Personnel and Organization Policy - Report Example

Management College: The role of human resource manager in an organization is to ensure that there is a unified process of recruitment, and that the each position has the same job description and performance measures. This is a legal requirement that aims at providing fair and equal opportunities to the diverse labor force, especially in the global job market. Growing companies such as Johnson Enterprises have found it a challenge to maintain uniformity in the recruitment criteria in order to avoid the legal consequences of un-unified selection process. This situation leaves the human resource managers with a role to conduct a thorough business analysis in order to identify the job position of a particular job position and the attributes that are required in performing the duties, in order to standardize the selection criteria with fairness and transparency. The essence of this white paper is to present the need for human resource managers to conduct a thorough job analysis while formulating a recruitment procedure. Job analysis is a crucial tool that helps the human resource managers to match a job position to the best employee who would fill the position effectively. Economists have figured out job analysis as a two stage process essential to fill a job vacancy (Maren, 2005). The first stage is task oriented and requires that the human resource managers evaluate the available position, the activities and functions associated with it. The second stage is worker-oriented and the human resource manager has a duty to identify the right person with the right qualifications and attributes to perform the tasks demanded by the position. In this view, the selection process aims at capturing the best fit for the position, one who would satisfy the knowledge, experience and virtues required in the position of interest. Through job analysis, the human resource managers are able to recruit the right quality of employees desired in the firm. In addition, job analysis will define the employee induction process, the training process, and the employee promotion criteria. While conducting a job analysis, the human resource managers are guided by principles of fairness, transparency and equal job opportunity for all citizens the global labor force. While conducting job analysis, the human resource managers are required to act within a legal framework that outlines the procedures and principles that must be applied in the recruitment process. A legal framework is defined by the government in order to protect the rights of the minority groups in an effort to enhance the spirit of diversity management. The labor force market is diverse in the sense that each person has their unique characteristic that makes them different from others. The government stands against enterprises that sideline employee in terms of their race, color, gender, disabilities, religion and nationality. The legal framework dictates that the criteria of selection process be documented, stating clearly the nature of the job and its responsibilities and the qualifications that best suit the position. In addition, the law provides clauses to ensure that the minority groups are given an equal chance of absorption in the work environment. For instance, the Equality Act of 2010, earlier known as equal pay act (EPA), dictates that two individuals who held the same position and responsibility at the same time must have the remuneration (Maren, 2005). The America Disability Act (ADA) requires that people with disabilities be provided with equal chances of employment in the recruitment process. In essence, the legal acts enforce principles of equal opportunity of employment for every citizen. The legal implication of unfair recruitment process can be far reaching and unhealthy for business enterprise. The law allows that individuals who feel that they are denied a fair chance of employment to seek legal address of the matter in a court of law. For instance, the Kentucky Supreme court in 2001 heard a court proceeding in which Ms Ella Williams sued the Toyota Motor Manufacturing Company inc. Ms Ella had worked in the Company’s Pneumatic workshop where he developed Serious Carpal Tunnel Syndrome that prevented her from proceeding with the employment. The company human resource reinstated her by providing her with a job that required little movement and less tedious in order to avoid find another complication. Later, she was laid off when the position required intensive movement and extraneous activities. In a court ruling, the American Disabilities Act was used to defend Ms Ella William from losing her job (Legal Information Institute, 2002). Therefore, the human resource managers must remain within the relevant Acts while designing the position requirements in order to avoid losses that may arise if legal actions are taken against the organization. Uniform Guidelines on Employee Selection Procedures (UGESP) of 1978 define the standards that the human resource manager should follow while conducting recruitment. One feature of UGESP is the job analysis content validation procedure that stipulates the way job positions must be analyzed. The requirement of this clause is that the human resource managers conduct a thorough research in an effort to determine the nature of the job, the duties and functions required by a position before documenting. The job requirement description must be seen to reflect the activities and duties required in the specified position (Myers, 2003). After this, either content validity or construct validity procedures must be used to demonstrate the linkage between the documented job qualifications and duties