HRM assignment 3 Essay

Table of Contents

TOC o “1-3” h z u 1.Introduction PAGEREF _Toc18660373 h 11.1intention on avoiding plagiarism PAGEREF _Toc18660374 h 11.2learning Implementation PAGEREF _Toc18660375 h 11.3the length on using resources PAGEREF _Toc18660376 h 11.4reference to question 1.3 PAGEREF _Toc18660377 h 11.5valuable information to be used at my workplace PAGEREF _Toc18660378 h 1Question 2 PAGEREF _Toc18660379 h 12.1 Barriers to organisational change PAGEREF _Toc18660380 h 12.2 The fourth industrial Revolution PAGEREF _Toc18660381 h 12.3 Kurt Lewin’s change management PAGEREF _Toc18660382 h 12.4 Mind tools PAGEREF _Toc18660383 h 1


In this assignment we focus on how we should be able to write anything without committing plagiarism, to be able to create a written document and quote, cite, paraphrase and reference it.

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To be responsible for anything I write to stay away from copying information and fail to reference because it constitute to theft.

Question 1.1

reference your work every time you write a document

presentation style

Content of the document

Scan your work on TurnininQuote, the author, cite to support the information you wrote about

Question 1.2

I did not care so much about UNICEF and I underestimated the power of child labour, it’s so heart breaking to see a chid teaching himself to swim or fighting to survive in front of someone who gave birth to him, who does not even care if the child survives and does not even realise it’s an abuse.

In knowledge and learning

According to Leopold and Harris (2009) define knowledge as a mix of framed experience, values, contextual information and expert insight that provides a frame work for evaluating and incorporating new experiences and information

Change management (sometimes, abbreviated as CM) is a collective term for all approaches to prepare support, and help individuals, teams, and organisations in making organizational change. The most common change drivers include; technological evolution, process views, crisis, and consumer habit changes, pressure from new business entrants, acquisitions, mergers and organisation restructuring.

Question 1.3

I am awarding myself a mark of 3/5 good discussion of theory and application as I had been going back time and again to understand these resource and all I can say is I am really not sure I need a study seriously

Question 1.4

I am awarding myself a mark of 3/5 because source are acknowledged but the theory not sure about it, however good application

Question 1.5

According to Leopold and Harris (2009), there are four points to consider in describing what ethics is:

Acting ethically requires us to go beyond our self-interest alone in the decisions we make.

Ethical judgement should be “universalised” so that it can be applied to everyone in a similar situation.

Ethical perspectives must be able to be defended with reasons.

Ethical opinions are not only of academic or theoretical interest; rather they are essentially “action- guiding” and thus centrally concerned with behaviour.

I believe in ethical behaviour even though it’s putting your work place before your needs

It always strive with the truth or workplace rules, it goes a long way


Question 2.1

The government’s recent commitment to create an additional 2 million jobs over the next decade is simply not enough to resolve the youth unemployment crisis. Our numbers are worse than poor; 55% for those aged 15-24 are jobless. Our graduate unemployment rate of 31% is the worst in the world.

We can forgive the youth for being frustrated and angry.

We all know that our flat year-on-year GDP ‘growth’ for the first quarter of 2019 does not allow the economy to absorb the talented youth coming out of the education system, continuing to worsen the employment crisis. Also contributing to the problem is the fact that many workers are retiring later than they previously did, leaving less room for work opportunities across the employment chain.

The fourth industrial revolution further compounds this crisis. Entry level jobs, typically the steppingstone into work for young people, are more and more being automated away. This does not only apply to so-called blue-collar workers; the same phenomenon exists in the accounting and legal industries too.

On the flip side, technology has created the advent of gig opportunities; a way to work outside of traditional permanent employment. And while there are many concerns about legal rights, lack of career progression, stagnant pay and lack of benefits, we cannot ignore the opportunities created by gig work. It’s more predictable and reliable than casual labour, and many prefer the flexibility and sense of control it offers. Informal opportunities and self-employment will continue to be important ways in which young people sustain themselves while growing their skills, as large corporates continue to downsize.

Technology has also made it a lot easier for candidates and companies to connect given the advent of search, social media and online job boards. Leading companies are already using artificial intelligence to match skills and experience with jobs, in the process casting the net wider to find an appropriate candidate. This trend will accelerate as the algorithms have more data flowing through them. Of course, in South Africa we need to get more young people into this digital net which requires cheaper access to data.

