ایجاد یک معامله شغلی جدید: مجموع پاداش ها و نیروی کار جدید
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|27557||2011||8 صفحه PDF||سفارش دهید||7030 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Organizational Dynamics, Volume 40, Issue 4, October–December 2011, Pages 302–309
Few things are as obvious as the fact that individuals differ. They have different genes, genders, ages, skin colors, skills, and motives – to mention some of the key ones! Because individuals differ, when organizations deal with them, they face a number of challenges. These range from taking account of employee skill differences to dealing with their differing preferences and motives. An organization that treats all individuals the same runs the very great risk of treating almost no one in the optimal way. On the other hand, an organization that treats everybody as an individual runs the risk of creating an incredibly complex organization that is haunted by complexity, confusion and potential charges of favoritism, unfair treatment and bias. There always have been large individual differences in the workforces of most organizations and societies. Indeed, the field of industrial psychology (now called industrial-organizational) was built on this very issue. However, the extent and nature of these differences is not a constant over time. There are a number of reasons why the extent to which individuals differ in the workforces of most organizations today is much greater than it ever has been, and why significant new differences have appeared. Further, even more differences are likely to appear in the next decade. As a result, organizations need to move from a one-size-fits-all employment deal, to an employment deal that is based on individualization.
نتیجه گیری انگلیسی
Individualizing the workplace is not simple, nor is it something that lends itself to a single prescription. It must be designed to fit the business strategy of each organization and the type of work it does. Although it is not simple to do, it frequently is worth doing. Individualizing employment deals has the potential to be a competitive differentiator in organizations when it is designed to fit the business strategy of the organization. Simply stated, when individualization is well executed and well managed it is the best way to develop a superior relationship with an organization's most important source of competitive advantage, its talent. The time and effort spent to create the right kind of individualization is very likely to be time well spent because of its positive impact on organizational performance. A lot still needs to be learned about how to do individualization effectively both from a process and a content point of view. But as the workforce becomes more diverse, particularly in developed countries, it is going to become an increasingly popular employment deal because it can deliver the “right” work experience to the new workforce.