Based on the readings and our work this quarter, it is apparent that it is possible for creativity and innovation to exist in established organizations and that these qualities can be encouraged by leaders and managers. It is difficult to maintain creativity as an ongoing aspect of the organization, but certain management attitudes and practices can contribute to this end. In this paper, the focus is on exploring ways in which the human resources function within the organization can support creativity and innovation.
There are a number of elements comprising the traditional human resources function, including recruitment, selection, orientation, training, career development, performance evaluation, and reward systems. In more recent decades, human resources has fulfilled the important functions of ensuring equal opportunity and supporting diversity.
There are a number of alternative pathways that can be followed for each one of these elements. For example, recruitment can be quite narrow. It can focus on looking at a narrow population base for new hires. On the other hand, recruitment can have an outreach element built into it, even an affirmative action aspect. This kind of recruitment intentionally expands the population from which new employees are drawn. It tends to increase diversity within the company. Although diversity can create stresses and tensions within the organization, it also allows for multiple viewpoints, which can increase the possibility of innovation and creativity (see Tom Chapell, 1993, e.g.). In order to more fully examine the opportunities available through human resources management to support creativity and innovation, each one of these aspects will be discussed.
Recruiting for diversity is not the only way in which creativity can be supported by the human resources function. There are other ways in which this can occur. For example, in looking at the readings about Lotus Development Co...