Organizational Development

Within the challenges of human resource management there are some important issues that must be addressed in order to help a company to achieve a competitive advantage. Having successful human resource management will not only provide the company with the fulfillment of being able to recruit and maintain great employees it will also assist the company in maintaining a positive moral in terms of benefiting the employee and the organization. Working in the human resource management field is a goal of mine that we will discuss today that will assist with the organizational development.

One of the positions within human resources is recruiting. When recruiting candidates the method that the human resource management chooses to use is crucial because this will determine the type of employee they would add to the organization. Two great methods of recruiting are internal and external. For instance, recruiting internal by posting in the career resource center so that any employees that are looking to make a change in their career they will see the posting and are able to apply if they are qualified for the position. By offering the position to an employee already with the company would benefit the company or organization.

One advantage for recruiting from within is that is will help with any layoffs that are taking place so that an employee could stay employed with the current company that they are working for. This also shows that the employee has contributed to the company’s growth and success and a promotion will reward them for their past performances and encourage them to keep up the good work. Any other employees can consider this a plus and encourage them to work just as hard so that they too can possibly get promoted. Another method of recruiting is external. Such as, internet recruiting this is another form of externally recruiting employees.

This form is used by recruiters to get the word out about new positions. Applicants and companies feel that this is a faster, cheaper, and more effective way of both being successful in there search. The advantage is that companies can register on over 4,000 different websites to find potential employees and the employees can search what the positions they feel they are most qualified for. Today’s requirement to contribute strategically to organizations demands that HRM, HRD, and OD coordinate, partner, and innovatively think about how they relate and how what they do impacts people in organizations.

An analysis of the evolutions of these three fields helps to explain why the distinctions among the three areas continue to blur and how the similarities among them provide the necessary synergy for HR to be a truly valued organizational partner (Ruona, & Gibson, 2004). Clarifying organizational issues is critical because it sets the direction that the OD process will take. In many cases, the presenting problem is only a symptom of an underlying problem. Clarifying the issues facing the organization would determine the diagnostic and intervention activities. The OD practitioner attempts to do this by gathering preliminary data.

This can be done by examining company records and interviewing key organizational members to obtain an introductory understanding of the organization, its context and the nature of the presenting problem. This preliminary information would allow the parties involved to make an informed choice about whether or not to proceed with the contracting process. After the organizational issues are clarified, it must be determined who the relevant client is for addressing these issues. Generally, the relevant client would include organizational members who can directly impact the change issue.

Unless these members are identified and included in the entering and contracting process, they may withhold their support and commitment for the OD process and so cause it to fail. OD practitioners would need to gather information to be able to identify key organizational members and units that need to be involved in the OD process. Employees generally have a higher morale and are motivated toward organization goals when their personal resources and talents are fully used. Increasing the morale, motivation, and commitment of members can also improve an organization’s performance (Brown, & Harvey, 2006, p 218).

Antithetical behavior moves the organization towards lower levels of involvement such as exclusion of some employees from the change project. Extreme examples are referred to in the literature as reduction in force, downsizing, outplacement, shedding, build down, or other euphemisms for terminating the organizational association of some employees.

Many managers and OD practitioners justify the exclusion of others from organizations by claiming that such actions are inevitable in tough economic times and that, while unpleasant, the reductions produce “the most good for the most people. (Deaner, 1994). Organization development is an ongoing, systematic process to implement effective change in organization. Organization development is know as both a field of applied behavioral science focused on understanding and managing organizational change and as a field of scientific study and inquiry. It is interdisciplinary in nature and draws on sociology, psychology, and theories of motivation, learning, and personality.

As HR, in the role of strategic business partner, leads initiatives aimed at organizational design, process and performance, OD offers HR professionals a wealth of tools, models, theories and competencies invaluable for a competitive business environment. However, until recently, OD and human resources were considered distinct and separate entities. For example, OD has roots in social sciences and applied behavior, with values based in humanistic psychology, whereas the field of human resources is based in human capital theory, behaviorism and performance engineering.

Today, the division between OD and HR is less clear. In fact, the literature indicates that these two disciplines are melding together, with a growing collaboration and integration between OD and HR (“Organization development: a,” 2007). Organizational members have become knowledgeable in the theory and proficient in methods of O. D. over the years. The current cadre of upper level managers and executives primarily consists of members of the Boomer generation who began entering the workforce in large numbers in the early 1970s.

The Boomers, especially those working in large for-profit organizations, cut their teeth in supervisory and management training courses, experiential workshops and teambuilding sessions early in their careers. And those who are not in supervisory positions often were the intended, and sometimes unwilling, participants of numerous O. D. interventions. Although most may not have known the theories and/or methods of O. D. they experienced O. D. as they worked in organizations and climbed the career ladder in the 1970s and 80s (Wesner, M, 2010).