The purpose of this business report is to examine AH Moor’s approach to organizational agility and resilience; cooking specifically at the promotion of leadership and enterprise workforce. It explores the benefits to the organization of the implementation of a systematic plan for selecting, motivating and developing employees with the requisite skills and demonstrated behaviors to operate effectively in highly uncertain, highly unstructured environments and demonstrating how enabling this improves organizational outlook.
As organizational resilience and agility is seen as a systematic property, both individual and organizational levels are explored. In today’s global economic climate businesses need to sustain a competitive advantage to remain above the competition. It Is the geopolitical uncertainty, with unprecedented changes and Instability and business discontinuities that demand organizational agility and organizational resilience. Unforeseen circumstances Like the terrorist acts of September 1 lath had adverse effects on businesses that dealt with commodities such as gold, and the company was no exception. The sudden hike in gold price resulted in the company losing millions, and the lack of agility and resilience the organization possessed meant it paid greatly with the years that followed. Presently, in the many is undergoing major transformational changes to its corporate strategy and development, and a change that the new HER team is pushing towards is changing the way recruitment is being carried out.
Arguably, human talent is capital; talented persons carry within them, in their knowledge and expertise, important parts that are means of production. Intellectual capital and talented labor force is now central to many business enterprises (Riveter & Kline, 2000). It Is argued adequate Job fit needs to play Into consideration to allocate correct personnel to handle a demanding Job ole within the gold/jewelry sector given the businesses geographical location and fierce competition which is ever-growing due to rising gold stocks.
In addition with the recent rapid development of the united Arab Emirates has seen greater rise in competition. At the individual level, resilience can be explained through occupational stress or burnout that account for the continuation of or even increases in worker performance and psychological well-being in the face of difficult work conditions (Carver, 1998; Mismatch & Letter, 1997). At the organizational level, characteristics of organizations (e. G. Man resource practices, organizational culture and values) have been related to agile reactions and continued survival under volatile, demanding work conditions (Horned & Orr, 1998; Mammal, 1998). An organization’s capacity for resilience Is rooted In a set of Individual level knowledge, skills, and ablest and organizational routines and processes by which an organization conceptually positions itself, acts decisively to move forward, and overcome the potentially debilitating consequences of a disruptive shock (Lenience- Hall & Beck, 2009).
A organizations capacity for developing organizational resilience s achieved through strategically managing human resources to create individual competencies among core employees, that when combined at the organizational level, make it possible for organizations to effectively absorb uncertainty, develop situation-specific responses to threats, and ultimately engage in transformation activities so that they can capitalize on disruptive surprises that potentially threaten the survival of the organization.
The lack of focus given to personnel selection has also highlighted an inability for staff to cope with the stressful pressures that come with working within gold and a highly charged industry. The company is situated in the popular Gold Soak region, where hundreds of retail shops and close to a hundred wholesale distributes are situated simply in that area alone. As a result competition is highly charged and the company has seen rates of turnover and absenteeism risen and levels of mental and physical well-being have deteriorated.
It is the increased competition associated with the acceleration of market changes that have put pressure on organizations to react quickly whilst re-inventing themselves in response to external pressures. Study of individual differences reveals certain personality emissions such as locus of control, hardiness, and self-esteem relate to people’s reaction to stresses. Rooter (1996) proposed that having an internal locus of control (believing you can control what happens in life) moderates the relationship between stresses and strain such that a strong internal locus is associated with less strain.
This idea is in line with Karakas idea of perception of control. Giordano (2000) found Iranian business managers with higher levels of hardiness, the better their health and performance despite stressful situations. If there is a miss-match between individuals and the organizational culture; source of stress if a person believes organizational functions as unclear and unpredictable could lead to role ambiguity; Coco (1948) found non participation in decision process and uncertainty led was a predictor of strain, Job related stress.
Literature findings are clear in regard to the implementation of stress on employee wellbeing through a behavioral, psychological and physiological perspective. Where the effects of strain can lead to the deterioration of memory, reaction time, accuracy and task performance. Modality (1986) found stress associated with less sensitivity, warmth and tolerance awards patients amongst nurses, Gaston school found association between unsupported work environments and quality of work performance in NASH staff.
