A unitarist perspective on the employment relationship
Unitarist perspective on the employment relationship refers to all group members sharing similar interests and forming a homogenous monolith. Third parties and mediators are perceived as irrelevant since it is assumed that employers and employees maintain a mutual and balanced connection. Unitarism assumes that management and employees are united by their shared loyalty to the organization they work in, which by definition leads to them having the same, or at least shared goals (Storey et al., 2019). Consecutively, several management scholars have argued that collective representation in the workplace is not needed with this approach in mind. It was specified that said approach is only claimed to be feasible if applied by a trustworthy manager.
Unitarism implies that a workplace should be united and act as a harmonious entity without internal divisions in objectives and goals to simplify and generalize. In unitarism, the management’s primary role is to facilitate and direct the course of internal communication, as well as demonstrate compliance to the firm’s values by personal example. In a unitarisized organization, the employees are expected to be loyal to both management and the organization itself. Interestingly enough, trade unions operate on a similar principle of inherent loyalty, this time presumed between different employees, which is why they are usually not welcomed by employers.
Companies that adopt the unitarist approach depend their corporate culture on the strong sense of camaraderie between the management and their subordinates. It is implied that lack of internal conflict of interest improves the overall productivity by allowing everyone to focus on their shared goal. However, the criticisms of the model’s realism stem from the same source, with the critics commenting on how it denies any conflicts’ developmental potential and legitimacy. In addition, the firms that practice this approach may experience poor communications and numerous misunderstandings throughout their chain of command. Ultimately, unitarism limits the company’s potential and organic processes for somewhat artificially bettering its relationships.
On a fundamental level, unitarism is related to the well-established organizational environment, as it is only possible in companies with a strong sense of shared values. In modern contexts, organizational culture itself is often manifested as a display of values. As a result, it is technically possible to alter it without attempting the value shift, but ‘managing culture’ is often taken to include ‘managing values’ (Storey et al., 2019). As a result, modern HR practices aim to win over the minds and hearts of the employees, thus attempting to secure their loyalty. To simplify, if a firm were to attempt to implement unitarism, it would require the HR managers to convince the employees that their loyalty to the organization does come before personal interests.
Unitarism can apply to the organizational culture of multiple companies, and sometimes to a significant degree, but it is not universally applicable. Managers and employees frequently experience conflicts of interest because they act as two different business stakeholders. Despite their aims and interests being related to an organization in question within the work context, the groups’ ideas of what would benefit the organization the most remain different. Moreover, even within the groups themselves, managers and employees are not homogenous, with their aims and priorities varying for both personal and social reasons. Such situations lead to the need to use integrative strategies that increase the involvement of both parties in the work process. However, the application of such strategies takes place only with the appropriate capabilities of the company and the absence of other problems requiring immediate resolution. However, these problems may be the result of disunity and lack of agreement between management and employees. Therefore this issue has a high priority in the prospects for the internal activities of the organization.
Do existing HR competency models accurately reflect the competencies needed of HR strategist in the post-COVID business environment?
Competencies are arguably one of the most significant strategic contributions of the HR function as a whole. The term function here reflects the institutionalized and contextualized manifestations that the principles of HR take on the workplace. Hence, the discussions around the capabilities and competencies of the HR specialists (including both policy and practice areas) influence the organizational process of the HR function. They determine whether it is centralized or decentralized, fragmented into separate autonomous initiatives, or integrated into a more extensive, outsourced, or in-house process. Competences stem from the dynamic relationships between HR ideas and applications, concepts, and practical functions. They get designed when dominant and widespread ideas on the professionally valuable qualities for the HR specialists become categorized and critically analyzed for further application (Storey et al., 2019). The model outlined and discussed in this assignment illustrates the critical values and experiences one might need to apply for a position.
Defining and classifying the HR competencies that continue to generate positive outcomes and contribute to the firm’s success within the post-COVID context is the primary goal. For the assignment, this question focuses on the three competencies identified as the most value-generating by the relevant reading. These competencies were chosen due to the several variables: the extent to which they determine the efficiency of an HR specialist, impact on key stakeholders, and firm performance. Considering the nature of the question, these variables are accompanied by the competencies’ ability to remain relevant even in crisis and significant change. Effective communication skills, planning a company’s strategy considering available human resources, applying various practices and analysts for a more detailed search for employees, and analyzing their activities are just a tiny part of the competencies that remain relevant to this day (Storey et al., 2019). The current situation has adjusted some of the HR department’s competencies and the critical employee functions that companies now require. The shift to a remote mode of work, including possible benefits and insurance in case of infection in the working conditions, complicated the workflow of HR managers (Bourgeault et al., 2020).
It should be noted that employees have not yet adapted to the new working conditions, as the job market has become more dynamic than ever. The company needs much work to analyze the current situation, since the forced transition to remote mode may change after the restrictions are relaxed, but how relevant the subsequent redistribution of human resources will be at that time and how prices in the labor market will change is a topical issue (Carnevale & Hatak, 2020). The models outlined below hold the test of the evolution of the business world that happened due to COVID-19.
Within the competence model in question, the following three competencies were an example of the essential ones. A strategic positioner measured the person’s ability to position a company in a beneficial form on the market in general. Similar skills have been referred to in the past as business literacy or knowledge. In the contemporary world, it also involves knowing the business’ strategy and profit channels, shaping and controlling the expectations of critical stakeholders in the business niche. Furthermore, it requires a person to quickly adapt to survive to the changing business world, which is perhaps the most necessary trait in the post-COVID world of commerce.
