Human resource management involves working in dynamic organizational surroundings (COFA, n.d). Several elements affect the management of personnel issues especially. These forces have features such as market dynamics, technological dynamics, globalization and value dynamics. Where technology is involved, employees and their companies faced shorter product cycles and partial periods of technological know- how. This causes progressive alteration of job requirements (COFA, n.d). The application of internet and computer knowledge additionally imposes continual developmental demands on employees (Niclas, 2004). Market dynamics are featured by a shift from creating products to the provision of services.
This calls for complex social competencies of the employees to satisfy the needs of customers (COFA, n.d). The increased competition between companies working in the same field as Mudgee requires that a company puts in more effort to attract customers. Even in the case of the MAP, which is an emerging company, there will be economic pressure and adaptations on their employees if the company is to grow and flourish in the competitive environment. A manager should consider making continuous organizational changes. Such changes may involve re-engineering of the Mudgee organization or loosening its organizational boundaries (COFA, n.d).
On an individual level, the organizational changes accelerate the level of responsibility of employees. This is important since it will make the employees take up the responsibility of the activities in the organization. In an organization, values such as discipline, obedience, and self- control have become of less importance. Values such as freedom, independence, and self- realization are becoming important (Janet & Buitendach, 2013). Work self-drive and organizational commitment depends on the correspondent individual values and the culture of the company (COFA, n.d).
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