HUMAN RESOURCING: A MOMENTOUS INGREDIENT DICTATING ORGANIZATIONAL BEHAVIOUR
In October 2002, after a recent departure of two trainee employees, problems in human resourcing were re-asserted. The current events in the organization were not adequate to sustain the workers and hence not ensuring an organizational behavior leading to substantial success. My paper will be consisting of two parts. In the first part, I will be weighing the existing conditions & their repercussions. The first part will be highlighting three crucial aspects. While in the second part I will be formulating a transformation in the organizational strategy assisting to resolute the contemporary problems.
STATUS QUO AT ASGM
Organization configuration & dynamics responsible for achievements till now
Ashraf Silk and General Mills had been a family oriented business since the start. Being initiated in 1951 and till 2002 it has been led by one of the Khawajas. They have been observing a ‘Paternalistic’ or ‘Benevolent Autocracy’ style of operational management. Decision making is centralized at the top & the employees are not involved in planning and decision making. The behavior of the management is decent and kind towards the workers and they expect employees to be loyal, sub-servant, compliant and co-operative to management. It was observed that they let the option of expansion at current place go for the reason that it would complexity the operations due to larger work force and the unions involved. In the nutshell they instead of collaborating to mutual decisions prefer making them in isolation. This was also a factor which leads to drop in productivity when the piece rate of Guam Retool was raise. It led to a feeling of unjust treatment in the mind of weavers beneath him and as they had no trust on the organization and didn’t have the culture to get their feedback registered they