Companies in the 21st century are facing fierce competition, economic and global challengers. In the midst of challengers organisations should have distinctive competences to resist it. Survival depends on the maintenance of market share by having a good image, cost leadership, sound technical or service superioty, committed employees and speed of market. Organisations success depends on how well the use of resource are utilised in achieving the core competences. Human assets are becoming the most important resource because of the rapid growth in the service sector. Human resources hold valuable knowledge and information, which sets them a part as the source in creating intellectual capital that sets a firm a part from its competitors (Kamoche, 2001) The most important resource for successful organisation is its human resources therefore firms cannot treat human assets as commodities. To create value, management should try to find ways to utilise employees efficiently. The importance of human resource management to align with the business strategy is fundamental to the firm’s achievement of competitive advantage. As Bratton and Gold (1999: 08) describes human assets have the characteristic of creating value to the firm, be unique, difficult to imitate and substituted. In the past decade diversity has been the forerunner in the argument of human resource management. Workplace diversity is about acknowledging differences adopting to work practices to create an inclusive environment in which our diverse skills, perspectives and backgrounds are valued (Nicholas, 2000:14). This article will examine the benefits and the issues the firms would have in capturing diversity. The article will also concentrate on the central issue of the importance of integrating the human resource strategy with business strategy. Finally the article would conclude the problems faced by the HR managers in implementing practices and policies.
Diversity has been a competitive tool for most organisation because of the development of technology that results in the relocation of resources and people, increasing globalisation, aging of workforce, continued ethnic diversification (Hudson, 2002). Diversity is commonly referred in relation to ethnicity gender and culture but its scope is widened as far as age, disability, language, religouis beliefs, life stages and education....
... middle of paper ...
...ce Management, Trade Unions and Industrial Relations, Human Resource Management: a critical text, Rooutledge, London.
Guest, D. (1987), Human Resource Management and Industrial relations, Journal of Management Studies, vol .18, pp.24.
Hudson, R. (2002), Workplace Diversity a Competitive Advantage, Human Resource Management International Digest, vol.10, pp.9-12.
Kamoche, K.N. (2001), Understanding Human Resource Management, Open University Press Buckinghamshire, pp.22-3
Liberman, V.Harrington, L. (2002), Across the Board, vol.39, issue 3, pg 71.
Murphy, D. (2003), Diversity Efforts Don’t Help Firms Bottom Lines, Journal of Labour Research, vol 32, pg 37
Nicholas, S. and Semmartino, A. (2000), Corporate Awareness of Diversity in Australia Workplace, Australian centre for international business, Melbourne.
Robbinson, Dechant, K. (1997), Business Case for Diversity, pg 21-31.
Sheil, C. (2001), South African Breweries Group, Thunderbird International Business Review, vol 43, issn 10964762,pg 569-80.
Jackson, S. & Schuler, R. (2000), Understanding human resource management in the context of organisations and their environment, Malden Mass. Blackwell.
Need Writing Help?
