Strayer University ASSESSMENT 4: COMMUNICATION AND HRM ISSUES By Barbara Hughes Submitted to: Justin U. Harris, PhD A Assessment in Partial Fulfillment of the Requirement for BUS 520- Leadership and Organizational Behavior Anne Arundel Campus March , 2009 Chapter 1 INTRODUCTION Communication and human resource management as it pertains to organizational behavior and leadership can coincide with one another in varying circumstances. Communication consist of many variable avenues all in that can lead to a human resource management problems if the communication is not appropriately done.
Since communication can be vary in different styles that consist of written and verbal, formal and non formal it’s important to understand how all types of communication play a vital role in an organization. The communication must be clear and well defined for the individual to totally understand it and the true meaning of it. Human resource management can be defined as the organizational function that deals with issues related to people such as compensation, hiring, performance, organization development, safety, wellness, benefits, motivation and communication.
Human resource management plays a vital role in the employee’s success, job satisfaction, motivation and overall assist in the employee identifying a key area for them to have continued success in the organization. In this assessment, it is the intent that the reader will have a clear understanding of the varying communication styles that are used in organizations today. In addition the reader will have an understanding and knowledge of human resource management and how communication and HRM are overall needed in an organization success. Chapter 2 COMMUNCIATION AND HRM ISSUES
Communication in today’s organizations has not only become far more complex and varied but more important to overall organizational functioning and success (Baker, 2002). It has become more apparent due to the need for every facet of education and workforce consisting of organizational communication on expert, intermediate or beginner level. Communication can be defined as “the transfer of meanings between persons and groups”. The purpose of communication may range from completing a task or mission to creating and maintaining satisfying human relationships.
The word transfer means more than the simple process of “packaging” an idea as conceived by a sender and transporting it to the mind of a receiver, where it is “unpackaged”. It implies the creation of meaning in the mind of a sender followed by a re-creation of the same meaning in the mind of a receiver. If something occurs along the way to change the sender’s original meaning, the communication has failed in its intent. In the communication process the source is the person who originates the message (Richmond, Mcroskey, & Mcroskey, 2005).
The source must determine the specific meaning of what is being communicated, translate the message meaning and convey the message. The message is any verbal or nonverbal stimulus that elicits meaning in the receiver (Richmond, Mcroskey, & Mcroskey, 2005). The channel is a means by which a message is carried from one person to another (Richmond, Mcroskey, & Mcroskey, 2005). The person is the most important thing in the channel aspect because it’s very often the person is communicate the message in addition to people in the channel process make up the informal communication in organizations.
The receiver is the person who acquires the source’s message (Richmond, Mcroskey, & Mcroskey, 2005). The receiver has three basic functions receive the sources message, translate the message and respond to the message, which are all very similar to the source functions. There are two basic forms of networks in organizational communication which are formal and informal. Formal communication network is the most structured type of communication. It follows a standardize process and procedure when executing the information. Informal communication network is more the unofficial, not standardize way of communication.
Most often times the informal communication network can cause havoc among employees as a result of gossip. Most companies should strive towards using formal communication. This often times follows a chain of command, which has proven success in my own company. Communication is also done proactively in order to prevent an incident from occurring that will result in the problem management research that will be done. In addition to communicating daily operational task it is important to provide the employees the knowledge and tools they need to be successful.
Building a knowledge base is an important thing to have for the success of the organization and this is where written communication skills are a must. It should always be a focal point to have written, oral, formal and informal communication when working in a fast past environment. In addition leaders should be able to juggle the different forms of organizational communication with ease while applying the theories that support the strong need for organizational communication. Just as communication is important in the organization of the company so is human resource management.
HRM has two main focuses which are to ensure the employee’s experience and goals align with the overall mission of the organization and to ensure the employee’s are satisfied with the job they have, along with the compensation and benefit package. At times companies are faced with these two HRM goals being able to be met easily due to the keeping the integrity of the company protected while trying to ensure the employee is satisfied causes one to have human resource management issues. In human resources there is a fine line of the protection of the company while maintain the best interest of the employee.
Human resources must also deal with the hiring of the employee’s, the legalities that could develop when terminating employment for the employee. HRM encompasses a vast spectrum of responsibility for the company and the employee’s of the company. In this economic downturn HRM issues are on the rise due to companies doing reduction in force (RIF) and employee’s performance being highly recognized and scoped to the upmost of the expected business results a company may have for their organization. In addition to the above HRM issues that companies face it’s important to also recognize the ever changing workforce.
Human resource managers must be able to meet the demands of the diverse workforce which includes culture awareness, knowing various ethnic laws and familiar with different groups as well as working with older employee’s that stay in the workforce for longer periods of time. The sensitivity to these issues should always be handled with the upmost respect and dignity for the company and employee. Conclusion and Recommendations Communication and HRM are two of the key elements in the success of an organization and the leadership of the organization.
It’s important that companies utilize the correct communication style when conveying the message to the employee. If the communication isn’t correct it will overall cause problems to the company leading to HRM issues. In applying the communication and HRM issues to my current company its important as a leader to maintain the highest level of confidentiality, respect and employee concerns. When we have to terminate an employee’s it must go through our HR department to ensure that it is done correctly and no company legal infraction has occurred.
In addition, our HR department consistently gives the leaders of the company reminders of the employee handbook and provides on-going supervisor/manager training to make sure we are doing our job appropriately to minimize HRM issues. It would be highly recommended that companies do some type of refresher training with their leaders on a ongoing basis to not only be a reminder to them but to also allow the leaders to ask any questions and be made aware of any company or governmental law changes. REFERENCES Baker, K. (2002, June 8). Wren-network. net.
Retrieved january 2008, from Wren-network. net: http://www. wren-network. net/resources/benchmark/13-OrganizationalCommunication. pdf Alan Price and HRM Guide Network contributors. (n. d. ). HRM Guide. Retrieved February 1, 2009, from HRM . com: http://www. hrmguide. co. uk/hrm/chap4/ch4-links3. htm Houghton Mifflin Company. (2007). Organizational Behavior. Boston: Houghton Mifflin Company. Richomond, Mcroskey, & Mcroskey. (2005). Organizational Communication for Survival: Making Work, Work. Retrieved February 2008, from http://www. ilstu. edu/~llipper/com329/mccroskey_chapter. pdf