Your office is a place of work where business and professional duties are carried out. It can have many types of people of varying authority and performing different jobs. Designing of office space therefore means catering to many people with multiple needs. Today there is so much scope to make great interiors possible in terms of looks, comfort, functionality and efficiency. With the coming of laptops, mobile phones and other technology designing office space has evolved into an art as well as science.

Every creative designer has tools at his disposal to shape the world of work – nature, artificial material, furniture and more. The work place is where most people spend a huge portion of their waking moments. So it is but natural to expect that place to be energizing and inspiring too. It has been proven that a good office interior design can actually increase productivity by leaps and bounds. Employees who are happy produce better quality work at a faster pace. A working area that has been ergonomically designed allows people to work without fatigue and pain for longer durations – this obviously has a positive impact on their morale and productivity. A good professionally designed office projects a good image about your company to your customers.

Now that we know how important office design is to the optimal functioning of a business, let us take a look at how to achieve a good one. First is to list out your needs and budget. Next is to hire the services of a professional interior designer if your budget permits it. Choosing a design, styles and layout are the next steps. Marking a focal point at various areas like a conference room or CEO’s suite etc is a technique that can be used to create a particular, calculated impression in the eyes of the beholder.

Your employees are the core of an organization and finding ways to make them excited about the work they do will produce a significant improvement in business performance. To increase motivation it’s important to understand what it is and what it can do for your company.

The Value of Motivated Employees

Too often, employees are viewed as faceless assets. They are put in the same category as computers and copy machines, treated as interchangeable cogs in the corporate machine. This happens despite countless studies showing that making employees feel valued and important improves business performance.

Motivated employees perform better. They don’t just occupy a desk and function at minimal levels. They take pride in their performance work faster and better. Organizations see a drop in absenteeism when workers enjoy coming into the office. Fewer employees are motivated to seek greener pastures thus the company loses less time to training new hires.

Business owners sometimes lose sight of the fact their own motivation is not always passed onto the employees. People start businesses they are passionate about but they need to remember their workers may not share that passion. They need to find ways to provide motivation and tie it to business performance.

Extrinsic Employee Motivation

One type of motivation is extrinsic, incentive that comes from outside a person. In the business world this is typically driven by employer incentives. Employees are rewarded by improved business performance.

Don’t simply accept good work. Recognize and reward it. Managers tend to expect perfection and draw attention only to thing workers do wrong, however negative reinforcement has been shown to be an ineffective personnel technique. Workers simply leave for a company that provides a positive working environment. Instead of focusing on problems, draw attention to positive work and exceptional performance.

Recognition should be immediate and directly tied to an employee action that improved business performance. Offer employees a choice of incentives. Although most companies offer cash bonuses, studies have shown that rewards such as extra time off or a premium parking space can be more effective.

Intrinsic Employee Motivation

The other type of motivation important to business performance is intrinsic and comes from within the employee. The organization can work to cultivate the attitude but in the end it incentive comes from the worker.

People like to be part of something positive. Have a strong mission statement and make sure it isn’t just words on paper. Practice what you preach. Employees see through empty statements but are impressed when a company backs up its beliefs with action. When your staff feels like they are involved in something great, whether it’s a service to the public or simply a terrific product on the store shelves, they create their own motivation.

Corporate performance management improves the capability of a business. It provides three important values to the business. They are information delivery, performance oversight, and performance effectiveness. These values help to understand, manage and improve the business. Corporate performance management system coordinates the performance of managers, staff, customers and suppliers within an integrated environment.

The basic elements of corporate performance management are providing information and strategy planning. CPM can provide the core decision makers direct access to required information. With a clear understanding of the facts of the business, informed decisions can be taken for boosting the performance. Performance oversight signifies an overall view of the business details. CPM provides the required performance oversight to the management which helps in optimizing the business. Performance effectiveness helps business executives as well as decision makers to set clear goals and work towards achieving them. CPM assures the necessary performance effectiveness.

Corporate performance management system combines the management process in a single, interactive and collaborative work space. Scorecards and reports can improve finance, operations and workforce. Web based collaboration and distribution capabilities improve the communication process. Corporate performance management system can reduce planning, forecasting and reporting time through data capture and analysis. It integrates business strategies, business measures and business actions.

Corporate performance management provides accurate financial information about the day-to-day activities of people, equipment and process. It can develop comprehensive plans and customized reports. It helps the organization to maintain profitable inbound and outbound relationship with the customers. CPM can reduce problems associated with reporting financial and operational data.

