Human Resource Management Sternberg’s Theory

Question: Discuss about the Human Resource Management Sternbergs Theory. Answer: Examining the Sternbergs Theory According to Sternbergs intelligence behaviour can be developed in several ways such as by absorbing to the existing environment, by changing the environment or by opting for a new environment. It means that Sternberg is asking of an absolute quality of professional that the workers or the management needs to attain in order to attain the intelligence. Furthermore, workers can become intelligent in their work or different parts of life if they have absorbing nature to the surrounding workplace. Sternbergs states the importance of balance behaviour in between the creativity and the physical abilities. This is perhaps not possible to some extent as changing the existing environment is a long challenging process that requires certain output from the management and the higher authorities of the organizations. This is one of the toughest challenges, which one can expect in an organization (Hendry, 2012). For an example, if someone is appointed as a backend specialist and is expected to take part in all the backend operation, it is feasible to stick with the aligned responsibilities. However, due to the increased urgency because of the added work demand from the particular organization, the particular backend specialist is asked to attain some other department of the organization in order to fill the gaps created by the shortages of labor. The appointed worker might well also handle the demanded challenges in some other than the allocated department but the perfection of the work is in doubt. Moreover, shortages of relevant skills and interest level of the employee for the assigned task might hamper the organization because of shortcomings in the performance output (Brewster, Mayrhofer Morley, 2016). Figure 1: Sternberg's Triarchic Theory Source: (Bratton Gold, 2012) Own Perspective The learner is more in favour of the first part of the Sternbergs triarchic theory of intelligence, which states the absorbing nature to the working environment. The absorbing nature of an employee to the odd working environment creates the intelligence nature in him (Storey, 2014). An absorbing nature to the irrespective kinds of allocated jobs is a resource to the production of creative ideas into workers. It happens because of the fact that tasks other than the expertise require certain think-tank on it before proceeding further with the assigned task. The thinking behind the completion of the task attracts the imaginative ideas into the targeted employee as the one is induced with utmost desire to perform the same level of performance in other than his skills. This is an undeniable fact that employee who is induced with utmost dedication towards his or her job and the organizational values can only respond to the created urgency in the organization. It does not only benefit the e mployee by enhancing his or her credibility and diversity with different kinds of skills but it also most importantly provide solution to such an organization, which has a deficit of manpower. Moreover, this can be referred to intelligence behaviour, as it is encouraging to act according to the situation (Sparrow, Brewster Chung, 2016). Two examples as supportive arguments First Example Employees working in a target oriented work zone are very much susceptive to opt for a job drop and search a new one. However, within the same environment, some of the employees do become a strong absorber of the work nature. The similar target pressure then does not discourage them any further. This is one of such examples, which illustrates an absorbing nature with respect to the odd nature of workplace. Second Example Employees those who works as labours, they actually represent an absorbing nature to the difficult workplace. They do so just for the sake of their financial needs. However, it is their will power also, which helps them holding their nerves in tough situations. Nevertheless, dedication and desire are the two important characteristic that provides firm supports against the odd and tough situations. Characteristics of high performing organizations Follow are some of the characteristics of high performing organizations (Budhwar Debrah, 2013): Clear vision and set goals Committed to perform the best Availability of the capable management process for the required changes Learning culture at the organizational level Smooth communication at the organizational level Organization that has clear vision and goals are more susceptive to the required output in the performance. Moreover, a commitment to perform the best and the availability of a capable management process to bring into the required changes are a source to utmost performance output. This can well be understood by looking into the growth process of the Samsung Smartphone Industry that had created a revelation with its Samsung galaxy series phones. It was never the same story before the 2012 period but everything got transformed into not less than a miracle when the same Company astonishingly outplayed the leading brand Nokia in mobile phones. Samsung then attained the top position, which was just the reflection of sheer potential of the change management process in the Company (Wilton, 2016). Characteristics of Bergers talent strategy Berger has postulated the following talent strategies for the organizational excellence (Hendry, 2012): To be an excellent organization, it needs to have culture for driving the excellence, encouragement for the innovative ideas, promotion for a teamwork HRM needs to be target and organizational goal oriented HRM needs to revolve around several strategy model to implement it into the practice A talent plan needs approval from the management and guidance from one of the team members of the HRM To have flexibility in aligning staffs to different new roles Figure 2: Berger's Talent Strategy Source: (Storey, 2014) The above picture shows the Bergers Talent Strategy, which speak about certain strategies that can transform an organization into the top performing Company of the relevant industry. The theory speak about the sheer quality of a HRM, which can transform impossible things into possible. Moreover, to attain the same level of HRM into an organization, the particular HRM needs to have certain qualities that are of utmost requirement to the situation concerned. The HRM needs to focus on incepting a maximum number of potential employees into organization to enhance its manpower. It does bring numerous benefits and adds values to the organizational performance by inducing sufficient skills into relevant requirement. The HRM is required to be flexible with the changing requirement and demand of situation as this is helpful in realizing the necessity of incepting the relevant skills to the created urgency (Aswathappa, 2013). Key positions in the learners Company Following are the key positions in the learners organizations: Operation Managers Assistant managers Supervisors Assistant Supervisors HRM IT team Replacements for the position All the position cannot be altered as some of the designations do require an expertise knowledge. However, Operation Managers and Assistant Managers are interchangeable if there is such requirement for the business. On a same note, Supervisors and Assistant Supervisors are interchangeable. Nevertheless, internal change management can never provide solutions to the HRM and the IT team. However, Succession Planning can help in overcoming the issues, which would arise after the removal of ageing workforce. It aims to develop the leaders, which could fill the gaps created by the departure of the ageing workforce because of their retirement or any other reasons (Hendry, 2012). References Aswathappa, K. (2013).Human resource management: Text and cases. Tata McGraw-Hill Education. Bratton, J., Gold, J. (2012).Human resource management: theory and practice. Palgrave Macmillan. Brewster, C., Mayrhofer, W., Morley, M. (Eds.). (2016).New Challenges for European Resource Management. Springer. Budhwar, P. S., Debrah, Y. A. (Eds.). (2013).Human resource management in developing countries. Routledge. Hendry, C. (2012).Human resource management. Routledge. Sparrow, P., Brewster, C., Chung, C. (2016).Globalizing human resource management. Routledge. Storey, J. (2014).New Perspectives on Human Resource Management (Routledge Revivals). Routledge. Wilton, N. (2016).An introduction to human resource management. Sage.