Now, it is widely known that there is an extensive list of external factors that determine the success rate of a business. But there are a number of various internal factors that contribute to that very same success of an organization. Not only is the quality or quantity of the resources and technology that a company possesses that counts, but the employees and their skills also create a substantial part of a company’s success. Human resource management can sufficiently be defined as any and all of the “policies, practices and systems that influence employees ' behavior, attitudes and performance” (De Cieri). The practices of human resource management can give an organization the competitive advantage needed to maintain market share. Especially …show more content…
This is done by developing the knowledge and skills of their employees, also referred to as the human capital pool. The quality of a company’s human resource management team could affect their ability to adapt to changes, which in turn determines their competitiveness. Competitiveness in the business world could be defined as a company’s ability to maintain current market share and eventually work towards gaining market share in its industry field (De Cieri). There are numerous critical factors that an organization must take into careful consideration when being involved in human resources. First off, profitability used to satisfy shareholders must be ensured, while at the same time the need to be providing quality products or services to customers. Next, the company involved needs to weigh in its responsibilities and duties to the community it is connected with by ensuring that it is being environmentally friendly and by also getting involved in other beneficial ways as well. Furthermore, an organization needs to provide a desirable and safe working environment for its employees to ensure productivity and profitability. Human resource management is considered to be implemented strategically when the practices and processes involved are planned and driven towards achieving an organization’s goals (Noe). It can be suggested that recruitment …show more content…
It is suggested that by understanding cultural, social, demographic, and other diversities in the workplace, organization can improve employees ' sense of belonging. At times of organizational changes, this may help reduce stress in the workplace (De Cieri).” Management diversity can be initiated at three levels: the strategic level, where it plays a critical part to achieve organization’s success. The managerial level, where management practices are designed to support diversity. And the operational level is where diversity management is applied in the workplace. However, for diversity management to be effective, it is important that it takes place on all levels of the organization. A concept introduced by SC Johnson, the 'Compressed Work Week ', allows employees to compress their working week and enables them to leave work at 1:00 p.m. every Friday afternoon. This approach is used to maintain focus on working towards the business needs rather than the clock. This program includes flexible work options such as working from home, paid maternity leave, an employee recognition program, and an on-site gym. Management support is apparent for even the senior management is seen practicing a 'Compressed Work Week ' and leaving work at 1:00 p.m.
In summary, most workplaces are becoming increasingly diverse as people from different genders, races, cultures, ethnic origins, and lifestyles find themselves working together. The key to making diversity work is management. Knowing what they are and understanding what effects (positive or negative) they have on the organization is very important to the success of the company.
Merriam-Webster defines diversity as “the condition of having or being composed of differing elements; especially the inclusion of different types of people (as people of different races or cultures) in a group or organization” (Merriam-Webster, 2016). With diversity including many different elements, the concept of workplace diversity also covers a broad spectrum of topics, and continues to evolve as many companies look to expand globally. This subject has become increasingly important among managers over the last couple of decades, and has helped to reinforce other concepts such as affirmative action and equal opportunity employment. While most people believe that everyone should have the same opportunities available to them, and that we
It helps to promote the organization which leads the company in the direction of becoming an international force to be reckoned with. When diversity is embraced in an organization, it grows the global portfolio and provides employers and employees with multiple options. It helps a person learn to be flexible and to overcome obstacles that get in their way. We all know that the world is diverse with many different cultures, genders, religions, and ethnicities. However, implementation of diversity is imperative within an organization because it allows access to a larger pool of complex ideas. As demographics shift globally, diversity is a necessity that organizations need to embrace in order to show their commitment to being open to change. Diversity in the workplace is important for the organization and the employee because it allows the organization to flourish through outreach and recruiting efforts.
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)
Barak, M. E. (2005). Managing diversity: toward a globally inclusive workplace. Thousand Oaks, Calif.: Sage Publications.
Today’s management in the workforce is composed of all types of people verses thirty years ago when white males held a majority of upper-management positions in companies. These positions are now held by a mixture of ethnic back grounds and women who hold just as many if not more management positions then men. Just by looking at the changes in management demographics shows how important it is for people to understand cultural competency in the workplace. Dr. Roosevelt Thomas Jr. (1999) stated, “Diversity is the collective mixture of whomever we have in our workforce characterized by their differences and similarities” (p.11). Managers and supervisors must understand the characteristics of a diversity mature individual; they also need to be able to articulate the differences between affirmative action, managing diversity, understanding and valuing diversity to build skills that transforms awareness into productive and supportive workplace behaviors.
However you define the activities of management, and whatever the organisational processes are, an essential part of the process of management is that proper attention be given to the Human Resource function. The human element provides a major part in the overall success of the organisation. Therefore there must be an effective human resource function. In the past, most organisations viewed Human Resource Management (HRM) as an element function, that is an activity that is supportive of the task functions and does not normally have any accountability for the performance of a specific end task. Because of the emphasis on analysis and precision there is a tendency for strategists to concentrate on economic data and ignore the way in which human elements and values can influence the implementation of a strategy. 'Economic analysis of strategy fails to recognise the complex role which people play in the evolution of strategy - strategy is also a product of what people want an organisation to do or what they feel the organisation should be like.?(1).
