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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. Respond to at least two of your classmates’ postings. Remember to properly cite your sources.

Paper For Above instruction

In large organizations with more than 200 employees, conflicting human resource management (HRM) practices are commonplace, often leading to reduced organizational effectiveness and employee dissatisfaction. One pervasive conflict arises between performance-based appraisal systems and developmental HR practices. For instance, in my experience at a multinational corporation, the performance appraisal system was primarily punitive, emphasizing strict metrics and ranking employees competitively. This often conflicted with the organization’s commitment to employee development and training initiatives, which sought to nurture skills and foster a supportive work environment.

The conflict between these practices created a tense atmosphere, where employees felt pressured to prioritize short-term performance over long-term growth. To address this, a viable alternative is implementing a balanced HRM approach that integrates performance management with developmental strategies. For example, adopting a 360-degree feedback system can provide comprehensive evaluations that promote both accountability and growth. This method encourages managers to offer constructive feedback aimed at development, aligning individual performance with organizational goals while fostering employee engagement.

Furthermore, integrating continuous coaching and mentoring programs can mitigate the conflict by emphasizing ongoing development alongside performance metrics. Such practices help create a culture where employees are motivated to improve their skills without feeling penalized for mistakes, ultimately enhancing overall organizational performance. By blending accountability with development, organizations can minimize HRM conflicts, boosting morale and productivity.

In conclusion, resolving conflicts between performance and developmental HR practices requires a strategic shift toward integrated HR systems that value both performance outcomes and employee growth. This balanced approach not only minimizes friction but also fosters a motivated, skilled workforce aligned with organizational goals.

References

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