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Human Resource Management Q & A

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1. What are your thoughts on how organizations, and your organization in particular, can use the information in the article on diversity (Attached) to better understand, manage, and leverage diversity to achieve strategic human resource goals.

2. Some believe the HR department exists to further the interests of the employees to management, while others feel it exists primarily to further the interests of the company by giving professional counsel to management. Which position is correct? Why?

3. Most organizations find themselves in a flurry of recruiting activity after determining a need or having a job opening. Others often find that their recruiting efforts are not really recruiting at all but rather sorting resumes. Organizations that recognize the need for change, plan on growth and development, and prepare a strategic recruiting plan seem to be those that are most ready to thrive during times of economic uncertainty. Read the study on strategic recruiting in Ireland (Attached) and provide a critical analysis of the article to include:

a. How does this article compare with your own organizations current strategic recruiting practices
b. Discuss how you might implement the findings of this study into your organizations strategic plan for recruiting individuals.
c. Does the articles conclusions seem sound based on your own experience?

4. If a company needs to layoff because of declining sales, should it layoff personnel based on merited performance or based on seniority? Why? How?

5. Motivation and productivity seem to have a pretty strong relationship. The arguments can go back and forth and whether productivity contributes to motivation or does motivation contribute to productivity? Read the attached article on job satisfaction. What strategic initiatives can your current organization take to improve employee involvement? How would you measure success of such an initiative?

6. Which HR values should be a primary focus in a management training course for supervisors?

7. Research the controversial HR practice of checking a job candidate's social media sites as part of the selection process. Using at least one article, provide a summary.

8. What should be an HR strategy to best motivate employees to performance excellence? Should HR's strategy be the same in a for-profit company as it would be in a not-for-profit organization?

9. Read the article on innovation and strategy (Attached). It discusses several methods and indicators of quality and strategy when linked to strategic human resource management. Answer the following questions:

a. Considering all of your course work, which of the 5 pillars of HR (selection, compensation, training, safety, and EEO) do you think might be most impacted by a quality methodology?
b. What key aspects of this article do you think you can apply most to your current organization?
c. What has changed in our economy that might make this article of limited use?

All of the required articles are attached.

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https://brainmass.com/business/diversity-in-human-resource-management/human-resource-management-q-a-532924

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1. What are your thoughts on how organizations, and your organization in particular, can use the information in the article on diversity (Attached) to better understand, manage, and leverage diversity to achieve strategic human resource goals.

The article points out that the, "Attraction, management and retention of a diverse applicant pool of high performing professional workers" (Buttner, Lowe & Harris, 2010), is becoming a significant issue for organizations. It is important for organizations to realize this and develop a diversity climate that ensures diversity of the workplace throughout the chain of command as well as the elimination of discrimination and bias. This can be a challenge for organizations to maintain, even acknowledging its importance. In my own organization, we find that our culture is not reflective of the area's changing demographics, in part due to the lack of skilled professionals of color in our channel of trade. At times we have attracted employees of color but retention has also been an issue. We must solve this by developing training and encouraging retention.

In regards to retention, this article taught me that supplying a climate that considers, "Minority input in decision making and encourages more involvement of diverse workers is an important component of the psychological contract." The authors point out that African American employees may be particularly sensitive to the treatment of their supervisors. Diverse employees anticipate "diversity promise fulfillment" in which they can expect organizations to uphold their intentions to offer diverse workers. Employees of color assume that organizations will consider minority perspectives, eliminate racial bias and support unique issues of employees of color that are distinct from the general organization. However, breaching these intentions results in lower commitment to the organization and job satisfaction, as well as a higher level of cynicism. It appears that organizations must address general organizational promises, and, in addition, pay particular attention to employees of color's particular diversity assumptions and promises. In order to better understand, manage and leverage diversity, it would be important to train HR employees to this need, and then ensure that all members of the organization are aware of the organization's intent to satisfy the needs of all employees.
In my own company it would be worthwhile to have training programs for managers to understand the importance of creating and maintaining a positive diversity climate as a way to retain professionals from groups that are currently underrepresented. In addition, by paying particular attention to the needs of employees of color, greater retention and improved corporate culture is likely to result for all employees.

Buttner, E.H., Lowe, K.B., Billings-Harris, L. (2010). The Impact of Diversity Promise Fulfillment on Professionals of Color Outcomes in the USA. Journal of Business Ethics (2010) 91:501-518.

2. Some believe the HR department exists to further the interests of the employees to management, while others feel it exists primarily to further the interests of the company by giving professional counsel to management. Which position is correct? Why?

Both positions in regards to human resource departments are correct. An effectively run organization has an HR department that works to help management further the interests of the company, while helping to further the interests of employees to management. Essentially, an effective human resource department works as a conduit or middleman between employees and management. The department tracks information regarding federal and state laws in regards to benefits and compensation, and ensuring the organization complies with all laws and regulations. This works to protect management and employees. In addition, the human resource department is involved in training employees and monitoring their skills. Often, this involves job evaluations and performance evaluations. Again, this is helpful to both the employee and management, since both benefit by having clear view of skills and knowledge needed as well as the level at which a job is being performed. Hiring and compensation, and workers compensation are also part of the functions of the human relation department.

