Human resources management - Essay Example

As such, human assets are the fundamental operational structures within an organization, and other assets to the company, such as land, capital, and resources, only come in as supplementary resources for the productivity of the company. The organization’s main goal is to develop the wisdom, skills, as well as ability of its work force in order to enhance its efficiency and experience (Chidambaram & Ramachandran 2012, p. 279). The second article deals with cultural influence on the investment strategies of the firm, as well as on the training and development program of its workers.

In most cases, especially where the location of the firm depends on labor from locals who do not have the proper kind of civilization as well as modernization, the company will have to suffer serious cultural influences from the hosts. For instance, a firm located in the Maasailand in Kenya would have to incorporate the deep Maasai culture into its organizational practices because these workers still uphold their traditional practices. These include a company dress code that permits the Maasai workers to adorn their full or partial cultural dress code, such as red khangas, or ornaments, or ear piercing for men, which in some cases in very uncouth for formality amongst most men, especially in the modern culture (Chowhan, Cooke, Karlene & Zeutinoglu 2008, p.26). The third article focuses on the way line managers involve themselves in the training and development programs of their employees.

The increase of line mangers participation in the involvement of learning and development of its workers plays a critical role in changing the relationships that exist between managers and the human resource. These in most cases are advantageous signs especially because the line managers get to learn the exact personality, skills, and level of expertise of each of their employee. As such, they are able to assist them to become better workers by assisting them to develop their weaker areas. Eventually, this leads to enhanced productivity within the company in general; all thanks to the support, each worker receives from the management to improve their skills and prowess.

Furthermore, the workers also develop deeper confidence and trust into the managerial level of their organization, as well as enable them to take initiative in order to undertake their duties and responsibilities at the organization (Eduardo & Rebecca 2011, p.16). The fourth article deals with the transfer of training skills and capacities from the worker to the organization, so that the company may enjoy the benefits of their trained workers. This is however not the case in many organizations as they often fail to transfer the knowledge from their trained workers after using billions of dollars for their development.

These transfer problems make it impossible for these workers to put into practice the new skills that they learned through their training, especially basing on the characteristics of training, which include self-efficacy, motivation, cognitive ability, as well as perceived utility of training. As such, a company should always ensure that all its trained employees put back into the company what they learnt through their training programs sponsored by the company (Gibb 2003, 291). The last article deals with the effect of on-the-job training offered to low paid workers in the state of Canada.

It is evident that on-job-training is a very