3
Soft and hard practices
Change is the essence of today’s life and business and challenges are inevitable. Experts suggest innumerable ways to manage change in the face of resistance from employees.
Organisations and experts have nevertheless failed to understand the role of Human Resource Management in the change management process. HRM acts as a change agent that aligns business and change programmes’ prime objective to achieve the desired results.
HRM delineates two models, the soft and the hard HRM. These help organisations in handling any resistance from employees efficiently.
The soft model of the HRM emphasises on human development that relates to employees. It focuses on aligning business goals and HR policies recognising employees as a valuable asset.
The soft HRM model includes participation, recognition, trust, cross-functional teams, training and development, empowerment, leadership style and employee relations.
The hard HRM model entails the integration of HR activities and business strategies. It is concerned more with calculative policies like performance based pay and appraisal systems.
Despite their inherent differences these models are mutually complementary. Organisations that have moulded the two according to their business needs have overcome the fundamental barrier to change, resistance.
HR ‘s role:
Soft and hard HRM are compatible. HRM plays a major role in helping the organisation to ease out tensions while aligning soft and hard HRM with the business needs during change.
Source:The Manage Mentor
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AVS
From India, Madras
Change is the essence of today’s life and business and challenges are inevitable. Experts suggest innumerable ways to manage change in the face of resistance from employees.
Organisations and experts have nevertheless failed to understand the role of Human Resource Management in the change management process. HRM acts as a change agent that aligns business and change programmes’ prime objective to achieve the desired results.
HRM delineates two models, the soft and the hard HRM. These help organisations in handling any resistance from employees efficiently.
The soft model of the HRM emphasises on human development that relates to employees. It focuses on aligning business goals and HR policies recognising employees as a valuable asset.
The soft HRM model includes participation, recognition, trust, cross-functional teams, training and development, empowerment, leadership style and employee relations.
The hard HRM model entails the integration of HR activities and business strategies. It is concerned more with calculative policies like performance based pay and appraisal systems.
Despite their inherent differences these models are mutually complementary. Organisations that have moulded the two according to their business needs have overcome the fundamental barrier to change, resistance.
HR ‘s role:
Soft and hard HRM are compatible. HRM plays a major role in helping the organisation to ease out tensions while aligning soft and hard HRM with the business needs during change.
Source:The Manage Mentor
************************************************** ****
AVS
From India, Madras
HR TIP OF THE DAY: COST CUTTING? DONT TOUCH THE BASE PAY: If your organization is being forced to reduce payroll costs consider your options carefully. The evidence shows that while cutting base pay can save money quickly it has long lasting negative effects on employee motivation. When making the tough choices of where to cut it may be wiser to be selective and target bonuses and layoffs as a way to reduce costs while leaving base pay intact for those employees who remain.
From India, Madras
From India, Madras
It is true Bharathi, we should not cut the basic and regular emoluments. We can only consider the additional facilities like instead of providing conveyance vehicle to staff and food/snacks/tea to staff, we can declare some allowances which will cost lesser. Further we can list out the cost escalating things/overheads and have a control on it.
Thanks for sharing Bharathi and keep on sharing.
From India, Kumbakonam
Thanks for sharing Bharathi and keep on sharing.
From India, Kumbakonam
Thanks Maru for sharing a nice tip about cutting cost.
In my opinion we should not cut cost but cut 'waste'. Hre waste includes many unproductive costs like high-cost travel, conferences,etc.
This is a suject for a good debate and difficult to get the right answer.
Presently the CEO pay of top companies, is considered as a waste and regulated in US and UK.
AVS
From India, Madras
In my opinion we should not cut cost but cut 'waste'. Hre waste includes many unproductive costs like high-cost travel, conferences,etc.
This is a suject for a good debate and difficult to get the right answer.
Presently the CEO pay of top companies, is considered as a waste and regulated in US and UK.
