organization, for example, the above mentioned concepts are well practiced and implemented. Our HRD practices are usually learning-based designed to improve individual’s performance through acquisition of new techniques and knowledge that

they can apply at work.We offer our employee group with continuing education, trainings and positive reinforcements.

Our workforce is also divided into teams—each team having specific functions and responsibilities. This HRD practice—“team building” through delegation of responsibilities cultivates independence among individuals and an increased sense of belongingness to the organization making their performance better. Being part of a team motivates employees that beyond their usual workload, they are still accountable to other areas of the organization.Team building activities also identifies barriers that hinder good performance at work. It also doubles productivity rate in the sense that people work as a team—the more minds, more and better outputs.

It is also important to note that interpersonal relationships are also improved. The HRM practice of our organization does not only function in recruiting, hiring or pooling manpower. It has grown and branched in different areas patterned in western countries that have made transactions in our organization easier.Aside from having a recruitment department, we also have our training department, payroll department and time-keeping department. All of which aimed at organizational development through increased level of performance of the workforce. To date, our organization has established a stable HRM system that implements quality management through appropriate HRD strategies and techniques.

Adopting and incorporating information technology technique in our organization also contributed greatly in stabilizing such management system.In the advent of Internet and computer-based policies, our HRM system has undergone major turn in terms of technology. However, still with diverse options available, our stabilized management system can still be improved. Proper allocation of budget that will support newer strategies will be a good investment.

This will be a win-win situation

both for the workgroup and organization— the organization providing the employee group with appropriate and accessible technology while the employees exhibit better work performance simultaneously.A widely used HRD practice is the reward system. It is said that if an organization wants the workforce to really participate in its goal-achievement, reward systems can make this happen. Reward systems should be in accordance with the organization’s vision and mission. Reward systems is said to be more than or beyond monetary recognition.

While this system may include bonuses other material things, other non-monetary incentives may also be a better option—promotions, reassignment, verbal compliments or remarks (Murphy, 2003).