Strategic and Performance Management

Question: Discuss about the Strategic and Performance Management. Answer: Introduction The purpose of the following assignment, which is going to be formed as a profound report is to identify the implications and consequences of workplace changes on both the employees and the human resource management of the business organizations. More precisely, the report aims to make an in-depth evaluation of an anticipated future workplace change, which is the election of the leaders by the employees. The report will henceforth concentrate on underpinning the implications of the particular future workplace change on the employees, management and on the operation of the Human resource management of organizations. The trend of electing leaders by the collective perspective of the employees is a trend maintained by those business organizations, which follows the democratic style leadership/management style. In Australia, HRM policies for any management practice and any Organization should maintain providing equal employment opportunities and an anti-bullying and anti-harassment atmos phere to the working individuals. However, it is to mention in this respect that according to the Australian human resource management philosophy, the trend of organizing meetings between employees and the senior managers has been introduced currently. Implication for the employees If an organizations workplace culture will change to a circumstance, where the employees will be given the opportunities to select their leaders, then the most possible implication of that situation on the employees would be favorable. According to Cameron and Green. (2015), an organization starts to provide the freedom to the employees by the terms of providing them the scope to elect their managers, when the organization realizes the adverse impact of employee dissatisfaction and disappointment. In other words, failure of the bureaucratic management leads an organization to adopt democratic management or leadership style in which employees are provided with the privilege to take equal role in the decision-making process (Hayes, (2014). Therefore, prior to evaluate implication of the considered change workplace circumstance on the employees, it should be contemplated that the opportunity for the employees to elect their preferred leaders is capable in motivating and empowering emplo yees. However, the important aspect to evaluate in this respect is that providing the power to elect preferred leaders in terms of a change corporate culture implicates that, employees should acquire more skills and profound insight about the attributes of their senior. It is because of the fact that if an organization would start relying on their employees for making decisions about new leaders, it would surely expect impressive amount of knowledge and experience in the particular field from the employees (Frankland et al., 2013). Henceforth, it is understandable that in this case, the implication is employees would have the chance to work flexibly as well as they will possibly find different ways of working. Prior to select a preferred individual, employees should have the potentiality to identify whether their desires and expectations related to work would be prioritized and fulfilled by their elected individual or not. On the other hand, it should be contemplated here that a change management like the considered one can also bring several challenges for an organization. According to Van Dooren et al., (2015), when an enterprise starts to depend on their employees for selecting leaders, it provides the opportunity to the employees to form numerous Unions. Moreover, it has been found that Unions play a strong role in electing any particular leader, which gives birth to passive aggression among the employees and further opens door for internal conflict. More precisely, it has been identified that the Union leaders hugely manipulate employee decisions regarding election, which later turns to internal conflict, passive aggression and even physical harassment. Consequently, organizations receive low productivity and disappointing relationship among employees and management. For example, it can be said that recently in most of the Australian organizations like Eagle Boys, BlueScope and Florigene it has be en identified that the decision to rely on employees and employee Unions for selecting leader has not supported the organizations to acquire success rather it turn to out to be a serious cause of conflict among the employees (Mir Pinnington, 2014). However, in this context it should be contemplated that employee empowerment in term of giving them the ability to select their preferred leaders can possibly bring the confidentiality issue. In time of election, employees are provided with detail information about the alternative participants, which have the chances to be manipulated or leaked to third parties (Fee, 2014). According to the Fair Work Ombudsman of Australia, one of the protected employee rights under industrial activities is to be involved in creating Union or employer association. Therefore, it is understood and can be underpinned that the privilege to elect leaders for the employees would work positively for preserving the employee rights for industrial activities according to Fair Work Ombudsman (Snell et al., 2015). HRM (Human resource management) implications For the HRM department of any organization, whose main concern is to constantly maintain effective working culture for performance management, in the considered topic of performance management the department will be responsible for employing convenient policies for both the employees and the managers/leaders. However, prior to identify the required policies, which should be taken by the HRM in time of change management, it is significant to have a look on all the probable human reactions that a HRM department can receive. If an organization chooses to provide the empowerment to the employees in terms of giving them the opportunity to elect their leaders, then initially denial, anger and antagonism can arise from the management ground and from the existing team leaders (Armstrong Taylor, 2014). On the other hand, passive aggression and depression can be found from both the employee and management departments. Therefore, it can be said that all the three human dispositions to change, which are acceptance, compliance and rejection would be prevalent in the considered situation (Shields et al., 2015). Thus the implication for the HRM department would be to establish policies and strategies, which would accompany the organization to combat all the possible resistance. According to Ulrich (2013), in a situation of change management, the Human resource department of an organization should act as a change agent. Therefore, if a business organization decides to bring a workplace change like allowing employees to elect their leaders, then the primary implications for the department of HR management would be - Design a structured framework in accordance with the fundamental requirements of the change Make alignment between employees and the existing managers Ensure the mission and vision statement regarding the new workplace change are articulated equally Establish policies to manage and mitigate resistances and all the possible risks. Considering these predominant implications, it can be said that for accomplishing the goal of empowering employees by providing them the responsibility to elect their leaders, HRM should abide the theoretical underpinning of Dave Ulrich. According to the model of HR roles, there are four key roles, which a HRM department of an organization should maintain as a business partner, as a change agent, as an administration expert and as an employee advocates (Ulrich et al., 2013). More precisely, when an organization will consider the present aspect of workplace change, it will find strong resistance from the management ground. Consequently, the organization would probably encounter manipulation upon the workers by the leaders. Following the first step of Ulrichs model, HRM should act as a business partner to effectively collect individual perception regarding the new change and spread it among the others (Ulrich et al., 2013). Ulrichs second strategy says that HR in time of adopting