This module is based on marketing objectives and level of standards, with the addition of sales in forecasting budgets and variances. Management of change is a major component of this module in an organizational setting. It studies the way people manipulate, and are manipulated by, organizations in the achievement of organizational objectives. The liaison of Human Resource Management (HRM) with the organization’s business approach is perceived to be key and critical in this partnership. This becomes perceptible through the changing alignments in HRM strategy and internal practices when effectively implementing business strategy. The role of strategic HRM is highly emphasized and the importance of it ‘fitting’ with the external environment. Most managers are more often than not charged with the execution of new business strategies despite lacking the necessary skills needed to effectively appraise and execute the changes required from a HRM perspective. Internal consistencies witnessed between the functions of HRM and other strategic functions within it, usually prove to be pragmatic issues.
Through case studies, human resource management and career development are critically illustrated with its expatriate assignments as organizational activities span nations and continents. These expatriate missions usually undergo through a comprehensive policy that addresses financial, logistical, and personal concerns. A high level of reluctance is usually observed in the acceptance of these vital assignments by some prospective expatriates, as some juggle between two careers. By scrutinizing these case topics, many issues relating to management of international careers are widely exposed. Social and environmental trends are also seen to have impacted these organizations to reconsider their policies on HRM and for one to gain promotion into management, they emphatically cite on international experience as a prerequisite. Organizational strategy and stage of internationalization is deeply explored in this module with its implications on its human resource capabilities on the diverse workforce. A variety of regions in the world are introduced to demonstrate the incessant difficulties in adaptation to global strategy, culture, or even the administrative custom of either the foreign mother company or the host country. This only demonstrates that the more traditional homogeneous and mono-cultural organizations are no longer effective in the increasingly globalized marketplace.
Francoise Roy’s Diversity Management Plan
This case illustrates and applies Francoise Roy’s concepts of diversity management when she was the human resource director at the People’s Bank of Quebec (PBQ). She entailed on a comprehensive program that would promote diversity in the bank. By eliminating discrimination among personnel, she called for an increase in both cultural and ethnic minority representation. Diversity has various dimensions and its core may range from race, gender, ethnicity, age, culture, sexual orientation, religion, status, education, income levels, language, and so on. Most personnel in the bank were French-speaking Quebecois with women constituting a large portion in the labor force. Despite this fact, women were marginally represented in managerial positions. Among the minority groups, Francoise was familiar with the high number of competent and gifted people in the workforce from which the bank would extensively benefit from if they were in managerial positions. Rather than meeting legal necessities, she also knew that the Bank would perform better from a diverse workforce that would better serve its ever more diverse clientele. Although she knew that it would take time to implement her equity plan, she truly believed in it with its power to change the hearts and minds of the homogeneous organization. In order to promote diversity, she proposed the following in her action plan.
1. SET RULES AND PRACTICES WHICH PROMOTE DIVERSITY
1.1. Design and implement a global equity policy
This policy will help to provide all indispensable ingredients needed in the efforts of reducing gender inequalities around the world. It will also improve productivity in large through a balanced and fair workplace relations system, in consistent with the organization’s core values. It will provide for equal remuneration of work and its value, and protect genuine workplace representation while enshrining collectiveness. A global employment equity and representation in the workplace will make a vast difference in the social and economic fate of many around the world, and as well as improving competitiveness among organizational enterprises. In order for this policy to meet its obligations, organizations should raise staff awareness by designing and conveying programmes that support equity aims (Shen, Chanda, D’Netto & Monga, 2009).
This policy will probably fail without government support with the inclusion of various stakeholders and social partners for this policy to be effective. It has major concerns on its efficiency and cost-effectiveness, as most governments might fail to meet this overwhelming demand including the preferred means of meeting this obligation (Burke & Copper, 2005).
1.2. Design and implement an anti-harassment policy which protects member’s of
Diverse groups facing any type of harassment and victimization are legally protected in the law and the violation to law is ground for punitive action by any disciplinary body. This will help in combating any hate speech or action against minority members. It will motivate competent and talented members join a workplace knowing that they will be judged on merit and not stereotypes (Wilton, 2010). It will also set in harmony in the workplace and improve productivity as no time will be wasted on unwarranted squabbles. However, this policy should be generalized in the workplace so that everyone is included, and by doing this no one is exceptional and can be prosecuted. This will gradually change mindsets and attitudes.
This policy will be hindered since there are structural laws that give inherents an upper-hand in the job market.
1.3. Design and implement a staffing policy
This policy encourages equality in the staff hiring process and will emphasize on a thorough examination of job candidates and considerably adhering to their academic or skill qualification before they are hired. This eliminates nepotism and other forms of corruption associated with the process, and it significantly promotes a diverse pool of job applications. The potential candidates will be required to undertake various personal tests which will confirm their suitability (Cook & Glass, 2009). This also brings in professionalism, efficiency, and credibility within the organizations as only the ‘best’ will be considered. It will also help the process stick to its ethics by eliminating unacceptable interview questions. However, this policy can meet its full potential if the hiring decisions take into account the level of degree to which the candidates demonstrate through their past actions the values vital to the organization’s philosophy that encourages diverse workplace relationship (Burke & Copper, 2005).
This policy is quite experimental and such programs by no means produce ‘slam-dunk findings, and its results may be marginal. Compromises may be made in the course of this policy towards budget and so on, just to suit the skills or recommendations of available staff, therefore making a small effect. This also brings in delays in hiring and slow productivity in the organization due to the tedious process which might take long.
1.4. Train managers on the requirements of the Employment Equity Act
This creates a cordial working relationship between the manager and employee because diverse personnel comprise a massive set of values, beliefs, understandings, unique information, and ways of viewing the world. Managers will better know the rules and regulations needed when working with a diverse workforce, and this will help them not to infringe their rights. This will also help in solving any grievances within the workplace. It will also help eliminate unfair promotion, training, suspension, test, or demotion of an employee by the managers (Epstein & Manzoni, 2006). Generally it will eliminate stereotype mind-sets at managerial level. However, this fairness in the workplace can be promoted through workshops that will help managers see a positive side of an employee through communication. Managers should openly exhibit and champion diversity in the workplace by investing more time and effort in recognizing and inviting diverse backgrounds into the organization.
This policy will only set the fundamental necessities of a manager towards workplace equality but without their experience in managing a diverse or organization it can prove quite futile.
Francoise Roy’s aspiration for a diverse workplace relates to the current business concern of a workforce diversity which is quite essential in the twenty-first century even though it historically began from affirmative action programs. A political and legal interest in diversity has transformed most human resource managements in organizations towards embracing this concept, although a lot still needs to be done. Increased globalization also calls for a diverse workforce or else, most organizations would competitively ‘get beaten’ in the market place have low productivity or face image risk. As an instrument against discrimination, organizational diversity can also be viewed as a strategic resource in eliminating this social-vice. We have seen that diversity entails both external and internal forces that respectively come from legislation, discrimination issues, social policies, and a heterogeneous labor pool. However, when used appropriately, diversity can be used as a strategic asset in improving organizational performance.
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