Despite its pros and cons we cannot ignore that fact that technology comes with an array of new work opportunities – jobs that didn’t exist even five years ago, and that people are not yet trained for. At the Mindworx Academy we address this skills gap by providing recent graduates with scarce skills training for a host of these new digitally based jobs.

Employers also have an obligation to create opportunities for smart, young graduates and school leavers. On-the-job learning is critical to success. It’s disheartening and counter-productive to growth when organisations claim that they would love to employ first-time workers but are too busy to handhold them to success, so recruit experienced hires instead.

We are encouraged to see the opposite of this phenomena at some of our clients who see the benefit of bringing large numbers of inexperienced youth into their organisations and introducing interventions to get them productive in this evolving world of work.

We can’t expect educational institutions and youth employment programmes to always be able to prepare students for the jobs that we don’t yet know about. In the fast-evolving, tech-centric world in which we find ourselves, it’s imperative to ensure that all teams are constantly trained on the new skills they need to succeed. Just-in-time training, including the use of micro-courses as workplace skills requirements change, will result in a nimbler and more capable workforce which leaves huge opportunities to train young people on new skills for new jobs too.

Think about it seriously and act accordingly. By Martin PienaarQuestion 2.2

SHRM practices are also important to the improvement of the organizational learning. The focus of the HR policies and processes remain on the assessment of the roles and responsibilities, which are essential to be aligned for performing the duties optimally. It fosters the degree of transfer of knowledge among the diverse team members. Interpersonal processes also get positively related to the team performance through the engagement of teams in performing long term responsibilities to ensure success and growth. Team behaviours and positive learning aspects are stimulated within the organization by considering well defined framework of SHRM practices (Jackson et al., 2008). An integrated learning organization model can be sustained by the companies to stimulate positive development of the employees on the basis of better and faster learning. The role of learning is emphasized by the HR managers for developing the effectiveness of the or-ganization and constructive structuring of the HR policies. A learning organization requires knowledge workers to develop and reflect the trust based relations accompanied by high level of commitment. Teamwork and learning are important criteria for the development of legitimate learning organization (Schuler and Jackson, 2007). In order to sustain skilled and knowledge workers, it is essential for managers to intensely focus on the establishment of relations and management of the individual, as well as, collective performance. SHRM oriented policy framework is helpful in defining collective processes to recognize their performance and providing incentives for representing positive learning. It facilitates a wide range of opportunities for organizational learning and rewards are helpful in the extension of career advancement status. It is also helpful in encouraging the stimulation of leadership competencies among the employees working at different hierarchical levels (Bratton and Gold, 2001). Knowledge development is profitable for organizations in terms of the creation of strong base of social relations and sharing their perspective with others. Through this, feedback mechanism can also be effectively aligned to ensure self and independent evaluations. The framework of SHRM policies plays a vital role in fostering the know-ledge base of individuals and teams that emphasizes on the establishment of collaborative working practices. It stimulates the drive for harnessing the potential of information and communication technologies that that is important for the sustenance of learning communities and strengthening the identity of the organization. Knowledge workers are the key resources for the business organizations that are trained and developed through formal education and training, so that the drive for the application of theoretical and analytical knowledge can be stimulated efficiently. Highly motivated and satisfied employees are considered as fastest growing resources of the organization that uses teams to perform the allocated tasks in an optimal way. Another key aspect of knowledge workers that have an influence on the effectiveness of the organization and output of individuals and teams is organizational commitment and stability of the work based behaviour of the knowledge workers need to be analyzed to get ready for adapting change (Schuler, 2000). Learning based culture is essential to be sustained by the organizations to transform the behaviour of the employees and reflecting new insights for retaining key talent. Collaborative HR policies and culture are sustained through the development of SHRM framework and striving for positive change in the organizational turnover. Organizational learning oriented work culture is important for ensuring a high level of organizational commitment and transferring competent skills and knowledge to the employees. The key requirements to establish learning organization, which are collaboration, teamwork, knowledge process and creativity, are effec-tively fulfilled by the implementation of SHRM policies (Joo, 2010).