An organizational human resources department utilizes the hiring and firing process to meet the organization’s personnel needs. Organizational human resource departments are charged with the oversight of an organizations administration department. The practice of hiring and firing people is a process employer’s conducts on a daily basis. This process has to be done in a proper manner and not in haste. The implication that can occur from the improper hiring and firing process could and can have a positive or negative impact on an organization. Therefore, employers must carefully evaluate their decision to hire/fire individuals and its impact on the organizations’ workplace environment and others employees. Human Resource Management is important for an effective organization. In today’s organization, HRM is valuable to the organization because of increase legal complexities and its known for improvement in productivity. However, management should realize that poor human resource management could result in an outburst of hiring process followed by firing or layoffs. According to (Satterlee 2013, p. 194), “Hiring the best candidate who is also a good fit for the organization is crucial for the success of an organization, because a poor hiring decision will have repercussions across the entire organization”. Satterlee made a valid point because poor hiring could have an impact on the bottom line performance of the firm. In other words, HRM is the contributing factor to the success of the organization including motivating and maintain the staffs. The purpose to the motivation is to ensure that all employees grow to a full potential. According to (Sims 2006, p. 5), “HRM efforts are planned, systematic approaches to increasing organizati...
It would be wise for organizations to pay extra attention to the study of diversity so that executives will be able to manage and determine new effective strategies to adapt to change in the workplace; also be prepared for leading organizations to achieve its desired goals for the future. Managing diversity appropriately can create a healthy work environment in the workplace and also encourage employees to be loyal toward organizations. “The challenge of implementing is to simulate managers and employees in the whole organization to work with pride and enthusiasm toward achieving stated goals and objectives” (David, 2011,
Nowadays, the phenomenon of globalization has massively affected the social and cultural values and has made an assembled standard of uniqueness and obstacles. Moreover, international organizations such as multinational companies, corporate brandings, non-governmental organizations, and global media play a critical part by quickening communications among social societies worldwide (Ghodrati, Joorabchi & Muati, 2015). Especially for the effect of globalization, world has started become more culturally diverse and incorporated each and another. In today’s workplace, a constructive effect of cultural diversity in the work environment is that employees having a place
In my opinion, HR practices can make positive contributions to organisational performances, because except the unpredictable external environments, human resource management can improve the most factors that affect employees’ performances which finally influence organisational performances in long-term perspectives. This essay is aim to prove human resource practices can positively effect organisational performances based on literature discussion and empirical evidences. The next section briefly brings few negative views about the limitation of HRM related to improving organisational performances. The third section discuss the positive relationship between HR practices and organisational performances are established by applying HRM processes of hiring, selecting, placing employees as well as creating employment relationships within organisations. The final section is going to analyse an example company Mark & Spensers successfully utilised HR practices to improve their organisational performances and created competitive advantages.
Consultants and the managers as well as business leaders believe that effectively managing and handling the diversity is the competitive advantage. This advantage stems from the process in which diversity management affects the organizational
Human resource management is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations. Human Resource management is evolving rapidly. Human resource management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce. (1)
Diversity also gives many type of organizational culture inside the organization such as an employees can pursuing themselves into career position without being afraid with the gender, race, religion, nationality and other relevant factors that may relevant with the performance (Bryan, 1999). Besides, the diversity also brings the conve...
In the 1980’s, the birth of a new concept called ‘Human Resource Management’ was born. This trend comes after an intense period of Taylorisation, Fordism and now, McDonaldisation. HRM came to counter balance these trends and to consider the concept of the Man as a Man and not as a machine. For the last several decades, the interests of companies in "strategic management" have increased in a noteworthy way. This interest in strategic management has resulted in various organizational functions becoming more concerned with their role in the strategic management process. The Human Resource Management (HRM) field has sought to become integrated into the strategic management process through the development of a new discipline referred to as Strategic Resource Management (SHRM). In current literature, the difference between SHRM and HRM is often unclear because of the interconnections linking SHRM to HRM. However, the concepts are slightly different. Thus, we can ask, what is strategic human resource management? What are the main theories and how do they work? What do they take into account and how are they integrated? What are the links between SHRM and organization strategy? In order to answer to these questions, we will precisely define strategic human resource management, followed by a look at the different approaches built by theorists, and finally, we will see the limits between the models and their applications depending on the company’s environment. Discussion Strategic Human Resource Management: definition Strategic human resource management involves the military word ‘strategy’ which is defined by Child in 1972 as "a set of fundamental or critical choices about the ends and means of a business". To be simpler, a strategy is "a statement of what the organization wants to become, where it wants to go and, broadly, how it means to get there." Strategy involves three major key factors: competitive advantages (Porter, 1985; Barney, 1991), distinctive capabilities (Kay, 1999) and the strategic fit (Hofer & Schendel 1986). Strategies must be developed with a relevant purpose to sustain the organizational goals and aims. SHRM is one of the components of the organizational strategies used to sustain the business long-term. SHRM defined as: “all those activities affecting the behaviour of individuals in their efforts to formulate and implement the strategic needs of the business. (Schuler, 1992)” or as “the pattern of planned human resource deployments and activities intended to enable the firm to achieve its goals.