Connections breaks Maslow’s theory

Abraham Harold Maslow (April 1, 1908 – June 8, 1970) was an American psychologist who was best known for creating Maslow's hierarchy of needs, a motivational theory in psychology comprising a five tier models of human needs. Maslow wrote many books in psychology like ‘Hierarchy of needs: a theory of human motivation’, ‘Motivation and Personality’, ‘Toward a psychology of being’, etc.

A.H.Maslow; Adopted by thefamouspeople.com

According to Maslow there are five major need categories that apply to people in general, starting from the basic fundamental needs and leading through a hierarchy of safety, social and esteem needs to the need for self-fulfillment, the highest need of all. When a lower need is satisfied the next highest becomes dominant and the individual’s attention is turned to satisfying this higher need. The need for self-fulfillment, however, can never be satisfied. ‘Man is a wanting animal’; only an unsatisfied need can motivate behavior and the dominant need is the prime motivator of behavior. Psychological development takes place as people move up the hierarchy of needs, but this is not necessarily a straightforward progression. The lower needs still exist, even if temporarily dormant as motivators, and individuals constantly return to previously satisfied needs. (Armstrong, 2009)

Connections breaks Maslow’s theory

None of these needs starting with basic survival on up are possible without social connection and collaboration. Without collaboration, there is no survival. It was not possible, build a secure structure, or car for children while hunting without a team effort.  It’s more true now than then. Our reliance on each other grows as societies became more complex, interconnected, and specialized. Connection is a prerequisite for survival, physically and emotionally. What social media has done is make it infinitely easier for the social connection to take place.

“Needs are not hierarchical. Life is messier than that. Needs are, like most other things in nature, an interactive, dynamic system, but they are anchored in our ability to make social connections. Maslow's model needs rewiring so it matches our brains. The system of human needs from bottom to top, shelter, safety, sex, leadership, community, competence and trust, are dependent on our ability to connect with others.” (Denning, 2012)

Adopted by; www.forbs.com

Bibliography

1,Armstrong, M., (2009). Armstrong's handbook of human resource management practice. 11th ed. London and Philadelphia: Kogan page.

2,Denning, S., (2012). What Maslow Missed. [Online]
Available at: https://www.forbes.com/sites/stevedenning/2012/03/29/what-maslow-missed/#3217cef1661b
[Accessed: 06 Dec 2017 at 9.41pm].

Linea Clothing Internal Talent Pool

According to the organizational strategies and future plans there is a requirement of a talent pool which identify and develop needed leadership talent to execute business strategies. When the future of the organization becomes more predictable, internal development and a broader talent pool is to be essential to address future needs of the organization.

Key levels and positions of each critical areas of the Linea Clothing has to be considered to formulate and execute a backup with necessary talents in place.

Author drawn

Developing Internal Talent Pool

Talent pool required relevant competencies. Numbers of talents in this pool should align with department capability on business strategy and succession planning.  To achieve a match on talent and capability between existing and proposed leadership, talent development can be implemented in two different ways. (Deters, 2017)

·         “On demand” approach – identifying specific backup candidates for given key positions and every key position should have at least one backup candidate.

·         “In stock” approach – several internal candidates with potential to fill key positions will have been developed. Having talents “in stock” allows a quick and flexible response to the rapidly changing needs of the business.

Continuing an Internal Talent Pool

Talent management is essential to continue a talent pool. Management of talents enables business to meet business talent demands which are vital for the business strategies, talent management focuses on business prospects and aims to bring out the potentiality of each individual employee and recognizes the importance of maintaining individuals with requisite talents. (Kurgat, 2016). Below diagram shows that activities which has to be practiced to maintain an excellent talent pool. (Silzer & Dowell, 2009)

Author drawn

Bibliography

1.Deters, J., (2017). Global Leadership Talent Management: Successful Selection of Global Leadership Talents as an Integrated Process. s.l.:Emerald Group Publishing.

2.Silzer, R. & Dowell, B. E., (2009). Strategy-Driven Talent Management: A Leadership Imperative. s.l.:John Wiley & Sons.

3. Kurgat, A.C.,(2016). ‘Talent Management and its Importance for Today’s Organizations’, International Journal of Advances in Management and Economics, Available at: www.managementjournal.info (Accessed: 22/11/2017 at 9.56pm).

