The Hands Human Resources Manager institution. She determined that adjustments needed to be made to the organizational culture for this issue to be properly addressed. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get an original essayImplementing the changes was met with resistance due to the same organizational culture it identified. This was most likely because organizational culture was a set of shared assumptions that guide what happens in organizations by defining appropriate behavior for various situations (Ravasi & Schultz, 2006). These assumptions are shared, not to mention that they benefit financially from the current system, which means that the opponents would do so in unity. The manager decided that the solution could be found in the acquisition of a biometric time clock. Essentially, she was implying that she did not believe in the timekeeping logs kept by front door staff, who were responsible for recording employees' arrival and departure times. Having an electronic means of monitoring or recording eliminates the possibility of collusion between workers and provides an objective and accurate means of archiving. It was entirely possible for front door staff to work in tandem with other workers by allowing them to log overtime and then sharing the overtime pay. The board's directive called for full compliance with the use of biometric time clocks by the majority of employees (with the exception of senior management). According to The Hands That Heal Medical Center “Policy Manual,” page 35 (1), it states that “All staff members must use the timekeeping mechanism in place to ensure proper control of employee work hours . » However, GPs and specialists have rightly refused to carry out examinations during their normal working hours in addition to their overtime hours. This has posed a conflict with the human resources and finance sections of the institution as there is no clear record of the actual hours worked by an employee. According to the organization chart of the institution annexed to this document, the working hours of employees must be verified by the respective section heads. That is, the nursing supervisor certifies the hours of nurses and ancillary staff, the hospital administrator certifies the hours of drivers, maintenance unit and security guards, and the head of medical staff certifies hours of physicians, laboratory supervisor and radiologist. Following certification of hours by the respective section heads, the claim forms must then be forwarded to the Human Resources Department for a second certification. Subsequently, the forms are submitted for approval to the hospital director. Hospital director approval is integral, as this approval is the authorization the financial controller needs for payment processing. During the last payroll cycle in March 2018, the hospital director clearly indicated in the overtime records for doctors and specialists that the agents concerned must make efforts to use the biometric reader of fingerprints for overtime for the coming month, failing which theHours claimed as overtime for the coming month will not be processed. Once again, the month's overtime requests were not met. The decision was therefore made not to accept the requested overtime. Body "After living for so many years with their dysfunctional behavior (a sunk cost if ever there was one), people invest themselves in defending their dysfunctions rather than changing them." —Marshall Goldsmith Mojo. The implementation of change encounters resistance because any action outside the norm takes individuals out of their comfort zone and it is this uncertainty that forces individuals to resist change. When this is coupled with the fact that adhering to change would have significant negative financial impacts, this resistance is amplified. There are five individual sources of resistance to change: habit, safety, economic factors, fear of the unknown, and selective processing. . Robbins, S. and Judge, GR (2017) 14th edition. These will be examined in more depth to see how they apply to this situation. A habit develops when the intricacies of life force one to rely on programmed responses also called habit. When a change in this routine is introduced, our human instinct pushes us to react in the usual way, which is described as deviant behavior and becomes the reason for resistance. When the habit is shared by several people within an organization, it then becomes part of the organizational culture of that group of individuals. In the situation studied, the majority of workers were already used to having their time recorded by their human colleagues. The resistance to moving to an electronic means of recording their arrival and departure at work strongly suggests that they were not actually recording the hours for which they were claiming overtime. If they were, it wouldn't matter what was used to record their times; the hours worked would always remain the same. So the habit was that they worked as a unit to get extra undeserved income. The use of an electronic surveillance system removed the security they had and allowed them to continue their plan to steal from the company. Employees with a high need for security are likely to resist change because it threatens their sense of security and forces them to leave their jobs. comfort zone. In most cases, security refers to issues such as job security or safe conditions of service. If management attempts to implement certain policies or regulations that staff members find threatening to their job security, conditions of service, benefits, etc., then management will face severe opposition to any changes. considered a threat. In this case, the security that is threatened is that of the additional income that they all enjoyed thanks to the overtime system. There is no way to determine exactly how much agents would stand to lose in additional income. But it's clear that whatever it is, they're not willing to cede it to management. It is safe to say that it is not just the loss of this extra income that staff members fear; they are also afraid of other actions that management might implement that would be detrimental to their status quo. This fear of the unknown is indeed very powerful because they do not know what the state of mind of Management may be. In their mindset, they consider the possibility that if management implements the first change, it will be the first.

