impact of changes in employee relations strategies, policies, and practices on organizational performance.?
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There can only be two major impacts on change based on the above indices (policies, and relation strategies). The fist impact is positive: Team Effects which leads to greater performance and higher or increased productivity.  A positive impact on new or improved policy would result in improved product, productivity, employees' performance, improved utilization of human resource availability.... A negative impact based on organizational change will produce the opposite effect in the above mentioned actions.
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This may not help you a lot, but it shows these type issues have been around for a looong time.  And the thing about rotating people around as a band-aid to "help" isn't new either lol :)\n\nThis is a GREAT quote ......\n\n"We trained hard, but it seemed that everytime we were beginning to form into teams, we would be reorganized.  I was to learn later in life that we tend to meet any new situation by reorganizing; and a wonderful method it can be for creating the illusion of progress while producing confusion, ineffieiency and demoralization."\n\nPetronius Arbiter, 210 BC\n\nOBSERVATION.... I have never been directly involved in personnel&#92;staffing or strategic marketing and business focus issues but, as a past internal ISO 9001 program administrator for a multinational corporation, I have observed essentially the same symptomatic patterns as described by the first and third responder.  But... I would add this, some of the same patterns and phenomena can be triggered whether organizational change is needed, or, has recently been implemented.  This somewhat supports the comment from Citizen Arbiter. Go figure.
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The new concept of business is built around people.\n\nAt the end of the industrial revolution in the industrialized nations saw a great deal of lacking in their long term business prospect. The issue was not only that the customer was now looking for innovation or a change from what they have been used to, but quality standards had been revised.\n\nChange is the only thing that remains constant. \n\nIn order to overcome this challenge a business entity has to be always evolving. A cultural change is needed. No machines will work without people, and machines do not replace humans but they redefine our jobs.\n\nIn order for an organization to be profitable and remain so, they need a loyal customer base and a dedicated HR. As it is HRM has its own challenges and thus it forms a subset of achieving TQM in any organization, to be able to address these needs adequately. A sense of belonging, appreciation, training, on the job training, reviews and inter departmental communication are some of the key factors of a successful HRD contribution to the organization.\n\nThe issue can take a semester, however, extensive resources are available on the net. I recommend that case studies be consulted for a better understanding of the subject.
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I suppose you would find many articles on the same at the following website, \nwww.bettermanagement.com
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I'm not sure what you are looking for, specifically, but I will attempt to answer your question.\n\nSometimes, organizations revise their directives (policies) and this will have a change in the workplace.  Employees have to learn how to adapt to the changes and there are always those who fight the change.  Since chaos is the catalyst toward change, the workplace change should bring about peacefulness, but it sometimes does the opposite.\n\nOther significant changes in the workplace can be the elimination of a particular benefit, the company going public, changes in upper management (CEO, President, etc.), revision of pension plans, more or less paid time off and others.\n\nWorkplaces can change by moving to another city or state.  This can be a significant change.  Workplaces can close all together, and cause great change for many employees and their families.\n\nGreat gains in profits can bring about big decisions of what to do with the profit.  Will the organization donate to charity or will increases be given as a reward for over-achieving goals, or will more staff be hired?  Any of these choices will cause a shift, or change, in the organization.
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It means you will need to manage the new changes through implementation in the organization.
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emotional instability, "leave of absence" situations\n\ncheck with your employee handbook or boss, cause it really depends on your job.
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There are a lot of techniques and programs for Employee training and development.\nsome of them are\n(.) Six thinking hats - Robert De Bono\n(.) Commitment through effective communication - Julius Rhodes
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Doug North's "Institutions, Institutional Change and Economic Performance" will be essential to understanding where the field has gone recently.  It's much more concrete than Stiglitz' "Globalization", which, while interesting, carries a lot of opinionizing among the little bit of theory.  North is considered the premier authority on institutions in the academic world today.  I've also attached a reading list from one of the recent events in the field, and it's pretty comprehensive.\n\nThose should keep you busy for a while.  :)
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All managers must possess adequate skills in communication if they are to effectively perform their managerial functions.  Organizational communication effectiveness affect to a large extent the organizational climate.  When good communication exists from the top of the organization downward as well as upward and through the different levels in the company.. we can say that the organization has an effective communication system or process.
