HRM Essay Example

A cultural and change leader

Influence and leadership towards culture change depends on credibility, talent management, and influence, the understanding of the important components of a good culture. It takes a good design and organizational psychology skills for the creation of a productive and sustainable organizational culture. The target organizational culture should also be in line with the objectives of the organization. The ideal human resource department is also responsible for the incorporation of the target culture into the company values and the practices and daily operations of the workplace. The development of specific cases to effect the change that includes the appointment and use of change agents also constitutes capability of successful human resource management. Such progress requires monitoring and accountability ensured through recording such change[ CITATION And14 l 1033 m Kri101].

According to Donaldson (2017), different cultures call for different leadership styles and the selection of the right approach determines the potential success of the intended organizational culture. Flexibility and being a good change catalyst are essential qualities in the initiation and implementation of cultural change across different platforms and cultures. Transformational leadership is more common in the German culture whereas authoritarian leadership is not uncommon in countries such as China and Japan. It calls for cultural intelligence and an understanding of macro-culture to select the most ideal approach towards cultural change as explained by Schein (2017).

One of the most difficult elements of the implementation of culture change is the busy culture where people seem too busy to implement change. The development of a culture roadmap is required for the determination of the best direction towards the implementation of the new direction of the cultural change with the deliberate focus on the regularity of such a culture. The final results of a positive culture include positive attitudes, engagement, and positive business growth [ CITATION Ulr95 l 1033 m Edg].

One of the greatest challenges of culture change is the development of metrics. However, acting as change agents and selecting other change agents for the actual practice of culture requires influence and credibility in the cultural change process [ CITATION Car15 l 1033 m Lib09].

A stakeholder mentor and coach

A human resource practitioner should have the ability to engage all the relevant stakeholders of the business for the development of relevant solutions to issues that face the human resources. The primary goal is the achievement of the needs of all the relevant stakeholders through the exchange of contacts with them and the subsequent establishment of valid relationships with them. Partnering with the stakeholders ensures the timely achievement of human resources-related problems in line with the context of their organization [ CITATION Kat071 l 1033 m Kri101 m Hum07].

The human resources department also interacts with the leaders and managers to assist with the best strategies in the allocation of their resources and coaching them for the best approach in dealing with their departmental employees. Coaching occurs in cases where the leaders or other employees are short of certain skills or where the employees are put under a corrective action plan for the improvement of deteriorated performance[ CITATION DrS12 l 1033 m And14].

According to George Mathew, an American writer, encouragement from a person other than oneself is given credit for the majority of the achievements and self-fulfilment. When dealing with human resources, such encouragement could be achieved through direct engagement with a person or a professional of through deliberate formal programs. The informal mentorship and coaching programs are long-term and involve a number of stakeholders such as members of the Human Resources faculty, heads of departments, and the mentee.

Coaching and mentoring require psychological skills to deal with people with a non-judgmental attitude and a professional approach. While mentoring is about helping people with their long-term achievements, coaching is directed towards employee performance and output. Such mentoring and coaching help in the development of the potential of the employees and the additional improvement of employee engagement and motivation [ CITATION Lin171 l 1033 ]. According to Clutterback (2014), the human resource department plays a major role in team coaching and coaching line managers to mentor their other employees.

An ethical and credible activist

Being ethical makes the activist role of the human resource department effective because such leaders gain the trust of the human resources. It entails the use of credible knowledge in giving insight and the demonstration of credibility and integrity through compliance with the codes of conduct of the organizations and accountability of their decisions. It is essential to have listening and communication skills for the creation of credible relationships with the human resources and skillfully influences the decision-making processes of the involved leaders.

Working in the human resource department calls for working through an example for the achievement of the best results upon the introduction of new strategies and operational processes that are introduced in the workplace. It also enhances the influence of the leaders in the human resource department in the establishment and execution of the workplace policies [ CITATION HRM15 l 1033 ].

I recall various instances where I have exhibited the characteristics of good human resource management when I was a salsa dance class manager where leadership by example always worked. I realized the strength of change agents in the initiation of culture change. Credibility and ethical behavior determines how messages that are communicated are taken by the followers and other leaders of the team.

I have exhibited the three mentioned qualities of an effective Organizational Psychology assistant where I dealt with a disengaged team with little product knowledge. My approach involved coaching the line managers on how to stay motivated and keep their teams motivated through efficient communication, honesty, and coaching their teams on product knowledge. We even scheduled a training session on product knowledge. This was done at the phase of organizational cultural change where the human resource department had to work alongside and organizational psychologist to effect the change throughout the organization. It was dependent on the belief of the employees in the human resource management based on their ethical behavior and the credibility of the actions of the members. The final result was a highly engaged team with high product knowledge, high productivity, and a culture of good and open communication.

In conclusion, human resources and work psychology are inseparable. It is through the application of the learned technical skills, knowledge, and credibility that the human resources department succeeds in influencing other employees. The same makes possible the influence of the human resource department and the human resource manager over the decisions of the line managers towards coaching and mentorship. Putting all the components of the AHRI model pf competence into practice by qualified professional guarantees the success of human resource management initiatives.

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