Human Capital Concepts Worksheet

changes.“Convincing people to change something that has historically worked for them requires special skill. Current organization members need to understand that existing HRM practices that were useful in the past may no longer fit the new realities of the organization” (Dreher & Dougherty, 2001, p.40).Behavioral Impact of HRM Practices The transitions at Interclean were going to happen despite of the approach or beliefs of employees. The company failed to recognize how certain groups of employees would respond. The prospects of some discontented workers were revealing but administration preferred to just keep everything quiet. To assist management in overcoming resistance the company should have offered extensive communications on events and offered those effected to be involved in the redesigning efforts (Dreher & Dougherty, 2001).“Creating a vision of the future requires showing individuals and groups how they will fit into that future. This might focus on specifying how proposed changes to HRM practices will lead to desirable organizational outcomes” (Dreher & Dougherty, 2001, p. 41).Training and DevelopmentThe merging of InterClean and EnviroTech brought about new challenges for the sales departments. The two forces with two different organizational backgrounds would combine into one and change long established sales practices and techniques concurrently. InterClean has challenge to make these changes quickly without any clear direction on how to provide successfully the required training. The training that will be provided does not differentiate on the use of technical and functional skills or develop general skills to adapt to any situation (Dreher & Dougherty, 2001). The development of high-quality training in organizations is based assessing training needs, designing and training solutions, and evaluating the results (Dreher & Dougherty, 2001).Direct Business StrategyThe preference for InterClean to globalize and combine is expected to start promptly. The company’s plan may ultimately demonstrate to be valuable but management has ignored to consider the human resources implicated and how they are affected. The HRM task received the responsibility of incorporating the sales teams of both companies but failed to consider the changes needed in HRM policies. According to Dreher (2001, p. 6),” The connection between HR and business strategy can only be made by a rigorous analysis of internal and external factors.”  “The critical step required to link business strategy with HR system design is the careful review of role requirements” (Dreher & Dougherty, 2001).  HR Philosophy or StandardsThe happenings at InterClean that involve the merger with EnviroTech entail an incorporation of employees from both companies. The arriving employees did not adjust the HR philosophy and standards working at InterClean. Because of the HRM inability to communicate the information to the personnel causing the workers to speculate. This led to disagreement and some employees give up. There was no clear regulation on the training and the growth prospect with the new combined organization. These orientations determine the company's overall HR approach to managing the tension between integration or the pressure for internal consistency and differentiation or the pressure for external consistency (Maddy, 2001). The HR function at InterClean is going through this process but has not addressed any solutions.“Provide appropriate development opportunities that allow all employees to fully utilize their capacity for growth” (Dreher & Dougherty, 2001). References Dreher, D., & Dougherty, T. W. (2001). Human Resource Strategy. New York: The McGraw- Hill Companies. Dreher, G. (2001). Aligning HR with business goals; [Surveys Edition]. Financial Times, London (UK), p. 6. Retrieved May 28, 2008, from ProQuest database. Janssens, M. (2001). Developing culturally synergetic approach to International Human         Resources. Journal of world Business, United States. Retrieved May 28, 2008, from RDS database.