Get feedback on grammar, clarity, concision and logic instantly.Check your paper »
- The term diversity in the past has been characteristically talked about in the context of women and minorities, but today organizations are starting to officially recognize disable people, gay people and lesbian groups (society of Human Resource Management, 2011). Organizations that are diversifying their cultures this way could be striving for a competitive advantage along with observing the EEOC rules and policy as it refers to discrimination and the fairness perspective. Leaders and managers in the organization must incorporate diversity polices in every aspect of the business’s function and purpose.... [tags: Management, Organization, Strategic management]
863 words (2.5 pages)
- Introduction Companies in the 21st century are facing fierce competition, economic and global challengers. In the midst of challengers organisations should have distinctive competences to resist it. Survival depends on the maintenance of market share by having a good image, cost leadership, sound technical or service superioty, committed employees and speed of market. Organisations success depends on how well the use of resource are utilised in achieving the core competences. Human assets are becoming the most important resource because of the rapid growth in the service sector.... [tags: Racial Diversity, Ethnic Diversity]
2075 words (5.9 pages)
- Introduction This literature review will examine areas of HRM’s part in dealing with a diverse labour force in associations to attain continuous economical benefit and government legislation that encourage, motivate and mandate diversity management in South Africa. This will be done by analysing articles and works in relation to the company Sasol and its subsidiaries in the country. Diversity was indicated to be the outline of variances that make persons who they are and their joint abilities to give towards organisational goals (Arthur & McCombs, 2008).... [tags: organizational efficiency, underrepresented groups]
1787 words (5.1 pages)
- ... SHARED SERVICES Shared services is the consolidation of business processes that are used by manifold parts of the same organization. The recognition of HR shared services has particularly developed due to the viewpoint that HR shared service providers (HR SSPs) would integrate centralization as well as decentralization models. (Janssen and Joha, 2006). Example Intellectual capital inside an HR SSP drives value creation. Human, social as well as organizational capitals are viewed both as mutually dependent and as drivers of HR value, which symbolizes the performance of HR SSPs in a proportion of exercise value to exchange value.... [tags: Human resource management, Human resources]
1410 words (4 pages)
- ... The main point(s) of view presented in this article is (are) The first challenge Human resource management is facing is globalization. Globalization is international integration arising from the interchange of world views, products, ideas, and other aspect of culture. With many businesses moving overseas the expansion of the global economy is prevalent now. Globalization affects the amount and kinds of jobs that exist and requires that company stabilize a complicated set of problems associated to dealing with people in different countries, cultures, environments, and business conditions.... [tags: globalization, diversity, economics]
907 words (2.6 pages)
- Functions of Modern Diversity Programs and Their Impact on Human Resources There is a certain amount of attention that needs to be paid to legal compliance in human resource management, but that is merely the tip of the iceberg when it comes to diversity management. The true challenge is in attracting, retaining, and motivating a diverse employee pool. This presents several challenges for a human resources department, and these challenges can be addressed in several ways as well. Recruiting Diversity management begins where all company employee relations begin – with recruitment.... [tags: Human resource management, Human resources]
1776 words (5.1 pages)
- Cultural diversity is a unique addition in organizations today; the increase in globalization has brought forth challenges in understanding and training towards proper cultural diversity management. Cultural diversify has brought many benefits in organizations throughout the workforce; this is done by delivering vast opinions and knowledge from a multicultural community of workers. In this paper diversity will be defined, and to further understand the role it plays in our organizations. To understand further, a discussion on the benefits of cultural diversity, policies and regulations, framework of human resource diversity management, and necessary training needed to fully understand and pro... [tags: Management, Human resource management]
1265 words (3.6 pages)
- Introduction Roosevelt Thomas brings to my attention many different points on diversity and the specifics of its meaning in the text, “World class diversity management: A strategic approach.” Interpreting that meaning and understanding his explanation of the notion of diversity is something I would like to discuss in this composition. I will declare on the universal definition of diversity and one focused primarily on workforce (demographics). Beginning with initial definition of diversity, I will then move onto the goals and motives, continuing onto the work values and primary focus, and finishing up with managing diversity in the workplace as it is applicable to this discussion.... [tags: Management, Human resource management, Goal]
1228 words (3.5 pages)
- ... Some economists argue that service activities are now dominating the economies of industrialized nations, and knowledge-intensive services or businesses are considered a subset of the overall service economy (Anderson & Corley, 2003). Moreover, the change in the economy has resulted in the displacement and unemployment of people who do not have the skills needed for knowledge-oriented jobs (Karren & Sherman, 2012). Skills are very essential in any organization. Without the knowledge of a very good skill, absolutely, there will be a failure in manufacturing to a service.... [tags: Management, Human resource management]
760 words (2.2 pages)
- ... HR includes training and development roles, which contains orientations, skills training, and career development programs. Performance management functions include performance measures, preparation and administration of performance appraisals, and discipline. Compensation and benefits services involve wage and salary administration, incentive pay, insurance, vacation and leave administration, retirements plan, profit sharing, and stock plans. The employee relations function includes responsibilities of attitude surveys, labor relations, employee handbooks, company publications, labor law compliance, relocation and outpatient services.... [tags: Human resource management, Management]
777 words (2.2 pages)