Sample Solution

    Social mobilization theory in HRM attempts to explain and predict how employers can best motivate, engage and energize their employees. This is done by recognizing that changing the behavior of an individual employee requires motivation from both within the employee themselves and from other social sources around them. This theory was

developed in response to traditional Human Resource Management (HRM) approaches which focused on controlling employee behavior rather than motivating it. Social mobilization theory proposes that organizations should recognize, nurture and leverage the power of group dynamics and networks to effectively motivate employees and encourage desired behaviors. This theory belongs to the frame of reference for ER/HRM proposed by Budd & Bhave (2020). It falls under the category of ‘interactive perspectives’, which focuses on understanding Employee Relations through an emphasis on collective bargaining, worker participation initiatives as well as workplace networks or groups. According to this frame, organizations can use such social networks or groups as a platform for improving communication between different levels of management while actively engaging with employees at various stages in their career development. Social mobilization theory has demonstrated high quality utility when implemented appropriately across a variety of industries. For example, research conducted by Akhtar et al., 2021 found that when employers build strong social networks among their employees they are able to create a culture where workers willingly put forward ideas in order to help achieve organizational objectives more efficiently while also increasing engagement amongst workers who often feel ignored in larger corporate settings. Furthermore, this approach has been successful in generating positive outcomes even when applied across cultural boundaries; research conducted by Haller et al., 2020 showed that implementing effective cross-cultural communication strategies based on social mobilization theory improved job satisfaction rates among international firms significantly over a six month period compared against those firms without such programs. However there remain areas where this approach fails adequately explain certain phenomena: for instance some researchers have argued that its reliance upon large scale network structures may leave out smaller cohorts with disparate interests due to its emphasis on “network logic” rather than individual perspectives (McGinley et al., 2020). Additionally its focus upon collective action overlooks cases where individuals may be motivated or affected differently depending upon their personal circumstances or preferences - something which needs further exploration if we are to better understand how it functions within specific contexts or workforces so as not reach inaccurate conclusions about its overall efficacy . In conclusion Social Mobilization Theory appears highly promising given its success thus far however there remains scope for development particularly regarding gaining further insight into how these principles might apply specifically within different context e.g age range differences , geographic regions etc Alongside this , additional research is needed into how motivations differ according between individuals so as provide tailored solutions through application of this framework whilst also taking into account wider implications related topics such diversity inclusion initiatives .