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Introduction
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Contemporary issues and ongoing incidents have an enormous impact on organisational culture and behaviour. Organisational behaviour (OB) is a continuously changing process, and it refers to the way people and groups behave in the organisation settings. Wood et al (2019) opined that one of the key success factors for an organisation is the way its people engage in interaction, communication and collaboration processes. Theories of human resource management in this report will assist in explaining how management behaviours and structures can influence the behaviour of its people, positively or negatively, along with identified three major contemporary issues of OB.
Contemporary Issues in Organisational Behaviour (OB) Influencing Human Resource Practices
Contemporary Issues of OB
Empowering Individuals
Empowerment means that employees are considered responsible for what they are doing by acquiring some type of ownership over them. The relationship between managers and employees is being transformed by implementing empowerment principles on all levels (Wilkinson & Dundon, 2021). Encouraging employees to participate in the decision on work would significantly strengthen their dedication to work. The key difficulty is to delegate more power and responsibility to the lower employees’ framework and to give employees more freedom to decide on their schedules, operations, processes and the way for resolving the difficulties they have.
Diversity
It applies to the use of several classes of personnel heterogeneous in the aspects of gender, ethnicity, race, relationship, community, physically disadvantaged persons, old persons, etc. Generally, as per Wood et al (2019), employees sought to keep their identities, values and lifestyles individually and cultured, but they work with similar norms and regulations within the same firm. It is a big challenge for organisations, through responding to their distinct lifestyles, family demands and work styles, to adapt to diverse groups.
Globalisation
Nowadays, the field of business is largely market-led, with organisations growing up to achieve market share and stay in the highest-ranking wherever the demands remain and irrespective of distances, places and climatic circumstances, according to Psimmenos (2018). Businesses are no longer limited to a specific town or region. Products and services of a corporation expand across countries employing mass media, the Internet, speedier transit, etc.
Impact of OB Issues on Human Resource Practices Using Taylor and Mayo’s Theories
Taylor’s Scientific Management Theory
It was the first management theory to assist form the basis of an organisation’s conduct. Taylor focused much on productivity and worked hard to achieve every job, large and small, most efficiently. The theory of Taylor has affected the productivity of every firm and it has also altered its employees and managers’ professional and personal dynamics (Khorasani & Almasifard, 2017). Instead of creating a separate barrier between management and staff, most organisations now provide their staff with possibilities for growth and promotion. This approach has a significant impact on how corporations run and have managed to produce a more equitable wage system, efficient workforce and better education.
Mayo’s Human Relations Theory
The classical management approach was later challenged by the emergence of the movement for managing human interactions that helped to establish organisational behaviour on the ground. As the name suggests, the theory of human relations by Elton Mayo is focused on human interactions and relations. As per Nicotera (2019), the Hawthorne Studies were a brilliant illustration of how human relationships and interactions affect employees. Eventually, a link was found between productivity and its responsible management.
Influence of OB on Human Resource Practices Using Theories
The Taylor concept is particularly the case in a labour-intensive industry for the companies to remain competitive, retaining costs as low as feasible. For instance, Amazon pays some warehouse personnel according to the production they are using a partial rate system. Schein (2017) states that Amazon even uses a wist-based tracking system for monitoring personnel. McDonald's can be taken as another example. Each McDonalds throughout the world looks the same, and every outlet in the world has identical instructions for creating a burger (Nawaz, 2011). It is an example of Taylorism in use today, by splitting jobs into pieces and then outlining how this job is most productive.
Managers and supervisors have influence employee motivation according to human relationship theory, as well as on individual and collective effects. On the other hand, as per Urinov (2020), when managers disagree with business policies or are associated too closely with employees, production and subversive performance are found to be limited. The organisation must therefore ensure that its management and supervisors execute their leadership roles and obligations and operate in the best interests of the organisation. Although the employment of remote technologies and groups continues to rise internationally, group production remains at the standard. Therefore, firms still need to promote positive group dynamics to develop teamwork and positive behaviours and attitudes of employees (Urinov, 2020). Diversity in the organisation needs to be developed in this respect. The main reason why employees are heterogeneous is that the abilities and potential are plugged into, innovations are used, and divorce workers are affected.
Considering organisations still consist of individuals, it is crucial to comprehend how individual characteristics influence motivation. Additionally, to the psychology of motivation, employees can still be helped to improve employee productivity through internal and external advantages, such as parental leave, on-site wellbeing and medical services, fitness facilities, professional and personal growth and more in Google (Eisenberger, Malone & Presson, 2016). Besides, there is a substantial argument as to whether globalisation, in particular for emerging countries, is in favour of rising labour intensification and diminishing job security and work-life balance in developing nations. Fonterra currently holds a distinct position on the international stage after the joining of three dairy farms in New Zealand a decade ago (Stringer et al, 2016). However, it was not easy for Fonterra to shift to a global enterprise. Executives have been replaced because the organisation has to change its approach. Companies must establish a globalised working environment to enable and promote greater attitudes towards the work of individuals and groups. The flexibility of work enabled by Cisco is a good illustration of the pleasant working circumstances of individuals and groups (Rivera, 2017). Here, staff can temporarily or permanently exchange 20% or 100% of their jobs and work throughout different business groups in the corporation.
Conclusion
Societal changes influence the way organisations conduct operations. Such organisational behaviour, at its core, evaluates and effect of social and environmental variables influencing employees or teams at work. The essay has identified globalisation, employee empowerment and workplace diversity to be three of the contemporary OB issues. It has also discussed theories by Taylor and Mayo to understand the impact of the issues with the context of business examples.
References
Eisenberger, R., Malone, G. P., & Presson, W. D. (2016). Optimizing perceived organizational support to enhance employee engagement. Society for Human Resource Management and Society for Industrial and Organizational Psychology, 2(2016), 3-22.
Khorasani, S. T., & Almasifard, M. (2017). Evolution of management theory within 20 century: A systemic overview of paradigm shifts in management. International Review of Management and Marketing, 7(3).
Nawaz, A. S. (2011). Employee motivation: A study on some selected McDonalds in the UK. African Journal of Business Management, 5(14), 5541-5550.
Nicotera, A. M. (2019). Human relations theory. In Origins and Traditions of Organizational Communication (pp. 106-127). Routledge.
Psimmenos, I. (2018). Globalisation and employee participation. Routledge.
Rivera Marín, V. (2017). Cisco systems: a case study of the human resources management model.
Schein, A. (2017, September). Taylorism and Amazon: Scientific management at the world’s most successful retail company. In 10th Annual Conference of the EuroMed Academy of Business (pp. 1554-1564).
Stringer, C., Tamásy, C., Le Heron, R., & Gray, S. (2016). Growing a global resource-based company from New Zealand: The case of dairy giant Fonterra. In Agri-food commodity chains and globalising networks (pp. 203-214). Routledge.
Urinov, B. N. (2020). Theoretical aspects of organizational behavior and corporate culture. Economics and Innovative Technologies, 2020(2), 15.
Wilkinson, A., & Dundon, T. (Eds.). (2021). Contemporary human resource management: text and cases. SAGE.
Wood, J., Zeffane, R., Fromholtz, M., Wiesner, R., Morrison, R. R., Factor, A., & McKeown, T. (2019). Organisational behaviour: Core concepts and applications. John Wiley & Sons Australia, Ltd..