any particular change should act as a change agent. By being a change agent, HRM would be accountable to make an effective internal communication to both communicate the need of the considered change and individual job description (Rothaermel, 2015). Considering the present case, it can be said that following the second strategy, HRs of organization would update new responsibility for the employees and would collect feedback from both leaders and the employees. However, following the third and fourth strategic policies designed by Ulrichs model, HRM should act as administration expert and employee advocate. By being employee advocate, HRM would maintain a survey upon the leaders and the employees to ensure that employees understand their new responsibility to select appropriate leaders. On the other side, through the survey, the HRM would ensure whether the present managers are making any manipulations upon the employees or not (Ulrich, 2013). Nevertheless, by acting as a administrative expert, HRM would enhanced the role of labor law as privilege to select leaders is an example of empowerment. Implications for the leaders and managers The considered workplace change is about leaders being elected by the employees, which is strongly indicative of the fact that existing leaders, managers or the potential ones should make fruitful modification upon their exiting skills. Elaborately, it can be said that in a workplace transformation like the considered one it becomes the potential responsibility of the leading individuals to become the preferable one for the employees (Breevaart et al., 2014). Henceforth, the apt implication of the considered change workplace scenario is that the leaders as well as the management would have to work more actively and supportively with the subordinates. More precisely the implications are as follow Motivate employees by applying transformational leadership The consideration of providing employees the scope to elect their leaders means leaders should allow themselves to participate more with the subordinates to accomplish every single task. In accordance with this opinion, it can be said that the organizations should consider the transformational leadership style. According to the thematic concept of transformational leadership, leaders should work hand in hand with the subordinates in order to find out the need for change and thereafter to initiate necessary implementation for change through inspiration (Dumdum et al., 2013). In other words, through transformational leadership both existing managers/leaders and their subordinates find the chance to increase the level of dedication and performance of others with motivation and morality. It should be regarded in the respect that the intention of providing employees the privilege to elect leaders is to teach leaders and managers to show more support to the workers by being actively engage d. In this context, it is to keep in mind that an employee would generally elect a person, who is capable of motivating as well as appreciating them for their dedications and accomplishments. Therefore, it is understandable that motivation is a powerful aspect that can help an individual to become a preferred leader by the cumulated opinions of his/her subordinates (Dvir et al., 2015). Most importantly, in terms of performance management, this particular implication of the considered change in organization is indicative of the fact that the leaders and the managers are finding the opportunity to improvise their subordinates and their own effectiveness (Hon et al., 2014). Thus such a change implicates that management could both review and monitor the work objectives of the employees and their entire contribution to the enterprise. Implication for improving interpersonal relationship Scopes for employees to choose their preferred leader provide opportunities for improving interpersonal relationship and skills. In the words of Clegg et al., (2015), both performance management and interpersonal relationship between management and employees depends chiefly upon the way a management provides leadership to the subordinates. It has also been identified that the key base for occupying a convenient interpersonal relationship is possible through effective communication. As per Langley et al., (2013), it is the accountability of the leaders or the management to control the behaviors of the subordinates and maintains effective interpersonal bond between them. Organizational change in terms of providing privilege to elect leaders to the employees opens up scopes for managerial individuals to satisfy the subordinates by increasing premises and situations for making interpersonal bonds. In this case, it can be said that main implication of the change situation for individual m anagers is to improvise their existing relationship with the workforce, so that they prioritize their individual potentiality and make preference for them in time of election. In the words of Jeston and Nelis (2014), an effective interpersonal relationship in business organizations is determined by flexible communication. The key to maintain a flexible communication within an enterprise is to share all the vital information and thereafter listen to the opinions and feedbacks of the other side. Henceforth, the considered topic of change implies to the managers that they should procure policies and procedures to acquire employee feedbacks on a regular basis. In terms of employing an efficient communication, this premise of change management indicates that communication system following top-down and bottom-up model. In this context, it should be denoted that with the help of top-down communication design, an organization efficiently shares vital information to the employees, whereas with the help of bottom-up design an organization receives information from the bottom line. In other words, with the implementation of bottom-up communication, the managers will be able to obtain information regarding employee values, opinion and employees needs (Hon et al., 2014). In case an organization is willing to start providing the privilege to their employees in terms of giving them the right to elect their leader, then the situation implies to the existing management that, bottom-up communicational approach is essential to be implemented. More specifically, combine performance of top-down and bottom-up communication is the key for maintaining flexible communication. Implication of risk With the new culture of selecting leaders through the votes of employees, authorities of any organization can come face-to-face with strong resistance from the existing leaders or management grounds. Behind such a statement, there are numerous reasons, which are Existing managers or leaders can show strong resist due to the anticipation of losing their present position. Giving chance to the employees for election means employee empowerment, which helps the employees to reveal any inappropriate act of management or leadership within the organization (Dumdum et al., 2013). If an organizations runs with autocratic management, then in case of having a change management as such could find resistance from the leaders in terms of constraints as chance of electing preferred leader is considered as an act of democratic management. Therefore, existing managers may resist for avoiding their privileges to rule according to their wish. For example, in Australia when McDonald decided to provide the privilege to their worker to select their team leaders, initially strong resistance had been replied from their management ground. Conclusion From the above report, it is understandable that if an organization chooses to provide privilege to their employees to select their leader, then it would influence the operational activities of employees, human resource department and the departments of management. The report has implied that such a change in workplace would imply the leaders to become transactional and transformational leader. It has been also drawn that leaders need to improvise their interpersonal bond with their subordinates. On the other side, the considered premise of change implies that disappointing amount of resistance would come from the management ground as it would harm their positions chiefly. 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