Human Resources Management Changes

            In the context wherein the workplace exists in the given situation, it is apparent that there are several problems that are considered as a concern of the human resources management department. These concerns include the a low motivation level for the employees, a disparity between the goals of the company and the capability of the workforce, an increase in the  turnover rate, and an increase in the rate of absenteeism among employees. As a response to these, there are also several strategies that can be taken by the HR department in order to address these issues.

            First, there is an apparent decrease in the level of motivation that can be noticed from the employees when it comes to their desire to work. Motivation is defined by Muchinsky (2008) as the “set of energetic forces that originate both within as well as beyond an individual’s being, to initiate work-related behavior, and to determine its form, direction, intensity, and duration” (p. 377). Motivation, when examined in this particular workplace, serves as the driving force that leads people to accomplish the tasks they are assigned to do. With low levels of motivation, there is a lower degree of determination that can be expected from the employee. There is a slower pace to which their duties and responsibilities are accomplished within the expectations given to the employees. In solving this for this particular situation, there is the need to accommodate participation in terms of setting the goals that are to be achieved by the employees (Muchinsky, 2008). According to the theory of Locke and Latham, goal setting has the premise “that more difficult goals lead to higher levels of job performance” (as cited in Muchinsky, 2008, p. 386).  With the ability of the employees to incorporate their goals, they are also able to achieve a higher degree of performance in terms of completing their goals and responsibilities.

            Second, the organization is aiming for a higher level of production with the company equipment and the people having to work more than what they previously do in order to keep up with the current demands. However, it remains that there is a disparity between the aims of the company and the level of workforce currently employed. The most practical way to solve this is through the recruitment and selection of more workers according to the needs of the desired production level. This would reduce costs that are related to overtime and would even help reduce the number of unemployed people. Likewise, it is helpful to include breaks among the privileges of the employees with proper facilities and amenities in the workplace that provides a relaxing ambiance and a socialization opportunity for the employees (Wood, 2004).

            Third, turnover rates also seem to be a major concern for this company wherein people from inside desire and actually resign from the current jobs they hold in the company. This entails additional costs for recruitment, selection, and training, which are also considered as expenses for the company. The turnover rate exacerbates the costs that are associated with these HR processes especially in cases where the turnover rate is very high and unusual, such as that in the call center industry. In solving this particular problem, the HR department needs to conduct a research study that pinpoints the cause of the high turnover rate. Once the relationship between this variable and turnover is established, then the means by which these could be addressed is made easier.

            Lastly, absenteeism also incurs costs for the company. There are various reasons as to why employees absent their selves from work.  A particular note that could be taken for this is through the foundation of a workplace culture that does not tolerate unnecessary absenteeism (Murphy & Saal, 1990). This can also be supported by a monetary or recognition that would commend the behavior of the employee once attendance to work is completed.

            These are four concerns with the corresponding measures that can be taken in order to address these in the current situation. Other strategies may be incorporated as they are encountered and the need for such is felt according to the context of the situation.

References

Muchinsky, P. (2008). Psychology applied to work: An introduction to industrial and organizational psychology. Summerfield, NC: Hypergraphic Press.

Murphy, K. & Saal, F. (1990). Psychology in organization: Integrating science and practice. Hillsdale, NJ: Lawrence Erlbaum Associates.

Wood, J. (2004). George Elton Mayo: Critical evaluations in business and management. London: Routledge.