Organizational behavior Essay Example | Topics and Well Written Essays - 2000 words - 1

Organizational behavior - Essay Example On the other hand, these programs focus on the dimension of leadership and culture of the organization since these two perspectives are instrumental in the overall achievement of high performance results in an organization. Importantly, change management and leadership are the most important aspects that any program that seeks to achieve high performance should focus on in order to ensure effective results that guided the success of an organization. Based on the foregoing, this expose is an evaluation of how Hewlett-Packard handled the process of change within its organization structure. Hewlett-Packard introduced an ambitious worldwide program that intended to ‘reinvent HP’ into the technology company, it was before its slow growth. Under the leadership of Carly Fiorina as CEO, HP implemented a program dubbed â€Å"Dynamic Leadership’ that was responsible for managing change in the organization. Importantly, the role played by the CEO in leading the process of c hange management was instrumental since the company achieved its objectives and managed a 15:1 ROI after implementing the program (Carter, Ulrich, & Goldsmith, 2005). In order to carry out a successful evaluation, this investigation will rely on secondary research and individual knowledge regarding the areas of leadership, organizational change, and change management. First, there will be a discussion about the idea behind creating the vision for the change process in Hewlett-Packard. In this case, the article will evaluate the process of constructing the future envisioned by the company. Secondly, there will be an evaluation of the motivation for creating change. In line with this, the factors contributing to the creation of readiness for change and overcoming resistance to change will undergo intense scrutiny. The third step involves an investigation of influencing stakeholders and an assessment of the agents for the change process. In order to achieve effective change management, it is important to manage the transition effectively. In effect, this expose will evaluate the process of transition that Hewlett-Packard followed while implementing the change process. Finally, the expose will evaluate the structures that the company implemented in order to sustain the momentum created by the change process. Creating a Vision An organization will engage in an activity that aims at ensuring that the long-term vision of the organization remained achievable. Hence, any process of change includes creating a vision that directs the organization towards achieving its objectives. For HP, its vision aimed at changing into a program that ensured that the company’s management of change was in line with its objectives and overall aims. Describing the Core Ideology In 1999, HP started experiencing lapses in its response rate and slowing down of their progress, which was worrying for a company that was leading in the technology industry. In effect, this contributed to s lowed growth with the company’s top management devising ways that would ensure that the company controlled the slow down and was back to its continued growth while maintaining the leadership position in the technology field (Carter, Ulrich, & Goldsmith, 2005). In order to achieve this objective, the top management designed a program that focused on ensuring that the management of the company remained focused to the key goals of the organization, which effectively meant that there were no overloads on the

Employee retention and development Essay Example | Topics and Well Written Essays - 3000 words

Employee retention and development - Essay Example Employee retention is more difficult than employee recruitment process in western countries. â€Å"The expense of recruiting and re-training a new worker costing anywhere from half to 200% of the departing employee’s annual salary†(Hebenstreit, Ph.D. 2008, p.4). It is estimated that U.S. companies spent $134.1 billion on employee learning and development in 2008 (Kraimer et al, 2011, p.485). Normally an organization spends a substantial amount of money for the training and development purposes of its employees. When an employee decides to quit an organization, all the money spent for the training and development of that employee by the organization will be wasted. It is the duty of the human resource department of an organization to implement strategies to reduce employee dropouts or turnover. â€Å"The UK average employee turnover rate is approximately 15% a year, although this varies drastically between industries. The highest levels of turnover are found in private sector organisations in retailing, catering, call centres, construction and media†(Workforce Management, 2011). The above employee turnover rate is huge when we compare it with employee turnover rate in other parts of the world. The reasons for higher employee turnover rate could be different like; attractive offers from other organizations, dissatisfaction over the working conditions in the present organization, ill-health, personal problems etc. In any case, it is duty of the human resource department to reduce the employee turnover rate as much as possible. â€Å"Replacing employee is not only time consuming, but expensive, costing you between  50 to 100 per cent of that positions’ annual salary† (Employee Retention and Recruitment Tips, 2009). This paper analyses the possible employ ee retention and development strategies, HRM department can implement in an organization. Theories related to Recruitment Before analysing the employee retention and development policy in detail, it is necessary to evaluate the normal recruitment policies adopting by current organization. In fact retention starts at the time of recruitment itself and therefore HRM professionals should start their efforts to retain the employees at the time of recruitment itself. Recruitment methods can be classified into two broad categories; internal and external. Internal recruitment method is normally adopted by organization when it is in need of emergency requirement of employees at some places. For example, suppose the production manager of manufacturing industry, has resigned due to some reasons. It is difficult for the organization to wait till the HRM department identifies a suitable person using external recruitment method. External recruitment process usually consists of many time consumin g stages such as posting of recruitment ads in various medias, written tests, interviews, etc. The organization may not get a production manager at least for few months if it opts for external recruitment methods. It is difficult for a production oriented organization to manage its production works for longer periods without a production manager. So, when emergency occurs, such organizations will try to promote some of its existing supervisors to the production manager post. In other words, an organization may opt for internal recruitmen