There is also evidence that on simple tasks moderate levels of arousal or stress seem to aid performance (Dawson et al. , 2009). Schaeffer (2004) found burnout was predicted mainly by Job demands and to lesser extent, Job resources; that is related to turnover intention and health problems; and that it mediates the relationship between Job demands and health problems. Three broad methods can be utilizes here to help reduce and manage stress that are grouped in three categories- remarry, secondary and tertiary interventions.
The primary level of this hierarchy includes modifying and eliminating stresses. In relation to company this would include giving people more control over their Jobs and work environments; redesigning tasks they are required to do; giving flexible work schedules. Skimpier et employees to adopt to different ways of working. Bond & Bunch (2000) designed cluster of interventions that led employees having more input into decision-making and control over workloads, and put systems in place for getting advice form mangers quicker on vague tasks.
Employees from intervention group reported less ill health, and higher Job performance. Perceived control in interventions group underpinned these positive outcomes. Also found individual differences appears to interact with the changes in control where Higher psychological flexibility benefited more, showing individual differences can lead to different outcomes for different employees. At a Secondary level focus on individuals response to stress, and focus more on employees than changing aspects of the organization.
Increasing levels of social support for staff experiencing high level of stresses in organizations found ewer medical errors and malpractice claims in hospitals, and an increased agility and resilience in stressful environments (Murphy, 1996). This findings were also supported by Frees (1999) who looked at blue collar workers and also found social support exhibited less anxiety, and strain. Tertiary symptom directed, focus on helping individuals cope with consequences of stresses, again focus is on individuals rather than focus on organizations.
One approach to provide medical care in house or outsourced for employees, another approach is PAP. Cooper and Saudi (1994) found improvements in mental health and esteem of those participating n Peeps within organizations, suggesting they can be helpful with stress, however approach this is a reactive approach not proactive because it doesn’t prevent it, deal with problems after they arise rather than focus on creating positive work environments which minimize stresses.
There has been rapid increase in compensation claims for work-related stress in recent years (Dyer, 2002). Furthermore it’s been reported that growing proportion of employee absences may be accounted for by anxiety, and depression (McLeod 2003) and such circumstances have been found to have an effect on productivity, absenteeism, and occupational injuries. There is growing literature which argues that workplace counseling helps alleviate these issues, as well as improve employee problems.
Here, it is argued the implementation of external sources through contractual agreements would be deemed beneficial as there is a lack of organizational resources and trained staff within HER to provide services, and furthermore consolidating in external counseling may be viewed as safer alternative where employees may fear of the level of confidentiality within their sessions. It should be noted not only is counseling being suggested to combat issues of individual and organizational stresses but also deal tit the impending issues of lack of diversity within the organization at present and the ongoing issues in relation to this.
There are numerous studies that point out the benefits of counseling. In particular a substantial systematic review by McLeod (2001) found counseling to reduce work related stress in more than 50% of people, levels of sickness and absence reduced by 25-40%. There were clinically significant improvement in levels of anxiety, depression and stress reported in 60-75 of clients. AH Nor fails to implement development of employees through training to enable raciest, or learned routines that will provide a first response to any unexpected threats.
Important organizational procedures and conduct are tied closely to of company beliefs and those beliefs then become core values which are the basis of day-to-day behaviors that translate intended strategies into actions (Hammond, 2002). Behavioral preparedness helps bridge a gap between divergent forces of learned resourcefulness and counterintuitive agility and merging forces of useful habits.
A combination of useful habits and behavioral preparedness create a foundation of rehearsed and habitual expert routines that ensure an organizations initial and intuitive response to any situation will create options that than constraints (Ferrier, Smith, & Grimm, 1999). The principle behind the selection process is that individual differences between people in attitudes and skill and other personal qualities, and people are not equally suited for all Jobs therefore it is important to match the right person to the right Job.
