Human Resources- Organizational Theory and Design - Annotated Bibliography Example

 Human Resources- Organizational Theory and Design Literature review Gutknecht, D. B., & Miller, J. R. (1990). The organizational and human resources sourcebook (2nd ed.). Lanham: University Press of America. Organizational behavior is refers to how groups and individuals behave in a firm’s setting. The theories of human resources assists in explaining the behavior of management and structures that negatively and positively influence the behavior of employees. By acting and having on fundamental understanding of the behavior o organizations and theories of the Human Resource, business owners can maximize the creativity and productivity and reduce turnover for employees. Lever, S. (1997, June 1). An Analysis of Managerial Motivations Behind Outsourcing Practices in Human Resources. Human Resource Planning , 3, 24. Various factors are involved in the behavior of employees. Based on the definition of the organizational behavior, these entails the organizational mechanism like structure and culture, in addition, the group mechanisms like team functioning and leadership behavior falls within the criteria. Handbook of Principles of Organizational Behavior: Indispensable Knowledge for Evidence-Based Management , 2nd Edition.. (2009, August 5). Biotech Week, p. 65. They also include the characteristics of individuals like the ability, values, and personality and the mechanism of individuals like job satisfaction, ethics, decision making, and stress. In the synthesis of sciences, the human resources theories and organizational behavior are derived from a synthesis of various sciences including anthropology, psychology, political science, medicine, and engineering. For instance, anthropology contributes in comprehending how culture will affect the behavior. Martocchio, J. J. (2012). Research in personnel and human resources management. Bingley, U.K.: Emerald. In performance theories the human theory aims in achieving the two basic outcomes. The outcomes are more effective and efficient job performance and raised motivation or commitment of workers. According to Henri Fayol, employees function efficiently when the management is efficient. From the theory, there emerge four management functions; controlling, organizing, planning, and leading. One of the theorists; Abraham Maslow developed a theory on the individual motivation. According to the theorist, employees have wants that are organized in hierarchical manner. The final goal for human resource management is to impact the performance of the organization positively. Hanks, S. H. (2013, March 1). A Meta-Analysis of Relationships between Human Resource Practices and Organizational Outcomes: Recent Academic Research on People and Strategy. People & Strategy, 2, 12. Offering the employment security, effective and training communication on the change, the human resource professional helps in preparing the firm in achieving the emerging strategic objectives. Recruiting the qualified and suitable workers, they aim in improving the satisfaction rates of the employees, lower the level of absenteeism and raising the firm’s productivity. The organizational theory for change involves motivating the workers in preparing and adopting Human Resource Mgmt and Organization Dev't Post-Baccalaureate Program Offered. (2008, March 12). Manila Bulletin, p. 4. changes. This entails communication in a proper and timely manner. This is through making sure that the experience, information and skills to adapt the changes. The human resource professionals help the firm to make a smooth transition. For instance, they ensure that the employees have the information on the move of the company to other facilities. Additionally, the effective human resource professionals recognize the desire in getting the executive sponsorship for the tasks they conduct. Bhattacharyya, D. K. (2009). Organizational systems, design, structure and management. Mumbai [India: Himalaya Pub. House. An organization is made up of people and how they interact with each other and the environment. This is to mean that building and policies set do not make an organization with the isolation of people. Therefore, employees of an institution are important for the institution to scale great heights. It is vital for the board of directors of an establishment to put up good policies that safeguards the interests if its staffs. Bowers, J. M., & Bedford, S. (1991). Studies in computer supported cooperative work: theory, practice, and design. Amsterdam: North-Holland; The Conducive working environment should be created. For it will boost the morale of the staffs and, thus better performance at the work place. An institute will exist its employees interact with each other towards achieving the goals of the organization. In the recent past managers are putting more emphasis on empowering the human resource. Magnusen, K. O. (1977). Organizational design, development, and behavior: a situational view. Glenview, Ill.: Scott, Foresman. A positive response has been achieved as a result. Although organizations may be structured where there are separate department managers are striving at constituting teams at the work place. This makes the employees to interact regardless of the departmental boundaries. In the process departments are able to learn from each other and thus, encouraging creativity. McKenna, E. F. (1994). Business psychology and organizational behavior. Hove, UK: Lawrence Erlbaum. On the other hand, a good institution without the employees interacting with the external environment: customers, supplier, financiers, competitors and the surrounding community. A good rapport between the organization and the customers brings about a huge customer base. When the organization establishes a huge customer base, it increases its sales. Thus recording great profits. Morroni, M. (2006). Knowledge, scale and transactions in the theory of the firm. Cambridge: Cambridge University Press. Organizations exist because they need to mobilize resources to achieve good result. In the process, they produce goods and services efficiently. This is facilitated through innovation by the use of modern manufacturing and information technologies. Therefore, they influence and adapt to the changing environment. Evaluating agri-environmental policies design, practice and results. (2005). Paris, France: OECD. Value for owners, employees and customers are achieved through recognition of ongoing problems of diversity, ethics and social responsibility. Another very important issue is the inspiration and coordination of workers. Therefore, Barclays bank will be the organization to be studied. Organization design is the structure of an organization. Jones, G. R. (2004). Organizational theory, design, and change: text and cases (4th Ed.). Upper Saddle River, NJ: Pearson Prentice Hall. These are the dimensions that an organization takes. There are two types of organization dimensions: structural and conceptual. Structural design provides labels to illustrate the internal structures of an institution. It comes up with a foundation of measuring and relating different entities. Hoffmann, E. (2012). User integration in sustainable product development organizational learning through boundary-spanning processes. Sheffield, UK: Greenleaf Pub. On the other hand, contextual design an entity holistically. It includes the size, equipment, atmosphere and objectives of the institution. Contextual design describes the entity’s setting that forms the structural dimension. It illustrates further about the structure an entity. Jones, G. R. (1998). Organizational theory: text and cases (2nd Ed.). Reading, Mass.: Addison-Wesley. Policies are stated in the dimension. Structural dimensions describe the structure of an entity. For instance, Barclays bank is a multinational bank that has a complex structure. Its presence in different countries makes the company’s structure to be complex in nature. Lawler, E. E. (1985). Doing research that is useful for theory and practice. San Francisco: Jossey-Bass. Structural dimensions of design include: formalization, specialization, organizational hierarchy, centralization, professionalism and personnel ratio. It states the departments present in an organization and the various staffs. The responsibilities of each employee are highlighted. Read More