Human resource management - Opacity of Communication

Please see attached file

Running head: HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT
Name of the student
Name of the university
Author note

1HUMAN RESOURCE MANAGEMENT
The development of the managerial operations is specifically reliant on the effective functioning of
the systems in accordance with the common goals of the venture. It has been observed that the HR of an
organization might encounter significant challenges in the workforce in the context of opacity and problems
related to misinterpretation of intentions (Rajbhar, Khan and Puskar 2017). The purpose of the discussion
will be to identify the concerns that might be faced by an organization due to opacity of communication or
the failure of management to keep up to their promises. The research also suggested a list of recommended
activity for the HR managers with the purpose of increasing the value of best practices.
The HR of an organization encounter a significant dilemma situation relating to the side that they
might take with the purpose of retaining the trust of the employees and bridging the workforce intents with
the organizational motif (Hejase et al. 2016). For an example, the concerned organization, Woolworths
promised the organizational employees of a good remuneration and safety of their activities along with job
security. However, the organizational management failed to keep up to their promise to the employees which
specifically affected the potentiality of the organizational HR managers in retaining the trust and loyalty of
the employees. It has been observed that the absence of transparency of communication between the
employees and the organizational management affects the capability of a business in improving inclusiveness
in the organizational model (Stone, Neely and Lengnick-Hall 2018).
The absence of transparent communication between the management and the workforce or the
management and the HR managers has resulted to the inefficiency of the business in retaining the
commitment of the employees towards the integrated operations while achieving the common goals of the
venture. According to Mendy (2018), the management does not take the initiative of disclosing the
decisions to the workforce or even the HR managers whi8ch has affected the capability of the businesses in
maintaining the transparency of interactions. On the other hand, the business centric interests guides the
organizations in moving towards a profit centric approach rather than a employee centric consideration which
again affected the capability of the organizations in maintaining the efficiency of the business operations
while empowering inclusiveness.

2HUMAN RESOURCE MANAGEMENT
Therefore, the HR personnel might take the initiative of devising strategies for improving the
communication between the management and the employees with the purpose of minimizing the chances of
misinterpretations and developing policies based on the promised statements made by the management. The
transparency of the communication and the policies would allow the HR personnel in minimizing conflicts
between the management and the employees. The transparency of communication and negotiations would
specifically allow the HR personnel in minimizing the concerns in the organ9zation based on the breaking
promises or the absence of transparency leading to misinterpretation. Moreover, the HR personnel might take
the initiative of incentivizing the workforce with the purpose of encouraging their active engagement in the
different organizational operations. It would allow the business in maintaining the efficiency of the
operations as per the common goals of the venture. Therefore, the specific practices by the HR personnel of
an organization would significantly contribute to the efficient functioning of the businesses while bridging
the gap between the organizational management and the employees or the workforce.

3HUMAN RESOURCE MANAGEMENT
References
Hejase, H.J., Hejase, A.J., Mikdashi, G. and Bazeih, Z.F., 2016. Talent Management Challenges: An
Exploratory Assessment from Lebanon. International Journal of Business Management & Economic
Research, 7(1).
Mendy, J., 2018. Key HRM challenges and benefits: The contributions of the HR scaffolding. In Teaching
human resources and organizational behavior at the college level (pp. 1-24). IGI Global.
Rajbhar, A.K., Khan, T. and Puskar, S., 2017. A study on HR analytics transforming human resource
management. J Invest Manag, 6(4), pp.2328-7721.
Stone, C.B., Neely, A.R. and Lengnick-Hall, M.L., 2018. Human resource management in the digital age:
Big data, HR analytics and artificial intelligence. In Management and technological challenges in the digital
age (pp. 13-42). CRC Press.