Hi, I am looking for someone to write an article on hr issues in the organisations Paper must be at least 1000 words. Please, no plagiarized work!

Hi, I am looking for someone to write an article on hr issues in the organisations Paper must be at least 1000 words. Please, no plagiarized work! Such a degree of centralisation is leading to employees’ frustration and disengagement (Vosburgh, 2007). There is a totally flawed reward system (Secord, 2003) working in the organisation, which again is designed by the ministry of defence. This design is not pragmatic (Pilbeam, S. & Corbridge, 2010) when it comes to dealing with civilian workers. Apparently, most of the work in these organisations is done in teams, but the reward system in place is not suited to this form of working. Moreover, this type of a reward system is anti teamwork and leads to a rift created between employees (Ulrich & Smallwood, 2005). With employees not receiving their deserved recognition and line mangers being helpless in this regard, organisational motivation is falling exponentially (Yeung & Brockbank, 1994). This entire problem is being caused by the “Cluster Panel”, which is totally callous to the working environment and is responsible for making appraisal decisions. The group has a defective method in place to assess an employee. The entire appraisal system (Yeung, Woolcock, & Sullivan, 1996) is dependent upon the line manager’s recommendation of an employee and that too is further conditional on his writing effectiveness. Even if a manager effectively encodes an employee’s accomplishment on the appraisal form, there is still no guarantee that this would secure an appraisal for the employee. This deficiency has two folded repercussions, one has to do with the line manager’s motivation level and the other has to do with an employee’s alienation with the organisational procedures (Newman & Hodgetts, 1998). One aspect that needs special attention over here is that of the military staff. Since they form a part of the total workforce of these organisations, they deserve to be treated like any other employee. On the contrary they are considered as alien to the organisational setting when they receive their compensation from the defence ministry. This sort of handling of the military personals is leading to a confusion arising in their midst with regards to their role, both in the military and in these organisations. Another important draw back in these organisations has to do with the absence of a motivator. Since employees consider performance bonuses as some sort of a lottery rather than a form of recognition, and manager’s acclamations as shallow, there exists a serious deficiency of a driving force (Miner & Crane, 1995). In these organisations mangers are the ones who are occupying the most pitiful position. They have no power what so every to express their viewpoint. They are mere spectators who are just watching the show, having no power what so ever to exert influence on any level of the bureaucracy (Losey, Mesinger, & Ulrich, 2005). Recommendations for Changes: In these circumstances in which the employees are feeling totally dejected with the organisational procedures, and mangers rather than being inspirational are showing a sorry picture it is important to come up with more effective Human Resource policies (Kramar, Mcgrew, & Schuler, 1997). It is inevitable that organisational productivity will fall and the purpose for which these organisations are in place will suffer a deep blow. In order to prevent such damaging consequences, change management needs to be implemented on an emergency basis.