A master module assignment for organisational behaviour and human resource management. It shall follow the academic research principles with the correct citations. All details are in the attached file.
Word count 3000 words (+20%/-10%) excluding appendices and bibliography/references.
Over the past decade, trends have emerged in the field of Organizational Behavior and Human Resource Management. There have been broad steps made in demonstrating a link between HRM, OB, and organizational performance. Researchers such as Nagaraj and Kamalanabhan (2005, 73-97) have published empirical studies that have shown a linkage between the practices of the HR manager and the organizational performance. A human resource manager has the primary responsibility to ensure that the human capital available in an organization are utilized and managed effectively and efficiently as possible (Shipton et al., 2016, p.54). The manager is mandated with the selection and recruitment of human capital to ensure the organization develops and also help in the creation of a conducive working environment. The members of the team are motivated by a healthy environment around them and ensures that the skills and abilities that are present in them are utilized to achieve the missions of the organization (Denhardt, Denhardt, & Aristigueta, 2016, p.172). The human resource manager is also mandated with ensuring there is a balance between the needs of the organization and those of the workforce. The success and effectiveness of operations in an organization are dependent on the human resource manager and how efficient he or she uses the resources available especially the human capital.
Robbins, Judge, and Campbell (2017, p.11) define organizations as complex systems that are made up of several interconnected parts to achieve a particular goal. Truss, Mankin, & Kelliher (2012, p.57) state that an alteration of any part of the complex structure has an impact on the other areas of the system. The impacts can either be desirable or undesirable, and these can influence the behavior of the workforce. Pynes (2013, p.29) writes that an organization represents a continuous interaction between processes and structure whereby the structures can bind the system together. The structures are the rules, definitions, and shapes of the organization. On the other hand, processes are the sequence of activities within the system such as communication, leadership, and decision making. In a study conducted by Nagaraj and Kamalanabhan (2005, p.84-92), the behavior of an individual in an organization was found to directly be related to the decisions that are made by the management in the system.
Hyde, Holden, and Stup (2008, p.4) write that an employer must ensure there is the utilization of personnel to meet organizational needs, there is the motivation of the workforce to respond to their needs and organizational needs in harmony, as well as maintenance of human relationships. Tabouli, Habtoor, and Nashief (2016,) observed a positive correlation between the development of the human resource and organizational behavior. In an organization, several people have to come and work together to reach specific set goals. Therefore, the people involved have to come up with a form of organization where tasks are divided, and they work in coordination. Belcourt et al. (2017, p.30) write that one must attempt to understand the behavior of individuals involved to understand more about organizations. Shipton et al. (2016, p.79-83) add that there exist other forms of behavior such as policy behavior, system behavior, element behavior, and structural behavior that must also be considered. Therefore, to have an organization with effective and efficient operations, Hewitt (2009, p.22) observes that it is important for staff in the human resource department to understand the nature of people that are working in the organization and be able to interpret their behavior. Robbins, Judge, and Campbell (2017, p.48) state that organizational behavior is shaped by the principles of human behavior.
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