Amalgamation between Employer and Employee – Employee Relations

Employee relations has replaced industrial relations as the term for defining the relationship between employers and employees. Today, employee relations (ER) is seen as focusing on both individual and collective relationships in the workplace, with an increasing emphasis on helping line managers establish trust-based relationships with employees. A positive climate of employee relations - with high levels of employee involvement, commitment and engagement - can improve business outcomes as well as contribute to employees' well-being. (CIPD, 2017 Apr 24)

Both employer and employee have expectations. Employer expects that the all employees should work to achieve organizational goals with the organization policy and procedures. Also employees expects organization will treat them fairly, consistently and also will look after them in such conditions that includes their employment agreement. In MAS Holdings the company believe that all employees should have same facilities and they are working with the term which is “Facilities beyond expectations” to treat employees as stakeholders. The Trust between employer and employee is a significant fact in employee relations as level of trust within and between groups can change relationship in the work place and it is easy to violate, damage or lose the trust but it is difficult to build trust as trust can both evolve and dissolve as relationship change. (Skinner & Searle, 2011) The trust enrich the psychological contract which defined as the relationship between employer and employee where there are unwritten mutual expectations for each side. (Wikipedia, 2017) Further work engagement, job involvement and organization commitment has core relationship when building a strong ER.

 

A quality ER results in employees by mitigating employee’s dissatisfaction such as absenteeism, employee turnover, working to rule etc. improves employee loyalty within the organization. Also the organization getting benefits such as improving business outcome, cost effectiveness etc. (Leat, 2012)

Bibliography

1.CIPD, (2017). CIPD. [Online]
Available at: https://www.cipd.co.uk/knowledge/fundamentals/relations/employees/factsheet
[Accessed 14 November 2017].

2.Leat, M. (2012). Exploring Emlpoyee Relations. Oxford: Butterworth-Heinemann.

3.Skinner, D. & Searle, R. (2011). Trust and Human Resource Management. Chelthenham: Edward Elgar Publishing.

4.Wikipedia, (2017). Wikipedia. [Online]
Available at: https://en.wikipedia.org/wiki/Psychological_contract
[Accessed 14 Nov 2017].

Emerging Trends in HRM - Green HRM

Green HRM is the use of HR policies to promote the sustainable use of resources within business organizations and promotes the cause of environmental sustainability. Green HRM reduces carbon footprint, power utility and preserves the knowledge of sustainability. (Jackson, et al., 2012)

Green HRM Initiatives

The practices of HR can be done in green aspect as many of global organizations are practicing in several ways.

Green recruitment can be defined as the process of hiring individuals with knowledge, skills, approaches, and behaviors with environmental friendly attitudes. The Rover Group car manufacturer, in UK, includes environmental responsibilities and qualifications part of every job profile. (Ahmad, 2015)

Green Training and Development educates employee to reduce waste and improve the productivity by eliminating waste (Lean manufacturing) and to reduce power utility. Some organizations using online training methods to mitigate use of papers and other resources. In Germany, all employees at Siemens receive some environmental training, with a focus on those involved with the treatment of hazardous waste and dangerous substances. (Renvick, 2008)

Green employee relations involve employee participation and empowerment activities with green initiatives to increases employees’ goals, capabilities, motivations, and perceptions with green management practices and systems which is relates to the environment sustainability. Nestle in Finland, encourages employees to produce possible solutions to environmental problems. (Ahmad, 2015)

Impacts of Green HRM                                            

Ø Gives global recognition, perception and Reputation to the organizations (ISO 14001 – regarding environmental sustainability)

Ø  Cost saving

Ø  Better utilization of energy

Ø  Better utilization of resources

Conclusion

Currently, the recent increased trend of global focus on Environmental Friendly or Green organizations, the modern HR managers have been assigned with additional responsibility of incorporating the Green HRM trends in corporate mission statement along with HR policies. Green HRM efforts are results in increased efficiencies, cost reduction, employee retention, and improved productivity, besides other tangible benefits.

Bibliography / References

1.       Ahmad, S., (2015). Green Human Resource Management Policies and practices. Cogent Business & Management. Available at: https://pdfs.semanticscholar.org
[Accessed: 07 Nov 2017].

2.       Jackson, S. E., Ones, D. S. & Dilchert, S., (2012). Managing Humen Resource for Enviorenmental Sustainability. s.l.:John Wiley & Sons,.

3.       Renvick, D., (2008). Green HRM. [Online] Available at: https://pdfs.semanticscholar.org
[Accessed: 07 Nov 2017].