Human Resource Theory

Human Resource Theory

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  1. Benefits of a Collaborative Work Environment

    Effective managers have one thing in common. They are intrinsically motivated and create collaborative instead of competitive work environments. A highly successful approach fosters teamwork rather than the continuance of adversarial relationships. This equates to less staff turnover, higher productivity, and increased levels of job satisfaction.

    A collaborative work environment forces leaders to evaluate employees on a deeper level, identifying both strengths and weaknesses. This helps resourceful managers place employees in positions best suited to their educational background and skills, but also based on his or her enduring personality and general disposition.

    Competing in a Global Market

    Effective leaders do not create divisive work environments where communication does not flow freely between managers and employees. He or she builds bridges of communication and capitalizes on the strengths of each worker.

    One might ask how leaders within organizations create less adversarial and more collaborative work environments, but first we must understand basic principles of competition. A competitive organization sets the groundwork for employees who are out for number one. It does not reward, recognize, or promote based on prosocial helping behaviors found in successful companies with high levels of teamwork, innovation and creativity. Ten heads are better than one and it forms a system of checks and balances.

    The Damaging Effects of a Competition Based Model

    To some professionals, it seems logical to create a competitive work environment to encourage high performance. This logic in inherently flawed and I will attempt to explain why. What these managers actually create are hostile work environments with employees who are in fight or flight mode. Behaviorists and leading psychologists, neurologists, and physicians all agree that when a person is in fight or flight mode it turns off higher-level executive functioning.

    Blood empties from the brain, redirects to the heart, lungs, and limbs in preparation for fight or flight (survival mode). This is not new science and its roots trace back to our ancestors who faced real life threats on a daily basis. Hostile working environments lacking in collaborative or team building initiatives put employees in a constant state of fight or flight. A dramatic reduction in higher level thinking brings innovation, invention, and creativity to a screeching halt.

    Managers reap what they sow into an organization. If they reward highly competitive employees for their own efforts, even at the expense of the team, an undercurrent of hostility, aggression, and calculating behaviors undermines the entire organization. The downward spiral occurs over time and recovery is difficult. Competitive work environments and the people who excel in them have been likened to slow growing cancers within the very fabric of the organization. Until this mindset changes, we will continue to experience difficulty remaining competitive in a global market, even with highly skilled human resources at our fingertips.

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