The human resource department is the liaison between management and employees. It serves to protect management from taking action that might be illegal or unethical. The HR department vets new employees to ensure standards are met and monitors existing employee's performance. Human resource departments also protect employees, by watching out for their interests, setting clear guidelines as to company policy and intentions, and publishing information for their safety and welfare. In times of conflict, the human resource department serves as an intermediary to arbitrate based upon laws, regulations, and policies.

Christiansen, M. (2013). What does the Human Resources Department do? Chron. Retrieved from http://smallbusiness.chron.com/human-resources-department-do-39847.html

3. Most organizations find themselves in a flurry of recruiting activity after determining a need or having a job opening. Others often find that their recruiting efforts are not really recruiting at all but rather sorting of all resumes. Organizations that recognize the need for change, plan on growth and development, and prepare a strategic recruiting plan seem to be those that are most ready to thrive during times of economic uncertainty. Read the study on strategic recruiting in Ireland (Attached) and provide a critical analysis of the article to include:

For better or ...

Solution Summary

This detailed solution discusses how diversity can be better used to achieve human resource goals; if HR department exists for the benefit of the company or employees and why; provides an analysis on recruiting strategically; suggests ways to make layoff decisions, discusses HR practices in regards to potential employee's social media usage; how HR can best motivate employees; and impact on 5 pillars of HR on quality methodology. Includes APA formatted references.

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See Also This Related BrainMass Solution

Siemens HR Planning & Development

Please help me with the following Case study and Questions:

SIEMENS CASE:

"A 'high performance culture is a way of working and a set of values which encourage people so that they are engaged to achieve high results. A high performance culture exists when everyone in the organization shares part ownership of a company the same vision and where they trust and value each other's contribution."
- The Times (UK), 2009

The High Performance team or HPT as a concept first emerged in the Tavistock Institute of Great Britain in the 50's. American giants like General Electric, Hewlett-Packard & Boeing have adopted it subsequently to increase production & build efficient business models. This was achieved by reconsidering the organizational culture, adapting & shifting it to merge with the business goals of the organization as well as the social needs of the individuals. At its heart, an HPT is an organization where workers views and opinions become important as a source that influences the decisions and actions of the entire organization, where workers are actively communicated with especially when it comes to decisions that will affect them.

A high performance team is adaptive & at times difficult to build especially if those attempting to build them do not understand the social dynamics behind putting together a diversely talented pool of individuals with pronounced differences. A high performance team is borne out of a specific purpose. Each organization has specific goals and a unique culture. The organizational culture exhibited by Google for example is very different from the more formal & bureaucratic culture of the FBI.

The case of Siemens: Diversity, Global Culture

Siemens AG is a global electrical and electronics business with a turnover of nearly £60 billion. The company employs just under half a million people around the world. It is based in Munich, Germany (The Times, 2009). Siemens' business interest is varied & affects individuals & nations. Households for example brew their coffee and toast their bread using Siemens appliances powered by massive electrical generators made by Siemens where electricity is distributed via Siemens interests as well. Hospitals rely on precise Siemens medical equipment like the MRI machine to save lives. Siemens also has wind farms, IT manufacturing & back end services, trains & transport machinery, automation systems like airport baggage handling services & machinery, lighting & financial services as well as R&D. For such a global behemoth, creating a specialized concept of HPT's for its organizational culture is key to success. Siemens looks to its people as the most important part of the organization, their HPT concept is known as 'People Excellence' (The Times, 2009)-

"For Siemens, people, like its technology and innovation, are a source of competitive advantage. To make the most of this advantage, Siemens makes sure that its employees work on developing the company's heritage of innovation. Siemens believes that there are many ways to make people feel valued and engaged. These range from a pat on the back, a personal letter or a special mention in a meeting, to a promotion or a higher salary. "

"Targets for individuals are related to targets for the whole business. Everyone plays their part in achieving great results. Siemens states that 'our business success depends on the performance of each individual, our teams and the total organization'."

"A high performance team is one in which all members of the team work toward shared targets and have a sense of shared responsibility for the results the team achieves. As the team performance improves over time, the better the results."

The Siemens HPT Design
? Achieving a High performance culture
? Increasing the global talent pool (diversity)
? Strengthening expert careers (Constant retraining & specialization)
? Siemens' Leadership Excellence Program (SLE)

Siemens' human resource management approach is a fine example of creating culture specific HPTs. For Siemens, its people are what make its organization achieve. Here, high performing individuals happen because of a culture that nurtures and supports their talents to help them achieve not just work-related goals but their own personal ambitions. In this kind of environment, diversity is not a barrier. What is important is high performance and that each individual is motivated to perform well which in turn creates stunning team results creating an overall business success.

QUESTION 1: Business environment is changing everyday and bringing new challenges to the HR managers. What are the challenges faced by HR Managers at Siemens in the UK?

Q 2: Comment on how HR activities contribute to the success of organisation. Use any of the HRM Models to explain your answer.

Q 3: Describe Recruitment and Selection strategies that are suitable for the High Performance working environment at Siemens?

Q 4: Explain how HR Training and Development helps Siemens to develop High Performance culture.

Q 5: What role Performance Management plays in achieving higher performance at Siemens? Elaborate by using performance management stragies.

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