Credible activist refers to the ability to build relationships of trust by having a proactive point of view. HR professionals are expected to ask as mediators and the trustworthy people in the room, who consider the interests of every other party. The nature of this model element highlights the importance of both honest integrity and proactive position in the conversations. Finally, the paradox navigator competency refers to the ability to manage tensions inherent in business running. These competencies are no less relevant in the post-COVID world since they concern the essential skills necessary for working with people in general.
How best can HR strategists make use of innovation, particularly technological innovation, to improve both their organisational performance and professional credibility?
Technology had aided HR professionals considerably across all industry allowing them to gather and process information at a much quicker pace. It significantly reduced the bureaucratic pressure on the department by optimizing the recruitment process via the talent and career databases. At this stage, technology, and digital technology, in particular, is one of the fundamental parts of human resources operations. Companies must adopt the latest innovations, as otherwise, they would risk seriously fall behind in the efficiency of their HR management.
HR was transformed by technology since innovations altered the way firms process their internal organization. It facilitated the outsourcing process and enabled the HR departments to automatize a large number of repetitive tasks associated with recruiting. As a result, it skyrocketed the firm’s general efficiency by providing it with tools to achieve improved results with lesser costs and time waste (Wolfe et al., 2006). The implementation of technology in HR practices has provided businesses with organizational and competitive advantages. It increased the intensity and transparency of the recruitment process, too, since, with the online recruitment platforms, the head-hunters might quickly know which other firms are interested in the same candidates.
The automated recruitment process has various advantages for the organization, but the biggest is, perhaps, in its time efficiency and additional sorting tools. The HR specialist no longer has to address every resume they receive, choosing to utilize the filter options instead. The interview process has also been affected by technology, with more and more interviews and test tasks being conducted online. The trend was further solidified by the COVID-19 pandemic and the rise of platforms such as Zoom and Google Hangouts, particularly with work-oriented aims behind them. It is also essential to specify the adding of cyber components into the modern business world, and cybersecurity has never been more relevant. When equipping itself with IT, the company should also consider running costs and other required resources.
Employee training and bonding have also been severely affected and shaped by the latest technological advancements. Online learning provides new possibilities for the material covered and its accessibility. With technology, the HR department can provide new employees with training that was initially presented by a specialist on the other side of the world and then recorded—furthermore, its significantly lower costs for an organization than organizing an internal training or team building session. Consecutively, although investment in IT technology can be a costly project for the firm in the short term, it is worth the money in the long run, saving more than it costs.
Digital technologies have transformed the world of human resources in quite the same way as the business landscape in general. They are unavoidable, and by ignoring this fact, the firm would put itself at a disadvantage compared to the competition. The possibilities provided by digital tools are almost endless but primarily focus on optimization, improved efficiency, and saving of time and money (Wolfe et al., 2006). It is thus no surprise that at least basic digital literacy is now required of anyone who would want to have a career in human resources.
It is reasonable to assume that digital technology and its applications in HR will continue to evolve further. The introduction of augmented reality and VR experiences can enrich the training and onboarding process in organizations. The industry professionals might commission or design apps better suited for their specific needs based on the existing tools. In general, technology in HR is a key to greater efficiency, faster processing times, and improved customization. It allows the firm to assert and maintain its course like never before, frequently realizing the need for change or value revision as the management attempts to go along with its initial plan. Finally, it equips the professionals with the unheard creative freedom and consistently improving networking capabilities.
References
Agudelo, M. A. L., Jóhannsdóttir, L., & Davídsdóttir, B. (2019). A literature review of the history and evolution of corporate social responsibility. International Journal of Corporate Social Responsibility, 4(1), 1-23.
Back, K., Lee, C., & Abbott, J. (2010). Internal Relationship Marketing: Korean Casino Employees’ Job Satisfaction and Organizational Commitment. Cornell Hospitality Quarterly, 52(2), 111-124.
Batt, R. (2000). Strategic segmentation in front-line services: matching customers, employees and human resource systems. International Journal of Human Resource Management, 11(3), 540-561.
Bourgeault, I. L., Maier, C. B., Dieleman, M., Ball, J., MacKenzie, A., Nancarrow, S. & Sidat, M. (2020). The COVID-19 pandemic presents an opportunity to develop more sustainable health workforces. Human Resources for Health, 18(1), 1-8.
Carnevale, J. B., & Hatak, I. (2020). Employee adjustment and well-being in the era of COVID-19: Implications for human resource management. Journal of Business Research, 116, 183-187.
Lee, X., Yang, B., & Li, W. (2017). The influence factors of job satisfaction and its relationship with turnover intention: Taking early-career employees as an example. Anales de Psicología/Annals of Psychology, 33(3), 697-707.
Pan, X., Zhang, J., Song, M., & Ai, B. (2018). Innovation resources integration pattern in high-tech entrepreneurial enterprises. International Entrepreneurship and Management Journal, 14(1), 51-66.
Storey, J., Wright, P. M., & Ulrich, D. (2019). Strategic human resource management: A research overview. Routledge.
Toerien, R. (2017). HR and Finance converge. HR Future, 2017(12), 24-25.
Wolfe, R., Wright, P. M., & Smart, D. L. (2006). Radical HRM innovation and competitive advantage: The Moneyball story. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 45(1), 111-145.