Essay / The Hands Human Resources Manager institution. She determined that adjustments needed to be made to the organizational culture for this issue to be properly addressed. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get an original essayImplementing the changes was met with resistance due to the same organizational culture it identified. This was most likely because organizational culture was a set of shared assumptions that guide what happens in organizations by defining appropriate behavior for various situations (Ravasi & Schultz, 2006). These assumptions are shared, not to mention that they benefit financially from the current system, which means that the opponents would do so in unity. The manager decided that the solution could be found in the acquisition of a biometric time clock. Essentially, she was implying that she did not believe in the timekeeping logs kept by front door staff, who were responsible for recording employees' arrival and departure times. Having an electronic means of monitoring or recording eliminates the possibility of collusion between workers and provides an objective and accurate means of archiving. It was entirely possible for front door staff to work in tandem with other workers by allowing them to log overtime and then sharing the overtime pay. The board's directive called for full compliance with the use of biometric time clocks by the majority of employees (with the exception of senior management). According to The Hands That Heal Medical Center “Policy Manual,” page 35 (1), it states that “All staff members must use the timekeeping mechanism in place to ensure proper control of employee work hours . » However, GPs and specialists have rightly refused to carry out examinations during their normal working hours in addition to their overtime hours. This has posed a conflict with the human resources and finance sections of the institution as there is no clear record of the actual hours worked by an employee. According to the organization chart of the institution annexed to this document, the working hours of employees must be verified by the respective section heads. That is, the nursing supervisor certifies the hours of nurses and ancillary staff, the hospital administrator certifies the hours of drivers, maintenance unit and security guards, and the head of medical staff certifies hours of physicians, laboratory supervisor and radiologist. Following certification of hours by the respective section heads, the claim forms must then be forwarded to the Human Resources Department for a second certification. Subsequently, the forms are submitted for approval to the hospital director. Hospital director approval is integral, as this approval is the authorization the financial controller needs for payment processing. During the last payroll cycle in March 2018, the hospital director clearly indicated in the overtime records for doctors and specialists that the agents concerned must make efforts to use the biometric reader of fingerprints for overtime for the coming month, failing which theHours claimed as overtime for the coming month will not be processed. Once again, the month's overtime requests were not met. The decision was therefore made not to accept the requested overtime. Body "After living for so many years with their dysfunctional behavior (a sunk cost if ever there was one), people invest themselves in defending their dysfunctions rather than changing them." —Marshall Goldsmith Mojo. The implementation of change encounters resistance because any action outside the norm takes individuals out of their comfort zone and it is this uncertainty that forces individuals to resist change. When this is coupled with the fact that adhering to change would have significant negative financial impacts, this resistance is amplified. There are five individual sources of resistance to change: habit, safety, economic factors, fear of the unknown, and selective processing. . Robbins, S. and Judge, GR (2017) 14th edition. These will be examined in more depth to see how they apply to this situation. A habit develops when the intricacies of life force one to rely on programmed responses also called habit. When a change in this routine is introduced, our human instinct pushes us to react in the usual way, which is described as deviant behavior and becomes the reason for resistance. When the habit is shared by several people within an organization, it then becomes part of the organizational culture of that group of individuals. In the situation studied, the majority of workers were already used to having their time recorded by their human colleagues. The resistance to moving to an electronic means of recording their arrival and departure at work strongly suggests that they were not actually recording the hours for which they were claiming overtime. If they were, it wouldn't matter what was used to record their times; the hours worked would always remain the same. So the habit was that they worked as a unit to get extra undeserved income. The use of an electronic surveillance system removed the security they had and allowed them to continue their plan to steal from the company. Employees with a high need for security are likely to resist change because it threatens their sense of security and forces them to leave their jobs. comfort zone. In most cases, security refers to issues such as job security or safe conditions of service. If management attempts to implement certain policies or regulations that staff members find threatening to their job security, conditions of service, benefits, etc., then management will face severe opposition to any changes. considered a threat. In this case, the security that is threatened is that of the additional income that they all enjoyed thanks to the overtime system. There is no way to determine exactly how much agents would stand to lose in additional income. But it's clear that whatever it is, they're not willing to cede it to management. It is safe to say that it is not just the loss of this extra income that staff members fear; they are also afraid of other actions that management might implement that would be detrimental to their status quo. This fear of the unknown is indeed very powerful because they do not know what the state of mind of Management may be. In their mindset, they consider the possibility that if management implements the first change, it will be the first.

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