Introduction
The significance of staffing might not seem as high in the environment of an average company. Yet, the specified process has an evident effect on the delivery of performance and the overall quality of work. Furthermore, staffing is linked directly to creating premises for the further success of a company due to the opportunities for managing the company’s human resources and promoting the further development of their talents and abilities. Staffing allows aligning the available human resources and their potential with the organizational goals of a particular company (Qiu, Luo, & Jackson, 2016). Therefore, selecting an appropriate staffing strategy is a crucial job of a manager within an organizational setting.
Concrete Experience and Reflective Observation
The learning situations associated with the management of staffing issues mostly included the necessity to align the roles of employees at Bridgestone Aiken with the organization’s objectives. Since the company adopted an innovation-based approach at the time, encouraging employees to be proactive and making company-related decisions in the workplace setting, it was necessary to ensure that each staff member was aware of their role and responsibilities. The specified step led to the staff members accepting the corporate policies, values, and ethics, which helped to foster a more responsible attitude among employees toward managing tasks.
Theories and Principles/Abstract Conceptualization
Fayol’s theory, the Staffing Theory, and the Classical Management Theory can be viewed as the platform for encouraging an understanding of one’s significance within the corporate environment. Specifically, the theories provided below encourage employees to recognize their value and the contribution that their effort implies for the organization. Herein lies the reason for their choice; they help a manager to understand why the current team management approach fails to work or leads to undesirable results. When applying strategies based on the specified theories, a manager may expect a rise in corporate social responsibility among employees.
Theory 1
The use of Fayol’s theory could be useful in the context of a staffing dilemma. The selected approach will allow a manager to examine the roles of each staff member in their connection to the corporate goals (Singh & Rani, 2017). As a result, a manager can convince staff members to become a team and collaborate in the corporate setting.
Theory 2
The Staffing Theory, as the theoretical framework explaining the behaviors of employees in the corporate setting, is one of the most obvious choices for addressing staffing issues (Dörrenbächer & Geppert, 2017). The theory was created by Roger Barker and Paul Gump to study the changes in employees’ interactions in the workplace. The approach allows determining the connection between behavior differentiation and the population under analysis.
Theory 3
The Classical Management Theory will also assist a manager in addressing the staffing issue. Since the specified framework pays particular attention to the structure-related concerns, it will help a manager to explain to employees their roles within the corporate mechanism.
Summary
Encouraging cooperation in the setting of an organization turns possible once staff members realize what role they play and what functions they are expected to perform. The adoption of the theories described above helps a manager to build a culture of responsibility, unity, and corporate values within a team. Furthermore, the proposed theories help to show the staff the entirety of the organizational machine and the significance of their roles in it.
Testing and Application/Active Experimentation
As a manager at Bridgestone Aiken, I recognized the importance of an appropriate staffing framework fully. Therefore, the creation and implementation of a staffing strategy was the process of paramount importance for me.
Testing and Experiments
As a manager, I had to align the potential of the employees with the business goals of the organization. Since expansion and the acquisition of new customers, as well as the diversification of products and the rebranding of the company’s products, were the key goals at Bridgestone Aiken at the moment, I had to focus on fostering innovativeness and the ability to make decisions in staff members. The application of the theories listed above has shown that it is important to establish the approach toward staffing that allows assisting employees in understanding their role in the context of a company.
Findings
The resulting increase in productivity and diligence in the employee’s performance has allowed for a significant rise in the overall corporate efficacy. Furthermore, the selection for the described methods has contributed to the improvement of cross-disciplinary cooperation among staff members, promoting knowledge sharing and support among them. Therefore, the chosen management tools can be deemed as necessary for the environments that require reconsideration of distributing roles and responsibilities within a company.
Conclusion
The experience at the Bridgestone Aiken plant has helped me to gain the skills that improved the process of managing teamwork significantly. With a better understanding of the functions and responsibilities of a manager, I received a chance to control the production and quality-related tasks better, at the same time introducing employees to the notions of responsibility and decision-making in the corporate setting. As a result, a gradual increase in the performance quality was observed.
References
Dörrenbächer, C., & Geppert, M. (2017). Multinational corporations and organization theory: Post millennium perspectives. Bingley, UK: Emerald Group Publishing.
Qiu, J., Luo, B. N., & Jackson, C. (2016). Advancing organizational theory in a complex world: Advancing research in a complex world. New York, NY: Routledge.
Singh, R., & Rani, A. (2017). Human behaviour: In group, emotional intelligence & organisational culture. New York, NY: Notion Press.