Structuring and allocation of work across self-management teams is the key towards improving the functional dimensions of the organization and developing supportive leadership for considering the significance of coaching and mentoring to sustain learning culture. The key purpose of extensive learning is to cover the wide range of individual needs, desires and identity for maximizing their potential as intelligent and innovative workers. Sometimes, dominating role of managers create problems related to the intention of the individuals to-wards the health and status of the organization. Individual learners have to reflect on the learning process and attaining feedback from one another, so that the difference between the role of managers and their perception level can be minimized. Now, another concept of developing knowledge wor-kers is based on the retention of emotionally intelligent (EI) workforce. In the current business scenario, EI has become an apparent concept for ensuring the success of the individuals, leaders and teams working within the organization. Employee diversity is an enriching criterion for the expansion of the capabilities of the organization with respect to the response given to the key customers and stakeholders. New and innovative solutions are offered to them for getting engaged in diverse intellects and cultural positions within the organization. Level of EI is helpful for managers and leaders in developing and sustaining social relations to work with higher level of organizational performance (Gardenswartz et al., 2010). EI covers interrelated skills based competencies that are essential to be acquired by the knowledge workers for becoming responsive and self-aware towards one another. SHRM based policies and practices are helpful for individuals and managers in increasing their respon-siveness towards interpersonal relations, co-workers interference in performance and reduce the probability of counterproductive conflicts among them. Emotional intelligence level of knowledge workers is important in relation to the resolution of the unproductive tensions and interpreting the interaction between the co-workers that diversifies the challenge to accomplish high performance levels with increased organizational potential (Hassan and Yaqub, 2010). SHRM practices provide assistance to the HR professionals in establishing the base for the efficient learning organization that supports and facilitates the development of knowledge workers. It is a long term pro-cess, which is vital for the accomplishment of competitive advantage and sustaining committed management attention to retain knowledge workers. For instance, by adapting the key requirements of a learning organization, Sony, Harley-Davidson, British Petroleum, Shell, Wal-Mart and GE have maximized their competitive position in the global market place

Bandar Khalaf AlhartheyQuestion 2.3

If you have a large cube of ice but realize that what you want is a cone of ice, what do you do? First you must melt the ice to make it amenable to change (unfreeze). Then you must mold the iced water into the shape you want (change). Finally, you must solidify the new shape (refreeze).

Lewin’s Change Model: Unfreeze, Change, RefreezeBy looking at change as a process with distinct stages, you can prepare yourself for what is coming and make a plan to manage the transition – looking before you leap, so to speak. All too often, people go into change blindly, causing much unnecessary turmoil and chaos.

To begin any successful change process, you must first start by understanding why the change must take place. As Lewin put it, “Motivation for change must be generated before change can occur. One must be helped to re-examine many cherished assumptions about oneself and one’s relations to others.” This is the unfreezing stage from which change begins.


This first stage of change involves preparing the organization to accept that change is necessary, which involves breaking down the existing status quo before you can build up a new way of operating.

Key to this is developing a compelling message showing why the existing way of doing things cannot continue. This is easiest to frame when you can point to declining sales figures, poor financial results, worrying customer satisfaction surveys, or suchlike. These show that things have to change in a way that everyone can understand.

To prepare the organization successfully, you need to start at its core – you need to challenge the beliefs, values, attitudes, and behaviors that currently define it. Using the analogy of a building, you must examine and be prepared to change the existing foundations as they might not support add-on storeys. Unless this is done, the whole building may risk collapse.

This first part of the change process is usually the most difficult and stressful. When you start cutting down the “way things are done,” you put everyone and everything off balance. You may evoke strong reactions in people, and that’s exactly what needs to be done.

By forcing the organization to re-examine its core, you effectively create a (controlled) crisis, which in turn can build a strong motivation to seek out a new equilibrium. Without this motivation, you won’t get the buy-in and participation necessary to effect any meaningful change.

Question 2.4

Before you are a leader, success is all about growing yourself

Powerful leaders direct people without laughing at their mistakes

Success leaders lead by example

Carry out educational and development needs

Transformational leaders only bring good change in the company

A leader is one who knows the way, goes the way and shows the way

The greatest leader is not necessary the one who does greatest things


This assignment needs to follow all the instruction from the lecture, read and view the YouTube as instructed and you will understand

Acknowledging all the videos on YouTube and the work books and all the authors

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