Corporate performance management finds use in the pharmaceutical and health science sectors. It can be used for clinical performance management and product demand forecasting. In the financial sector, CPM is applied in mortgage banking, incurrence claims and risk reporting. Corporate performance management is important in manufacturing areas. It is important in supply chain planning and manufacturing performance management. CPM application is important in aerospace and defense management. Other important CPM areas are retail performance management, vendor management, police performance management and the public sector.

In Human Resource (HR) and management circles nowadays there is much talk about Strategic Human Resource Management and many expensive books can be seen on the shelves of bookshops. But what exactly is SHRM (Strategic Human Resource Development), what are its key features and how does it differ from traditional human resource management?

SHRM or Strategic human resource management is a branch of Human resource management or HRM. It is a fairly new field, which has emerged out of the parent discipline of human resource management. Much of the early or so called traditional HRM literature treated the notion of strategy superficially, rather as a purely operational matter, the results of which cascade down throughout the organisation. There was a kind of unsaid division of territory between people-centred values of HR and harder business values where corporate strategies really belonged. HR practitioners felt uncomfortable in the war cabinet like atmosphere where corporate strategies were formulated.

Definition of SHRM

Strategic human resource management can be defined as the linking of human resources with strategic goals and objectives in order to improve business performance and develop organizational culture that foster innovation, flexibility and competitive advantage. In an organisation SHRM means accepting and involving the HR function as a strategic partner in the formulation and implementation of the company’s strategies through HR activities such as recruiting, selecting, training and rewarding personnel.

How SHRM differs from HRM

In the last two decades there has been an increasing awareness that HR functions were like an island unto itself with softer people-centred values far away from the hard world of real business. In order to justify its own existence HR functions had to be seen as more intimately connected with the strategy and day to day running of the business side of the enterprise. Many writers in the late 1980s, started clamoring for a more strategic approach to the management of people than the standard practices of traditional management of people or industrial relations models. Strategic human resource management focuses on human resource programs with long-term objectives. Instead of focusing on internal human resource issues, the focus is on addressing and solving problems that effect people management programs in the long run and often globally. Therefore the primary goal of strategic human resources is to increase employee productivity by focusing on business obstacles that occur outside of human resources. The primary actions of a strategic human resource manager are to identify key HR areas where strategies can be implemented in the long run to improve the overall employee motivation and productivity. Communication between HR and top management of the company is vital as without active participation no cooperation is possible.

Key Features of Strategic Human Resource Management

The key features of SHRM are

There is an explicit linkage between HR policy and practices and overall organizational strategic aims and the organizational environment
There is some organizing schema linking individual HR interventions so that they are mutually supportive
Much of the responsibility for the management of human resources is devolved down the line

Trends in Strategic Human Resource Management

Human Resource Management professionals are increasingly faced with the issues of employee participation, human resource flow, performance management, reward systems and high commitment work systems in the context of globalization. Older solutions and recipes that worked in a local context do not work in an international context. Cross-cultural issues play a major role here. These are some of the major issues that HR professionals and top management involved in SHRM are grappling with in the first decade of the 21st century:

Internationalization of market integration.
Increased competition, which may not be local or even national through free market ideology
Rapid technological change.
New concepts of line and general management.
Constantly changing ownership and resultant corporate climates.
Cross-cultural issues
The economic gravity shifting from ‘developed’ to ‘developing’ countries

SHRM also reflects some of the main contemporary challenges faced by Human Resource Management: Aligning HR with core business strategy, demographic trends on employment and the labour market, integrating soft skills in HRD and finally Knowledge Management.

References

Armstrong, M (ed.) 192a) Strategies for Human Resource Management: A Total Business Approach. London:Kogan Page
Beer, M and Spector,B (eds) (1985) Readings in Human Resource Management. New York: Free Press
Boxall, P (1992) ‘Strategic Human Resource Management: Beginnings of a New Theoretical Sophistication?’ Human Resource Management Journal, Vol.2 No.3 Spring.
Fombrun, C.J., Tichy, N,M, and Devanna, M.A. (1984) Strategic Human Resource Management. New York:Wiley
Mintzberg, H, Quinn, J B, Ghoshal, S (198) The Strategy Process, Prentice Hall.
Truss, C and Gratton, L (1994) ‘Strategic H