Below are the first two pages of a 60 page project i'm supposed to prepare. The topic is evolution Of HR activities and Post-modern HR.
Any information shared would be helpful on the above topics...
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The Post-modern Organization – An Overview.
The term Postmodernism (sometimes abbreviated Pomo) was coined in 1949 to describe a dissatisfaction with modern architecture thus giving birth to the postmodern architecture and later of, branched out to any of the several movements that are reactions against or reactions supplementing to a great level the philosophy and practices of modern movements. (as in art, architecture, literature and subsequently even management). Postmodernity is the derivative to refer to the nonconforming aspects of a certain movement. In management, it is often understood as a reaction or an outcome of the volatile gap between ‘Want’ and ‘Gratification’ – bearing in mind that the movement succeeds modernity, whose provisions, however satisfactory, were not exactly sufficing.
The postmodern organizational form has been used as a contrast to bureaucratic forms of organization. Peter Drucker first applied the term "postmodern" to an organization, in 1957, in a book titled, Landmarks of Tomorrow. By postmodern, Drucker, meant a shift from the Cartesian universe of mechanical cause/effect (subject/object duality) to a new universe of pattern, purpose, and process. Such organizations are now called loosely coupled, fluid and organic instead of the static bureaucratic structures that have traditionally preoccupied much of the organization literature
Although Drucker uses the term postmodern practices, he uses it differently from the postmodern theorists of today. For Drucker, it is a more of a post-Cartesian construct. The concept of postmodern practices is a disputed one in the literature. Certain skeptics do not even support the theory that there is any such entity as a postmodern organization. On the other end of the debate are those who contend that there are either hybrids or pure forms of the same.
Specialists in the field of post-modernistic management, Mr. David M. Boje and Mr. Leonel Preito have defined the organization comprising a networked set of diverse, self-managed, self-controlled teams with poly-centers [many centers] of coordination that fold and unfold according to the requirements of the tasks as a post-modern one. Likewise, these teams are organized in flat design, employees are highly empowered and involved in the job, information is fluid and continuous improvement is emphasized throughout.
In perhaps the clearest answer to "What does postmodern mean?" Ken Wilber, author of A Brief History of Everything says there are modern and postmodern approaches to knowledge itself. We are at a great watershed in history, a revolution in human understanding of knowledge:
“And, in fact, there is simply no way to carry these types of discussions forward unless we talk about the momentous differences between the modern and postmodern approaches to knowledge. But it’s not all dull and dry. In many ways, it's even the key to locating ‘spirit’ in the postmodern world.”
Post-Modern Human Resource Activities.
Traditionally, Human Resources activities aims to improve the productive contribution of individuals without simultaneously attempting to attain other societal and individual employee objectives or simply put, to maximize the return on investment from the organization's human capital. A large part of its functions included hiring, payroll and compensation but now with the inception of postmodernity these objectives have actually become a mild distraction from the core duties of the Human Resource Department. However, it has to be remembered that the era of modernity cannot be completely usurped by postmodernity, rather it is a gradual change in the thinking of the organization and its employees.
The core activity has metamorphosed into recruting and retaining the best people for the organization. Its key task is to ensure that the firm has a smart work force of focused people who can deliver. Quantity has shed its sheen to make way for quality. At a time when the companies are judged by its intellectual capital, companies are willing to spend any amount to get and retain the right kind of people. So now, the most important role of this post-modernistic Human Resouce Department is to build an employment brand for the company. This involves creating a perception that stresses on nurturing the company’s in-house talent and making employees its brand ambassadors. No doubt, IT and BPO companies are leading the way but traditional sectors and PSUs too are not lagging far behind.
In this post-modern milieu employees are being pampered like never before. New objectives are being put in place, like aligning HR policies with the company’s business plans, employee life cycle management, organization structure, outsourced and contingency workforce, training and retention and identification of and differentiated management for high performers.
The practises for achieving these objectives are many. Generous compensation, bonuses, pay hikes and freebies remain the most important. But off-work attractions are becoming equally necessary. Gyms, food-courts, libraries, holidays abroad, gaming-rooms, flexi-working hours, paternity and maternity leave, and even enabling employment opportunities for the spouse are all now becoming standard practices.
Added to this are innovative practices that some companies are coming up with. All these aim to address different needs of employees, with the fun quotient being high. Most of them are relatively recent, so their efficacy in lowering employee attrition would probably take some time to assess. Many amongst the sceptics are unsure whether this movement is one for the long run or one which will fizzle out after its initial novelty value wears off. But the general majority are quite sure it will kick to life a new industry trend.
