Change is always permanent
and so is the innovation. It
enters almost periodically when certain concepts get
obsolete or redundant to follow. Innovation is not new, it exists since the
Ages of Stone, Bronze and Neolithic; of course, it is a natural
phenomenon. So a change in practice leads to adaptability to change
management. Mother Nature is a role model to this. Forest fire ravages the
wild growth during summer and provides room to new fauna and flora.
Innovation is born out of destruction.
When we, humans, look forward to new trends in our life style,
why not HRM? On these lines, innovation is defined as `any deliberate
and radical change in existing products or services, processes or the
organization practices in order to gain a total competitive advantage
over others'. This is the apt definition in the post-modern era where
practices in the past yield to refinement in the present and project
formulations for the future.
Universally, it has been seen that innovation happens in three
domain functions, namely new product, new technological process
and new organizational management practices. Quite a number of
new systematic innovations have taken place in a decade. Whatever be
the innovation, it has to be in line with the general practices governed by
an organization. In some cases, say, for medium-sized companies with
decent annual turn over, average employee retention and moderate
pay structure, the applicability of new trends may not apply at all as
the basic concept of Human Resource (HR) would just suffice in
ample sense. Here the innovation itself becomes redundant. |
