Implications of Dynamic organization on HRM practice and research
The journal was written by Robert Candy, Jacquelyn DeMatteo and Steve Gove. The three authors were interested in examining how the changes in the competitive environments cause changes at workplaces. They are schooled people with adequate knowledge in human resources as this was a journal of uality management. Environmental changes have made the areas of work very competitive and this has also changed the nature of work. The three authors present the changes brought in the structure of the job and have increased the importance of customer relations (Candy, DeMatteo and Gove 11). With increased competition, companies cannot afford to have their customer orientation at its lowest. The customers will easily slip to the rivals. The two mentioned changes are good reasons to have the human resources department adapting to the dynamic forms of organizations as far as the three authors are concerned. The success of any organization depends on the efficiency of the employees. The employees ought to be committed to their work to realise the departmental goals that will then result in the overall success of the company.
The human resources department has to manage employees well to see the chain that leads to success met. According to this article, the success of a company revolves around proper management of people. If the human resources structure of the company remains static and cannot adapt to the dynamism of the organization, its functions will be rendered obsolete. The areas pointed out in the article as mainly affected by the dynamism of organizations include job analysis, psychological contracts, performance appraisal and selection of the employees. The paper moves ahead to illustrate the study directions that can contribute to the success of the company making sure that human resource remains relevant even in future (Candy, DeMatteo and Gove 21). Dynamic organizations undergoing changes is a common trend today therefore, making them more customer-oriented proofs to be central to human resource practice. The consequences that come with the failure of human resources department to adapt to the dynamic changes may be harmful and as such the company involved may resort to mechanisms that include outsourcing and decentralization. The survival of the organization dynamics relies on the effectiveness of the human resources department.
Analysis of Dynamic Organizations
The second journal of analysis on the topic of dynamic organizations was authored by Lee Dyer and Shafer Richard both from the Cornell University. Dyer and Shafer critically discuss how the organizations can cut their niche in the market and gain the strength to competitively run in the industry (Dyer &Shafer 19). Just like the three authors in the first journal, Dyer and Shafer write in this journal that dynamism in organizations results from competition, research by companies to develop new systems that could give them advantage over the rivals within the industries and the hope of success they hold. The new development is fodder for studies in business strategy, leadership, human resources management and organizational theory among many more to unravel how the dynamism can be aligned to goals and objectives. According to the journal, the strategic human resource management is a key to the effective integration of the staff for the success of dynamic organization.
The article links dynamic organizations (DO) to the human resource strategy to find a meeting point out thorough features that human resource strategy will use to enhance dynamic organizations. The article illustrates that dynamic organizations can only be effectively competitive if they operates through marketplace strength. This calls for a participative approach that enhances marketplace agility (Dyer and Shafer 31). The system has to be quick to adapt to environmental changes, creative and proper knowledge and skills and knowledge. The organizational structure in the company has to be supportive by providing the instructional principles that is needed. The areas that are affected in dynamic organizations include research, organization, employees, performance, clients, practices, innovation, and the business.
How dynamic is today’s HRM
This article was written by Nikhil Goyal. Goyal notes that human resource management has transformed from what he calls operational to strategic. The writer attributes this to increased competition, globalization and advanced information technology. The new developments have forced human resource management to restructure to align with the overall goals of the organization. Goyal explains in the article that emphasis is put on value as opposed to volume that was traditionally the main focus (Goyal 23). The organizations have to find a balance between remunerating employees based on value created and innovation that comes with change. Having a committed workforce gives a company competitive advantage over the rivals within the same industry. This has change the way companies carry out recruitment and selection of their staff.
Employees who properly have the company information at their finger tips as well as good public relation skills represent the image of the company and help the company to survive the highly competitive market. Challenges that face the human resource staff include hiring the employees who are very innovative so that they help in selling the company brand. Goyal analyses in the article what entails employer branding.
Report on the articles
The new challenge that companies face is striking a balance between moving business models for intrinsic and extrinsic business environments and consistently marketing the employer brand. This means that human capital remains at the centre of the success of any organization. All the three journals that have been analyzed point to this fact. An effective workforce puts the company in question a cut above the rest of the competitors within the industry. The three journals agree on the issue that companies are faced with the challenge of formulating the proper structures that will lead to the company getting both the best share in the market and meeting goals.
The state of dynamic organization implies that companies are in an unpredictable environment either by default or design. In the former case they are forced by circumstances that outside company control for instance government laws, industrial guidelines, competition and customer demands. Changes that are brought by such forces are always unprecedented, forceful, unrelenting and compelling. All the authors of the three articles hold that organizations must seek to always competitive. This means that employees cannot afford to complacent bearing in mind the fact that industry is dynamic. All the departments in an organization are affected when any one of them undergoes a change. The organization, the business, the employees, the customers, and the medium of operation are never spared when change hits the door. The stability of human resources management depends on its ability to adapt to the changes and in the process outline the guiding principles for organizations.
Candy, Robert, Jacqueline DeMatteo, and Steve Gove. Implications of Dynamic organization on HRM. South Western: Cincinnati. 2000. Print.
Dyer, Lee and Richard Shafer. Dynamic Organizations: Achieving marketplace and organizational agility with people. New York: Cornell University Press, 2003. Print.
Goyal, Nikhil. How dynamic is today’s HRM. Oxford: Oxford University Press. 2008. Print.