Human Resource Management Essay Example | Topics and Well Written Essays - 2000 words - 3

Human Resource Management - Essay Example Many of the companies allow casual Fridays however, Morrison’s office does not allow casual on any day of the working week. Morrison argues that formal dress code is more important for the companies who have front-line client dealing and if a company does not have any such dealing then in that case ditching the suits may boost the morale of employees. Therefore, Career Partners 3 has been following â€Å"business only† trend for years. On the other hand, HR Solutions Incorporation has recently changed the dress code from business casual to casual dresses. HR Solutions is a Chicago-based international human resources pollster. The representative of company, Amelia Forczak argues that when employees are given free choice to wear anything, it shoes the level of trust on the employees and it also empowers the staff and improves their efficiency. Forczak argues that the recent decision of adopting business casual to casual dress code has been taken after conducting the inter nal surveys. The recent internal survey of the company has shown that rather than dressing up casually on Friday only, employees are more comfortable in wearing casual every day. At HR Solutions, preference is given to the workers on what they want to ensure to achieve the productivity. Forczak argues that if by only changing wardrobe of workers which is not difficult to implement, the company can achieve a quick win then what else the company wants. However, Forczak has also highlighted the point that if companies are not having direct dealing with employees then they can be provided relaxations in dress codes to make them feel more comfortable. Moreover, Forczak considers it as a good practice in leadership to keep up a affinity with the workers. Therefore, Forczak is very satisfied from the decision of changing dress code. A study conducted by HR Solutions in 2011 suggests that out of the total employees only 27 percent of employees at workplace are actively involved and the rema ining 73 percent of employees are either recognised as â€Å"actively disengaged† or â€Å"ambivalent†. In May 2010, when the company conducted a poll it was found that 55 percent of employees were of the view that they did not have a traditional dress code and 44 percent said they had to wear suits and ties. In this essay, the HRM models and concepts will be used to analyse whether the move from business casual dress code to casual dress code at HR Solutions is a suitable move for the company. HRM Implications Dress code is an important aspect of corporate culture and when it comes to decide whether a casual or a formal dress code is suitable for a company, various opinions come on screen. A recently conducted survey findings suggest that 41 percent of the companies believe that workers who are dressed more professionally are more likely to be promoted as compared to the workers who are not dressed professionally and this figure may vary based on industry such as in f inancial services, 55 percent of the companies have this opinion (Haefner, 2008 cited in Cardon & Okoro, 2009). Dress codes appear to be a major focus of service organisations where the employees directly interact with the customers. Billions of dollars are being spent by service organisations on defining, acquiring, managing and monitoring the dresses of employees and manuals of these company contain detailed illustrations about the dresses ranging from uniform

The Importance of Knowledge Managment to Organisations in 21st Century Essay

The Importance of Knowledge Managment to Organisations in 21st Century - Essay Example Today’s work force is heavily involved in work like sales, education, health care, banks, insurance firms, and law firms. They also provide business services such as coping, computer programming, or making deliveries. These jobs primarily entail working with, distributing, or creating new knowledge and information. In such knowledge and information oriented economies the market value of the firms is based largely on the value of intangible assets for instance proprietary knowledge, information, unique business methods, brands and other intellectual capital. In the current business scenario physical assets like building, machinery, tools and inventory account for just 20 percent of the market value of many public firms (Beijerse, 1999). Knowledge and information in today’s era provide the foundation to companies to come up with or produce new products and services. Such product innovations include the credit card, overnight package delivery, or world-wide reservation sys tems. Even certain products can be classified as knowledge and information intensive products, such products include computer games, requiring a great deal of knowledge to produce. Traditional products also are making use of knowledge for instance in the automobile industry both design phase and production phase rely heavily on knowledge and information technology (Sparrow, 2001). These changes which have been described above along with considerable amount of corporate restructuring have lead to the creation of a digital firm. A digital firm is one in which all of the organisation’s significant business relationships are digitally enables. In this kind of digitally enable business model an organisation is connected to its customers, suppliers and employees by means of digital networks. Core business activities are carried out through these networks spreading across the organisation and linking multiple organisations in a way that these networks create a value web (Valkokari a nd Helander, 2007). These digital firms are quick and nimble in sensing and responding to their environment. This capability is the fundamental difference between a digital firm and a traditional firm. This capability enhances the survival chances of a digital firm in turbulent times. Digital firms can be grown in to global organisations having global management practices in them. By restructuring their work to fit digital means of operating, a digital firm has raised its chances to achieve unprecedented levels of profitability and competitiveness. A digital firm makes use of internet and digital technology to integrate its key business processes with its channel partners. In this way vital information can be shared with important constituents of the business in a seamless way. In order to reap the potential benefits of becoming a digital firm, organisations are investing heavily on information technology, which enable them to integrate internal business processes and build close wo rking ties with channel partners (Wong, 2005). Since knowledge is the key word over here for an organisation therefore it is important to highlight the distinction between data, information, knowledge and wisdom. Data is the flow of event or transactions captured by an organisation’