Creating a business. Understanding what behaviours you desire from your employees.

 You will need to have identified which managerial strategy is a best fit for your organization, as each strategy comes with a set of desired behaviours. When thoroughly analyzed, your contextual variables will show which managerial strategy is a best fit.

Once you know which managerial strategy would be a best-fit, you can then set behaviour objectives that your structural variables must produce. As an example, a Human Relations strategy would require task and membership behaviours, and usually organizations will also choose to focus on acquiring organizational citizenship behaviours. In order to obtain these behaviours, you will require key employee attitudes, which are impacted by how your policies, procedures and practices are formed. Sometimes even with using this formal structure, you will also have to use an informal approach such as using the organizational culture to reach a set of desired behaviours, or by creating an organizational culture from scratch.

Attitudes create an intention to behave in a certain way and may predict actual behavior under certain conditions. People develop positive work attitudes as a result of their personality, fit with their environment, stress levels they experience, relationships they develop, perceived fairness of their pay, company policies, interpersonal treatment, whether their psychological contract is violated, and the presence of policies addressing work–life conflict.

You can support your employees to develop and link their goal commitments with the organizations goals that may result in you understanding job crafting and how the employees interests and skills can be better aligned with their role within the organizations. Using organizational behaviour strategies can also help develop employees to identify a range of abilities, self-awareness, self-management, empathy, and social skills.

Encouraging your group of employees to become less of a group and more of a team will mean you will have to look at the relationships that have been formed, how they are treated by each other, and management, and the work that is being performed. Team members tend to be more motivated to achieve when the reward system in place supports team functions, while at the same time also reflecting individual performance. One suggestion is to ensure the work environment encourages performance, and valence is to give employees choice over rewards, and inform the employees in advance about the pool of rewards being offered.

This is where HR is strategic, not only will you want to achieve required behaviours that are created through key job attitudes based on the managerial strategy you have identified, but you will also need to know how to arrange jobs, what leadership will be, what expectations you require your employees to conform to, not to mention discipline practices (sometimes punishments are not needed extensively or at all) or how you will design these relevant sections to facilitate those behaviours. What will your rewards (intrinsic, extrinsic)  and how will they be used, or how your pay and evaluation system is to be designed (nonetheless, should always be consistent, free of bias, flexible, accurate, ethical and representative!).

You’ve read about on my weblogs so far about the types of organizational or corporate strategies, followed by types of managerial strategies which is one way to align your HR strategy with your business strategy, and now you have just realized how all HR policies, practices, procedures and programs must be designed or updated to reflect your business strategy and objectives.  

A Bridge HR, HRA, or practitioner can support you and your organization through the process of designing a right-fit Human Resources Plan.

Thanks for reading.

 

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