AVS
From India, Madras
[IMG]http://blog.nielsen.com/nielsenwire/wp-content/uploads/2008/09/text-messaging.jpg[/IMG]
Company Policy for Instant Messaging and Text Messaging
HR Policies In just a few years, instant messaging (IM) and text messaging (TM) have become pervasive. As you no doubt know from experience, IM is usually sent via desktop or laptop computer, whereas TM is transmitted via cell phones or handheld devices such as BlackBerrys.
The growth of TM has been spectacular. In 2001, for instance, just 8 percent of U.S. employees were using it. Now that number is more than 50 percent. This explosive growth is because IM and TM represent fast and inexpensive means for managers to stay in touch with employees and for employees to stay in touch with each other. In an increasing number of cases, this isn’t just a luxury, it’s a business imperative.
Despite their advantages, IM and TM aren’t going to replace e-mail. E-mail is still probably a better device for conveying long messages that must be saved. IM is preferable for one or two line messages that would just clutter up an e-mail inbox.
On the downside, some IM and TM users find the technology intrusive and distracting. Their continual presence can make it hard for employees to concentrate and stay focused. A survey of managers revealed that in 86 percent of meetings, at least some participants checked TM, and another survey revealed 20 percent of managers report having been castigated for using wireless devices during meetings. Finally, because instant messages can be intercepted easily, many organizations are concerned about the security of IM and TM.
So here is today’s Daily HR Tip: Your organization may already have an e-mail policy which covers the do’s and don’ts regarding the use of company e-mails. Consider adding an IM and TM policy too! This should specify acceptable and not acceptable use of these media bearing in mind the need to maintain data security and a permanent record of certain communications.************************************************** ****
AVS
From India, Madras
Company Policy for Instant Messaging and Text Messaging
HR Policies In just a few years, instant messaging (IM) and text messaging (TM) have become pervasive. As you no doubt know from experience, IM is usually sent via desktop or laptop computer, whereas TM is transmitted via cell phones or handheld devices such as BlackBerrys.
The growth of TM has been spectacular. In 2001, for instance, just 8 percent of U.S. employees were using it. Now that number is more than 50 percent. This explosive growth is because IM and TM represent fast and inexpensive means for managers to stay in touch with employees and for employees to stay in touch with each other. In an increasing number of cases, this isn’t just a luxury, it’s a business imperative.
Despite their advantages, IM and TM aren’t going to replace e-mail. E-mail is still probably a better device for conveying long messages that must be saved. IM is preferable for one or two line messages that would just clutter up an e-mail inbox.
On the downside, some IM and TM users find the technology intrusive and distracting. Their continual presence can make it hard for employees to concentrate and stay focused. A survey of managers revealed that in 86 percent of meetings, at least some participants checked TM, and another survey revealed 20 percent of managers report having been castigated for using wireless devices during meetings. Finally, because instant messages can be intercepted easily, many organizations are concerned about the security of IM and TM.
So here is today’s Daily HR Tip: Your organization may already have an e-mail policy which covers the do’s and don’ts regarding the use of company e-mails. Consider adding an IM and TM policy too! This should specify acceptable and not acceptable use of these media bearing in mind the need to maintain data security and a permanent record of certain communications.************************************************** ****
AVS
From India, Madras
HR Tip of the Day: JOB SATISFACTION - A State of Mind: In addition using traditional motivators such as pay and good work conditions consider communicating some of the positive attributes to employees about working for the organization. Maybe the message is that “we are doing better than our competitors” or that “orders are up”. Whatever it is, find something that everyone in the organization can be grateful for and communicate it. It just might raise satisfaction levels a couple of notches.
From India, Madras
From India, Madras
HR Tip of the Day: Non-monetary motivational incentives:You may not be able to pay them more money, but employees who feel that they are being underpaid should not necessarily feel they are unappreciated. Rewarding employees with non-monetary recognition is a cost-effective way of motivating the workforce while securing the organization’s bottom line.
From India, Madras
From India, Madras
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