The main elements involved in designing and implementing personnel selection procedure can be outlined in the personal selection paradigm (Patterson and Ferguson, 2007). AH Nor possess no competency framework or reliable recruitment methods. It is suggested that the initial first steps required is a Job analysis to take place within the company recognizing the tasks that are assumed and the competencies required, including tasks that will remain stable over time.
The goal of Job and competency analysis is to provide an evidence based specification to attributes that act as criteria for decision making during the selection and guide the choice of assessment techniques. Assessments are selected based on correspondence between the attributes they assess and those identified in the Job and competency analysis. It can be difficult to describe certain the behaviors associated with writing a complex financial report there for competency analysis has become very popular.
It has been agreed that competency analysis goes beyond rigid boundaries of the Job title by taking into account the organization objectives vision s and strategy of staffing requirements (Livens and Sanchez 2007). Although the effects of faking are not understood but this can be reduced with providing feedback as research has suggested if individual knows the test will discussed later makes them think twice, also assessor is able to determine if individual was honest based on feedback session if they are unable to meet the data.
Schmidt et al 1979, showed gains of over $1 m dollars per annum could be expected if ability tests were used to select park rangers, similar gains were also reported for computer programmer selection (Hugs & Manager 1959). Psychometric testing has grown popular in recent years, and it can be used in two ways in selection. It can provide a more detailed assessment of Job candidates and better manage applicants. They consist of tests of maximum performance which are tests of ability aptitude, linked to general intelligence, or specific facets like verbal, numerical and abstract etc.
Tests of performance which are personality assessments. They are designed to assess aspect of individuals ability, choice of test is dependent on information gleamed from the job and competency analysis. These types of tests are used alongside early stage assessments it helps selector determine minimum acceptable level of ability for Job role, those below cut score are rejected. In Hunter and Schmidt (1998) meta-analysis general ability tests are right up with work sample and structured interviews with validity of 0. 1 . In combination with an integrity test (which would extend to personality assessment drawing on integrity-relevant traits), the validity rises to 0. 3. The particular HER system configuration that will leads to a capacity for organizational resilience. Moreover, it is important to recognize that while human capital, Just like many other assets, can be applied toward multiple ends; opportunity does not mean that the leverage potential will be realized.
For example, creative problem solving routines, a clear sense of purpose, high levels of intellectual and social capital, and a propensity for iterative, double-loop learning which are elements contributing to a capacity for resilience can also contribute to developing organizational change trainees and promoting dynamic capabilities (Oriole and Savings, 2003). The perspective and mental agility that stem from needed cognitive abilities provide a foundation for an organization to be able to learn from the consequences of the actions it undertakes within its complex actions and thereby be more effective in dynamic competitive environments.
Useful habits such as continuous dialogue and the trust that results from deep social capital provide the raw material for constructing meaning and making difficult choices in ambiguous situations. However, it takes deliberate intent to ensure that particular outcomes are realized. It is argued that it is the comprehensive bundle of desired employee contributions, HER principles and HER policies that enables a firm to develop a capacity for resilience (Lenience-Hall and Beck, 2011).
Therefore it is argued that HER policies, practices, and activities are vital for an organizations capacity for resilience, and that organization’s capacity for resilience is a multilevel collective attribute emerging from the capabilities, actions, and interactions of individuals and units within the company. Employee contributions, HER practices, and HER policies are the primary integrating mechanisms or achieving a collective resilience capability. Organizational resilience is an increasingly necessary collective competence for the company that operate in highly charged environments and those characterized by Jolts and surprises.
Investments in human capital to develop employees who are adept learners, strong communicators, and skilled at creating strong interpersonal ties creates a foundation for both a capacity for resilience and effective knowledge management. Similarly, developing organizational skills such as “radicalized ingenuity’ (Cutout, 2002)), using action to happen cognition (Wick, 1995), and counterintuitive thinking (Meyer, 1982) contribute to both a capacity for resilience and innovation. References Bond, F. W. & Bunch, D. (2000). Mediators of change in emotion-focused and problem- focused worksheet stress management interventions.
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