Human Processed Based Intervention Theory, Research Paper Example

The problem is Humana is searching for a way to improve clinical and customer focus using a change in management style called Total Quality Management(TQM)(Humana,2003). The Human Resources department has identified that there are gaps in management, poor quality, lack of employee’s personal development, customers unsatisfaction, processes, employees do not have proper knowledge levels for positions and emotional problems with the new changes. Total Quality Management(TQM) is a management style that is continuous improvement and interventions aimed at product, processes and employee improvement.  The primary goal of this paper is research different concepts of HRD that can help change Humana. In addition, discuss interventions to address Humana’s employee’s emotional changings using the HRD of Human Processed-Based Intervention Theory.

Human Processed-Based Intervention Theory can be used to improve a person’s ability to better communicate with other people in groups and individually. In addition, to helping individuals master intergroup and intragroup communication (Werner & DeSimone, 2006).  Human Resource Development (HRD) is structure that assists employees with the development of their personal skills and organizational skills. The HRD activities include performance development, career development, employee training and succession planning. The primary focus of the HRD organizational activities is developing a quality workforce that will succeed at the company’s mission and the employee’s individual goals. The concept of HRD is based on adults successfully functioning within a business system or concept while focusing on equal success of the employees along with the organizations excellent performance (Swanson & Holton, 2009).

HRD is the change agent that helps the company transition from the different types of strategic HRD interventions. HRD is an approach that focuses on the integration of employee training, organizational change and career and career advancement. These efforts are geared towards improving knowledge levels of employees while striving for the overall improvement of the organizations effectiveness as a whole. The primary goal of HRD is to develop and unleased the maximum potential of employees while improving areas of leadership, organizational effectiveness, employee empowerment, performance improvement, training and development and workforce development (Swanson & Holton, 2009). The range of emotions that employees tend to use when face with organizational change is fear, flight, frighten of the unknown, and self-doubt. The “Human Processed-Based Intervention Theory” can help human resource development professionals with a model that is design to deal with organizational change to create employees emotional responses.

Human Processed-Based Intervention Theory

The Human Processed-Based Intervention Theory can be used by an organization to focus on changing the behaviors and dealing of the emotions of change. The interventions can help assist with modifying employees attitudes, promote group problems solving and team building activities (Werner& DeSimone, 2006). The organizational that is implementing a new philosophy or management theory like Total Quality Management (TQM) will have emotional resistance from the employees. The employees are naturally afraid of change that takes them out of their comfort zone with software or job task that has been used for many years by the company.  The organization that makes a significant change that impacts the way the department functions must be prepared to deliver interventions to counteract the emotional fear of the individual or groups. The best example that HRD can help calm down the emotional change of the new telephone systems is providing employees with training modules with hands-on application. The hands-on application helps with easing the tension of working with new equipment that may affect their jobs performance.

The Human Processed Base Intervention model teaches the employee new attitudes towards change that allows them to embrace the organizational change or help others in groups to make the emotional transition. One the interventions that can help understand which emotions the employees are experiencing because of change is an anonymous survey. This intervention has dual purposes such as allowing the employee to feel comfortable providing honest feedback about their emotions because it’s anonymous. Secondly, the survey intervention allow the company to received feedback from the individuals and groups.

There are two types of Human Processed-Based Intervention Theory is survey feedback which is a systematic collection of data that can help employees with problem solving skills and conflict management. The employees can learn the difference between good conflict and bad conflict which allows groups to achieve success. The second type of Human Processed-Based Intervention is team building which normally includes some role playing that allows the employees practice responding the team conflict or group problems. The HRD professional can use this tool for all employees regardless of position or title because the organization needs to change as a whole versus just a few departments.

Emotional Effect

HRD has the ability to development and deliver different interventions to address the range of emotions employee experience as an individual and in group environments. The employee can feel resentment when a new employee has been promoted when the employee feels they are qualified. The employee without training may cause disruption in the department because they have not been trained on how to handle such an emotional issue. The HRD interventions can create interventions that allow the employee the opportunity to learn different ways to address management without conflict (Jacobs, 2014). Another emotional response is an employee has found out the company is changing to a new accounting software. The employee is terrified she will lose her job or her competition in the department have better computer skills. As a result, the employee either quits the job or becomes angry causing problems in the department. However, HRD interventions can teach the employee new interpersonal skills to adapt to change.

The HRD has diverse interventions that can even address intragroup and intergroup conflict. The intragroup interventions can teach employees how to understand disagreements and misconceptions between group members. In addition, provide employees with tools and mechanisms that help team members make better team decisions (Jacobs, 2014). The intergroup interventions can teach employees how to deal with groups that have different skills, background and different goals for a project. The employee can learn how to disagree with being confrontational and how to negotiate a winning result without losing the group to resentment, misconceptions and unresolved arguments. The emotional effect of employees can not be underestimated by the company nor the HRD professional that deliver the interventions. The emotional fallout can destroy the cohesion of individual relationships in the department and divert groups from succeeding.

Key Points-Recommendations

The primary key points are Humana HRD organizational activities should focus on developing an educated and informed workforce that is concerned with meeting the organizational goals and their own personal development goals. The concept of HRD that should be utilized by Humana is based on adult quality performance while functioning in an individual or group climate with the primary goal of meeting the company’s mission. The HRD model can help Humana assist the employees with reaching their potential. In addition, this model will teach the Humana employees how to reach their full potential in area of performance, leadership, empowerment and intrapersonal skills expertise.

Humana can use HRD as one the best change agents that will assist the organizations with emotional change and transition using different types of strategic interventions. The HRD model will help the Humana HRD teams on how to integrate employees, processes, career, organization and employee training development.  The “Human Processed-Based Intervention Theory” is an excellent tool that provides mechanism for employees to resolve emotional responses because organizational changes. HRD has the ability to implement and present various interventions to help with the emotions employee encounter with groups and as an individual.

References

Humana. (2003). Humana looks to ISO registration to address quality improvement and customer satisfaction. US National Library of Medicine National Institute of Health. Vol 1, pg.8-9

Jacobs, R. L. (2014). Perspectives on Adult Education, Human Resource Development, and the Emergence of Workforce Development. New Horizons in Adult Education & Human  Resource Development, 26(1), 13-21.

Schmidt, Steven W. 2010. Case Studies and Activities in Adult Education and Human Resource  Development. Charlotte: Information Age Publishing, 2010. eBook Academic Collection (EBSCOhost), EBSCOhost

Swanson, R. A., & Holton, E. F. (2009). Foundations of Human Resource Development. San Francisco, Calif: Berrett-Koehler Publishers.

Werner, J. & DeSimone, J. (2011).Human resource development. Boston: MA, South-West Cengage Learning