Almost Every Organization With More Than 200 Employees Has A

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Almost every organization with more than 200 employees has at least one significant conflicting HRM practice, which undermines the total performance of the organization at least marginally—examples abound. Discuss one or more conflicting practices you have experienced and recommend one or more alternative HRM practices that could appropriately minimize, or even eliminate, the conflict. Explain in detail. Present your views in 200 words or more in your discussion post. Use at least two scholarly sources to support your ideas. Respond to at least two of your classmates’ posts.

Paper For Above instruction

Conflicting human resource management (HRM) practices are a common challenge in large organizations, especially those with more than 200 employees. One prevalent conflict I have observed involves the tension between standardization and customization in employee development programs. On one hand, organizations often implement uniform training and development initiatives to ensure consistency, fairness, and compliance across the organization. On the other hand, employees at different levels, departments, or locations may require tailored development opportunities to maximize their potential and job satisfaction. This conflict can lead to feelings of neglect or unfairness, ultimately affecting organizational performance (Noe et al., 2020).

An example I experienced involved a corporate training program that was standardized across all departments. While successful in maintaining consistency, it failed to address the distinct needs of high-performing teams versus those requiring foundational skills. This mismatch resulted in decreased engagement and suboptimal skill development for certain groups. To mitigate this conflict, I recommend adopting a hybrid HRM approach that combines standardization with flexibility. Implementing modular training programs allows core competencies to be standardized but also provides options for tailored content suited to specific roles or skill levels (Schuler & Jackson, 2014).

Additionally, fostering open communication channels enables employees to voice their development needs, allowing HR to adjust programs proactively. This approach aligns with the principles of strategic HRM, which emphasize balancing organizational consistency with individual employee needs (Wright & McMahan, 2011). Managers can also be empowered to customize initiatives within a structured framework, ensuring both alignment with organizational goals and responsiveness to employee diversity. These strategies collectively help minimize conflict, enhance employee engagement, and improve overall organizational performance.

In conclusion, confronting conflicts between standardized and customized HRM practices requires a nuanced approach that values both efficiency and individualization. By integrating flexible, modular programs and encouraging communication, organizations can foster a more harmonious and productive work environment, ultimately enabling better achievement of strategic objectives.

References

• Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2020). Human Resource Management: Gaining a Competitive Advantage. McGraw-Hill Education.
• Schuler, R. S., & Jackson, S. E. (2014). Global Talent Management. Toward a Boundaryless International HRM. Journal of World Business, 49(2), 185–198.
• Wright, P. M., & McMahan, G. C. (2011). Exploring Human Capital: Putting 'Human' Back into Strategic Human Resource Management. Human Resource Management Journal, 21(2), 93–104.