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Organizational Effectiveness\n\nWhy is balancing such a difficult act for leaders and organizations to achieve these days? \n\nWhy do we waste precious energy struggling to become more independent while working in an interdependent environment?\n\nWhat if we could significantly improve individual and team productivity and organizational effectiveness with existing resources?\n\nBALANCE, ENERGY and ORGANIZATIONAL EFFECTIVENESS are key elements of successful business enterprises. \n\nThe HPS Mobile Enterprise™ was conceived as a metaphor representing the parts of an enterprise. A mobile – like any business - can be simple or extremely complex and can include few or many parts – shapes, sizes, color - which are all interconnected and, at least to some extent, interdependent. Changing (i.e. adding, eliminating, restructuring, etc.) any part can significantly affect the balance of the mobile and, ultimately, organizational effectiveness. \n\nWebster’s dictionary defines mobile as follows: adj. – 1. Capable of being moved or moving. 2. Changing readily in mood, expression, or appearance. 3. Enjoying or affording opportunities for change from one social status to another. – n A sculpture consisting of parts that move, especially in response to air currents. \n\nEXEMPLARY LEADERS ensure that all parts are balanced and energy is focused toward desired outcomes in order to maximize individual and team productivity and organizational effectiveness. Leadership Development\n\nEXEMPLARY LEADERS create and sustain an organizational environment and culture whereby: \n\nA compelling vision is established and sense of purpose is understood \nClear and timely communication occurs using effective voice systems \nEmployees are inspired to perform at their best and sustain their best performance \nKey talent retention is improved and employee attrition declines \nInnovation and creativity are fostered at all levels of the organization \nEmployee morale, motivation and satisfaction levels are improved \nSuperior customer service is delivered and competitive advantage established \nBusiness results reflect high-performance throughout the organization \nHuman Performance Strategies combines traditional cognitive intelligence (IQ) with non-cognitive intelligence (EI) to help leaders perform at their best and inspire the best from their people. Combining and leveraging these distinct competencies forms a foundation for leadership effectiveness and achieving full organizational potential. In simple terms: IQ + EI = 100% of POTENTIAL. Emotional Intelligence \n\nHuman Performance Strategies will soon introduce some exciting new research-based information regarding organizational effectiveness. This new concept is called ORGANIZATIONAL INTELLIGENCE and will underscore the significance of the HPS Mobile Enterprise™ to an even greater extent. \n\nEXEMPLARY TEAMS achieve and sustain high-performance levels on a consistent basis. High-performance teams do not evolve randomly or arbitrarily. Exemplary leaders must facilitate a progression of developmental stages to create the conditions for high-performance. Exemplary leaders understand and leverage this progression to improve individual, team and organizational performance. High-Performance Teams\n\nEXEMPLARY ORGANIZATIONS achieve and sustain maximum effectiveness or 100% of POTENTIAL. The TRUE POTENTIAL of an organization occurs when individuals and teams are aligned, energized and committed to accomplish or perhaps exceed business goals and objectives. Closing the GAP between the present and potential often translates to performance improvement and productivity gains enjoyed only by world-class enterprises. \n\nHuman Performance Strategies offers a fully integrated systems approach to improve individual and team productivity and organizational effectiveness. If you are interested in learning more about how world-class enterprises achieve and sustain 100% of POTENTIAL at the individual, team and
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Try this site:\nhttp://en.wikipedia.org/wiki/Human_resource_management
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Hi Ricardo,\n\nI think you need to look at the centralisation of the management structure and production processes.\n\nReduction in overheads.\n\nPossibly more effective inter-departmental lines of communication.\n\nEasier customer/supplier liason.\n\nPossible reduction in staff liabilities. (wages etc.)\n\nJust a few ideas to get you going. \nHope your studies are progressing well.\n\nGood luck
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the theories on common relationship problems.
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Manipulating IS managing.\n\nAnd complaining, although irritating, is the default status for most employees. \n\nYou know the company is dying when the employees are all hushed up in the corner like frightened little bunny rabbits.
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I found that it usually how you treat and deal with people which results in how they act toward you.  It helps to be friendly and  polite. \n\nDepending on the situtation, some workers will  see you as an impedance or worse as a threat to their job.   Others considered their behaviour as being professional.
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Organizational Development