The second task aims to evaluate Marie Detert statement in the February 2008 issue of management today. The author stated that about 10-15% of the people in any organization are likely to be outstanding and around 5-10% do not perform. The majority of the employees works at an acceptance level, but is often neglected by the managers who concentrate on the outstanding and the inadequate. This study will discuss why it is important for organizations to retain the employees who are performing acceptably. The research will explain and justify the HRM strategies that can be used by organizations to retain and motivate its acceptance employees. The third task will evaluate the need of organizations to design jobs that empower their workers. Also, this task will analyze if the job design should be amended once change is contributed into the HR systems. The importance of job design towards the success of organizations will also be evaluated.
Secondary research has been used to collect information for this study. A number of books, journals and magazines have been consulted to collect information and reach a conclusion that is presented towards the end of this study.
In this section the study will identify ...
These models will be evaluated for their efficiency and effectiveness in the organization.
(i) Training and Development
The HRM department at Xerox realized the importance of training and development to survive and sustain in the changing business environment. Today, the leaders are expected to have not only good verbal skills, but also excellent videoconferencing skills. It is no longer enough to simply mail things to clients and the customers now expect well written and prompt emails. Board meetings through videoconferencing were becoming very popular and Xerox decided to train their employees to use new technology (Pulley et al, 2002). The company approached the Center for Creative Leadership and asked them to design unique leadership development program that minimized the time needed for training the employees. Xerox wanted to train future leaders but was keen on minimizing their time away from the job. In addition, the company aimed to cut down the learning costs, and use learning technology to reach it goal. The Center for Creative Leadership introduced Xerox the idea of leadership development via the web (Pulley et al, 2002).
The e-leadership program was delivered through web to geographically dispersed and targeted high-potential employees. The e-learning program used the web to conduct online face-to-face sessions, which included assessment, personal coaching, and mentoring. The new HRM model for training and development was successful in improving the performance of the employees at Xerox (Pulley et al, 2002). The e-learning program enhanced the learning efficiencies of the targeted employees and lowered the total costs of training. Xerox also enabled to reduce the time employees had to spend