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Human Resource Management

Resource Management The level of employee involvement in organizational strategy has received increased attention from managers (Fox, & Spector, 1999). This follows the realization that an organization can attain a leading edge in the ever-increasing competitive business environment by tapping into its core competencies. According to Hamel and Prahalad (1999) a core competency is something that a firm has that cannot be imitated by competitors, provides customers benefits and helps the organization have a competitive advantage over others.

Business organizations are constantly striving to achieve efficiency and effectiveness on the part of the work force (Cote, & Morgan, 2002). Often, human resource mangers do not think in terms of employee involvement especially in the decision-making process. The numerous challenges organizations are faced with such as high turnover or de-motivated staff are often because of underestimating the above.

Of all resources an organization has in its disposal, none is perhaps as relevant and important to the success of the organization than the human resources hence the need to take all necessary measures to ensure that, employees are nurtured and treated as valuable to the organizational success (Fox, & Spector, 1999). Competitive advantage to the business is recognized in its human resource. The strengths

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of weaknesses of a company’s human resource department can affect business continuity. It has thus become a strategic resource that needs to be incorporated in the business strategic plan.

Handling people is a very sensitive job as people are complex resources. No mathematical formula applies to them in order to come up with the best solution to handle them, as we do with other resources. People are also a resource that cannot be eliminated or substituted with another resource. If handled wrong, they can adversely affect business continuity. It thus seems that there is an interrelationship between organizational strategies and employee involvement, work performance and productivity. This paper seeks to establish the positive impact of this interrelation on organization productivity.

Employee involvement in setting an organization long term and short-term plans of action yields commitment on employees. The psychology behind this is that employees feel that their input is valued and important. In addition, they are able to own the organizational goals and be committed towards attaining them. Employees’ involvement enhances trust between employees and management. Peter Herriot (2001) in his book the employment relationship says that the relationship between employees and employer resembles that of child and parent.

Involvement of employees in organizational affairs enhances this trust and elicits feelings of security between them. This trust is fundamental to work performance. While to some autocrats trust may seem like a minor issue when determining work performance, successful organizations realize that it is indeed critical. This is because when employees get involved in strategic planning, trust is enhanced. Furthermore, employee involvement in planning by management communicates confidence in them. In turn, employees reciprocate by showing commitment in their work. Performance and productivity thus increases (Schermerhorn, Hunt, & Osborn, 2005).

Sometimes, organizational strategies may involve changes within the organization, and employee involvement ensures smooth transition within the firm. Issues of low morale and turn over are reduced (Herriot, 2001, Schermerhorn, Hunt, & Osborn, 2005). Employee involvement enhances an organization’s strategic capacity in the sense that employee are asked their views on what they do and what can be done to improve their performance in that area. Involvement of employees also allows employees to come up with innovation ideas that could invigorate an organization’s productivity service delivery, product innovation.

(National workplace strategy, 2002, Schermerhorn, Hunt, & Osborn, 2005). Employee involvement and partnership creates interest among employees to learn new things and hence increasing an organization knowledge base. Through the increased knowledge in the organization new ideas and innovations are developed. Companies that use employee oriented management philosophies tend to perform above average. Involvement of employees in organization strategies increases intrapreneurship within the organization. This has a larger effect of improving work performance and productivity of the organization at large (Schermerhorn, Hunt, & Osborn, 2005)

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