Any information shared would be helpful on the above topics...
___
The Post-modern Organization – An Overview.
The term Postmodernism (sometimes abbreviated Pomo) was coined in 1949 to describe a dissatisfaction with modern architecture thus giving birth to the postmodern architecture and later of, branched out to any of the several movements that are reactions against or reactions supplementing to a great level the philosophy and practices of modern movements. (as in art, architecture, literature and subsequently even management). Postmodernity is the derivative to refer to the nonconforming aspects of a certain movement. In management, it is often understood as a reaction or an outcome of the volatile gap between ‘Want’ and ‘Gratification’ – bearing in mind that the movement succeeds modernity, whose provisions, however satisfactory, were not exactly sufficing.
The postmodern organizational form has been used as a contrast to bureaucratic forms of organization. Peter Drucker first applied the term "postmodern" to an organization, in 1957, in a book titled, Landmarks of Tomorrow. By postmodern, Drucker, meant a shift from the Cartesian universe of mechanical cause/effect (subject/object duality) to a new universe of pattern, purpose, and process. Such organizations are now called loosely coupled, fluid and organic instead of the static bureaucratic structures that have traditionally preoccupied much of the organization literature
Although Drucker uses the term postmodern practices, he uses it differently from the postmodern theorists of today. For Drucker, it is a more of a post-Cartesian construct. The concept of postmodern practices is a disputed one in the literature. Certain skeptics do not even support the theory that there is any such entity as a postmodern organization. On the other end of the debate are those who contend that there are either hybrids or pure forms of the same.
Specialists in the field of post-modernistic management, Mr. David M. Boje and Mr. Leonel Preito have defined the organization comprising a networked set of diverse, self-managed, self-controlled teams with poly-centers [many centers] of coordination that fold and unfold according to the requirements of the tasks as a post-modern one. Likewise, these teams are organized in flat design, employees are highly empowered and involved in the job, information is fluid and continuous improvement is emphasized throughout.
In perhaps the clearest answer to "What does postmodern mean?" Ken Wilber, author of A Brief History of Everything says there are modern and postmodern approaches to knowledge itself. We are at a great watershed in history, a revolution in human understanding of knowledge:
“And, in fact, there is simply no way to carry these types of discussions forward unless we talk about the momentous differences between the modern and postmodern approaches to knowledge. But it’s not all dull and dry. In many ways, it's even the key to locating ‘spirit’ in the postmodern world.”
Post-Modern Human Resource Activities.
Traditionally, Human Resources activities aims to improve the productive contribution of individuals without simultaneously attempting to attain other societal and individual employee objectives or simply put, to maximize the return on investment from the organization's human capital. A large part of its functions included hiring, payroll and compensation but now with the inception of postmodernity these objectives have actually become a mild distraction from the core duties of the Human Resource Department. However, it has to be remembered that the era of modernity cannot be completely usurped by postmodernity, rather it is a gradual change in the thinking of the organization and its employees.
The core activity has metamorphosed into recruting and retaining the best people for the organization. Its key task is to ensure that the firm has a smart work force of focused people who can deliver. Quantity has shed its sheen to make way for quality. At a time when the companies are judged by its intellectual capital, companies are willing to spend any amount to get and retain the right kind of people. So now, the most important role of this post-modernistic Human Resouce Department is to build an employment brand for the company. This involves creating a perception that stresses on nurturing the company’s in-house talent and making employees its brand ambassadors. No doubt, IT and BPO companies are leading the way but traditional sectors and PSUs too are not lagging far behind.
In this post-modern milieu employees are being pampered like never before. New objectives are being put in place, like aligning HR policies with the company’s business plans, employee life cycle management, organization structure, outsourced and contingency workforce, training and retention and identification of and differentiated management for high performers.
The practises for achieving these objectives are many. Generous compensation, bonuses, pay hikes and freebies remain the most important. But off-work attractions are becoming equally necessary. Gyms, food-courts, libraries, holidays abroad, gaming-rooms, flexi-working hours, paternity and maternity leave, and even enabling employment opportunities for the spouse are all now becoming standard practices.
Added to this are innovative practices that some companies are coming up with. All these aim to address different needs of employees, with the fun quotient being high. Most of them are relatively recent, so their efficacy in lowering employee attrition would probably take some time to assess. Many amongst the sceptics are unsure whether this movement is one for the long run or one which will fizzle out after its initial novelty value wears off. But the general majority are quite sure it will kick to life a new industry trend.