Human resource management Dissertation Example | Topics and Well Written Essays - 1750 words

Human resource management - Dissertation Example However, the ability of an individual to perceive change goes beyond mastering new principles while maintaining productivity in the face of new policies and technologies. The personal disposition of an employee plays a crucial role in successfully adopting changes implemented. Psychologists are clear on the differences in personality and how they affect working skills and managerial skills (Brunstein 2001, p.83). Individual characters are indeed beyond the scope of the company; however, the company can maintain these diverse characters for the smooth running and subsequent integration of employees in the course of a change. An employee’s motivation and morale are crucial to the productivity of a company. Motivation and morale can be high or low as a result of a change. External or internal locus of control will determine the modes of motivation necessary for the individual to be productive. In light of this, intrinsic and extrinsic motivation will determine the success of chan ges in a company. The leadership of a company is responsible in ensuring that proposed changes appear in a positive light. Therefore, the personality of the individual at the position of leadership will determine the interpretation of the changes (Brewster 2012, p.108). Interpretation of changes in a company also relies on the perceptual capabilities of not only the persons in leadership but also of the subordinates. Perception is dependent on the level of education of an individual, their personality types, and their level of motivation. In retrospect, the success of change implementation can be at the disposal of individual employees in which case their failure to be integrated can result in the failure of the company to integrate change (Clark 2000, p.41). Research question: Is the slow integration or failure thereof of a new policy, strategy or technology in an institution dependent on failure of the system or on the individual’s ability to integrate and, therefore, confo rm to change? Is the individual motivated or demotivated by change and how do they perceive change? What is the managerial level perception and interpretation of change? Change is necessary for the effective running of an organisation (Handy 1996, p.70). The mangers perception of change: a â€Å"good† leader does not impose changes. Managers do is to trust that the workforce is capable of navigating its way around huddles caused by the change. After interpreting the requirements of change and providing the necessary equipment and policies that come with it, they retire to their managerial cocoons. This is not an expert thing, but the autonomy the manager entrusts the workers at this point is crucial to the running of the organisation. The organisation’s ability to cope with change has no universal formula (Handy 1996, p.72) because pressure arising from change affects organisations differently. In the same way, individuals do not react the same way to change, but their collective reactions will determine the course of change in an organisation. The desire for individuals to take personal responsibility for their careers is apparent in the current working trends. Individuals advance their education when they get jobs for the sake of promotions. People now pay interest in the running of organisations they work for