Sample Paper on Human Resource Theory and Practices That Inform Decision Making

High involvement management is a human resource theory with specific human resource practices that focus on the decision-making of employees, incentives, information access, and incentives (Kearns, 2008). This system is based on committing and involving employees because they escalate a company’s involvement only if they are given a chance to control and understand what they are doing. Therefore, the high involvement management model involves the active engagement and incorporation of an organizations employees in the operations and undertakings of the company by listening to their interests and grievances. Communication and involvement are key such that during decision making, the employees feel like they are part of the decision made (Kearns, 2008). The major objective is to have a business environment characterized by a continuous dialogue between employees and employers so as to have a definite understanding of the expected achievement and a framework for developing the company’s achievements.

Recommendations for Organizational Design

On the strategic mission and goals of clients’ organization, the recommendation would be giving solutions to clients even when the situation seems impossible by using artificial intelligence to provide simple and quick loan approvals to customers (Johnson & Nandy, 2015). On strategic gap related to clients’ current organization design, Upstart should focus on maximizing individual relationships with clients rather than cooperate clients. According to Ip (2016), the P2P lending model is shaping the sphere of small business loans in the United States and is the future of corporate management of lending institutions. On strategic goals of recommended organizational redesign, Upstart should put more emphasis on bureaucracy and procedures, as much as they focus on freedom because the bureaucracy and procedures will guide the daily operations.

The recommended model for client organization should be service delivery such that Upstart should always aim at ensuring customers are served to their satisfaction as it creates good customer relations. This model will be appropriate because Upstart is a service company; thus, their services should be top-notch, and aimed at not only creating a good customer rapport but also a loyal customer base.  Astute service delivery model will attract more potential clients, hence ensuring the growth of Upstart. The service delivery should be comprehensive such that when a competing company comes up, Upstart will have a competitive advantage against them.

Other models will not be appropriate because Upstart’s structural dimension best fits service delivery; it utilizes various resources to organize its operations. The resources include digital handbooks, charts, and descriptions. The company encourages the employees to push themselves as hard as possible in pursuit of customer satisfaction and other corporate goals. One of the risks associated with this model is that a simple mistake can ruin everything. The fact that the company uses technology, with the help of artificial intelligence to impact on people’s lives, there are times that computing borrower’s financial score may fail majorly due to misguided information.

The client organizational model is traditional in its division through the method of predicting the creditworthiness of clients. The client’s organizational strategy is determining the educational and employment background to ascertain the client’s situation. The company notes that its purpose is to make it possible to offer credit based on actual risk. The company should therefore, come up with a proper and pertinent service delivery strategy that ensures that client services are ascertained.

 

References

Ip, G. (2016). The economy’s hidden problem: We’re out of big ideas. Wall Street Journal (December 6), pp. 5.

Johnson, S. M., & Nandy, S. (2015). Leadership skills, job satisfaction, and motivation in the workplace: A phenomenological research study. Journal of Perspectives in Organizational Behavior, Management, & Leadership.

Kearns, P. (2008). HR strategy. Amsterdam: Butterworth-Heinemann.