This assignment is to create an articulate response to another students Discussion Board post. Here are the rules when replying:
Reply to at least 2 classmates. Your replies must be typed in separate Microsoft Word documents. Your replies must include meaningful and substantive contributions to the discussion. Each reply must be 200–300 words. Include a reference page, and be sure to have in-text citations for the following sources:
- At least 1 citation from Mello (2019).
- At least 1 citation from Keller (2012).
- At least 1 citation from a related scholarly journal.
*** Here is the students original post that you are replying to:
According to Abt and Knyphausen-Aufseß (2017), promoting Directors of Human Resources to the ranks of an upper level position, and rewarding them titles such as Chief Human Resources Officer (CHRO) is a fundamental, strategic, and symbolic choice. This signals an essential change in managerial roles, demonstrating the influence of standardized Human Resources in the Top Management Team (TMT) structure. People and the structures that allows them to devote to organizational outcomes illustrate vital topics in the fields of Strategic Human Resource Management (HRM) and Strategic Management (Reutzel, Belsito and Collins, 2016).
As the newly appointed Chief Human Resources Officer (CHRO) of Exxon Mobil, the initial three initiatives for fostering both and theologically sound HRD practices include continuous improvement (CI), cross-functional development, and long-term commitment to the employees. Hardy (1990) states “God’s intent that human beings should live in a society bound together by common needs and mutual service” (p. 60). Exxon Mobil places a high priority on CI by maximizing the development of each individual employee. CI begins with hiring superior talent and continuing to develop their god given talent(s). For Exxon Mobil to successful implement an CI environment, it needs to acknowledge and involve members at all levels of the organization. According to Keller (2012), without purposeful work, individuals tend to feel considerable inner loss and emptiness. The idea of work can be traced back to the time of creation.
Exxon Mobil’s unique scale and integrated business model enables full development across functions, business lines, and geographies. Cross-functional responsibility across all business lines, support organizations, and geographies will provide indivuals with a greater comprehension of the end-to-end business and promote diversity of thought and perspective. According to Mello (2019) endorsing a strategic notion of human resource (HR) means seeing employees as human assets. “Human assets cannot be duplicated and therefore become the competitive advantage that an organization enjoys in its market(s)” (Mello, 2019, p. 5). By fostering a cross-functional approach, Exxon Mobil maximizes the contribution of each employee and results in better, more informed decisions at all levels of the organization. Mello (2019) states organizations that fail to invest in its employees are less attractive to prospective employees and will have difficulties retaining current employees. “The employees of today, both younger workers and their older peers, have values and attitudes that stress less loyalty to the company” (Mello, 2019, p. 42).
Long-term commitment to helping employees reach their true potentials, allows Exxon Mobil to promote a developing and continuous improvement culture. Offering additional training as an ongoing method rather than a onetime process, happening only during the new hire process. Employees realize that they must take responsibility for their own careers, but they also expect organizations to provide opportunities to do so. Exxon Mobil will make clear where development opportunities lie within the organization. According to Mello (2019), “the design of organizational work systems is not an easy task” (p. 183) and assigning tasks and responsibilities should be in balance with individual needs. Organizations that fail to invest in its employees are less attractive to prospective employees and have difficulties retaining current employees (Mello, 2019).
Abt, M., & Knyphausen-Aufseß, D. z. (2017). Chief human resources officers on top management teams: An empirical analysis of contingency, institutional, and homophily antecedents. Business Research, 10(1), 49-77. doi:10.1007/s40685-016-0039-2
Hardy, L. (1990). The fabric of this world: Inquiries into calling, career choice, and the design of human work. Grand Rapids, MI: William B. Eerdmans.
Keller, T. (2012). Every good endeavor: connecting your work to god’s work. New York, NY: Dutton/Penguin Group.
Mello, J. A. (2019). Strategic human resource management (5th ed.). Mason, OH: South-Western.
Reutzel, C. R., Belsito, C. A., & Collins, J. D. (2016). Human resource management executive presence in top management. International Journal of Organizational Analysis, 24(5), 985-1001. doi:10.1108/IJOA-10-2015-0916