to be satisfied. EGESP provided that these procedures be applied by not only human resource managers in organizations, but also recruiting agencies that hire on behalf of organizations. In addition, these guidelines lay out the gender, race, and ethnic balance that should be adopted in an organization. For instance, the four-fifths ratio rule demands that one gender should not exceed 80% of the employees in an organization. The Uniform Guidelines Employee selection procedure forms a platform for validation of a selection process for human resource managers. EGESP advocates for fairness, transparency and justice in the recruitment process (Garreth & Jennifer, 2011). As a company grows, the labor force pool extends and the need for diversity management sets in posing a new challenge for the HR managers. In this case, there is a need to device universal recruitment mechanisms that will ensure that the organizational recruitment procedure applies across all environments. EGESP defines the guidelines that an organization should utilize when designing recruitment mechanisms that are universally acceptable in the majority of states. The application of EGESP will allow human resource managers to cater for the different races, gender and ethnic backgrounds that are unique in every environment (Garreth & Jennifer, 2011). The guidelines recommend that employment be conducted on a per merit basis, in which education, knowledge and experience are more crucial than unique human characteristics such as height. According to EGESP, valid recruitment procedures should be void of discrimination of whatsoever kind and should provide equal employment opportunities for every person (Myers, 2003). Defy of the acceptable selection process can be enforceable and punishable in a court of law. After recruitment, the human resource managers require to evaluate the performance of the employee to determine their suitability for the position. This activity requires that the HR in an organization establish performance standards that would be expected in a specific job. The performance standards provide details on the level of effectiveness that the employees should achieve while carrying out their assigned duties. While developing performance standards, the human resources are guided by principles of quality and quantity of work, employee timeliness and cost effectiveness. While Quality parameters are required to establish the accuracy and effectiveness of the final product, the quantity parameters are used to measure the amount of work that is delivered by an employee (Heckman, 2011). To measure the employee timeliness, the human resource managers could lay out a time plan that the employees must adhere to. On the other hand, cost effectiveness is measured by evaluating the cost of production of the final product by assessing the output to input ratio (Garreth & Jennifer, 2011). The aim of performance standards is to assess how successful the recruitment process matched the job to the right employee. Establishment of performance standards has significant impact on performance management, which is the fundamental role of a human resource manager. Performance management is the monitoring, feedback and evaluation of the employee performance that helps the HR to rate the employee capabilities. Setting performance standards enable human resource managers to device mechanisms measure that productivity of the labor resource which is one of the limited business resources. Consequently, it is possible to devise strategies to enhance performance, motivate or reward the employee for their hard work. Economists have pointed out to the essence of performance management in determining the merit-based promotion criteria in an organization as one way of upholding fairness (Garreth & Jennifer, 2011). The feedback obtained after weighing the employees against the defined predetermined performance standards will tell the management how much they need to invest in employee training to help achieve the desired standards (Heckman, 2011). In one way or the other, defining performance standards assists the human resource managers to implement performance management in a more effective manner. In conclusion, Job analysis assists human resource managers to establish a fair, transparent and effective recruitment process. By following guidelines laid down in the legal frameworks, it is possible to standardize the recruitment criteria to suit different environments as required by expanding companies such as Johnson Enterprises. While recruiting it is essential to determine the demands of an interesting position and come up with the qualities of the person who would fill the position best. A company that uses un-unified recruitment procedures risks being sued for non-standard recruitment procedures. Although the recruitment process captures the best candidate for a job position, there is a need to make maintain close monitoring of employees to assess their productivity. This is possible if there exists predetermined performance standards to allow measurement of employee productivity. The feedback obtained during performance management will allow managers to effect employee training, promotion or demotion that are all essential to maintain optimal productivity of labor resource. References Garreth, R. and Jennifer, G., (2011).Contemporary Management. Pennsylvania: Mc GrawHill/rwin. Heckman, J., (2011). The Performance of Performance standards. USA: W.E Upjohn Institute. Legal Information Institute, Supreme Court Collection (2002). Toyota Motor Manufacturing, Kentucky, Inc. v. Williams. Retrieved from : < http://supct.law.cornell.edu/supct/htm 1/00-1089.ZS.html.> Maren, F., (2005). A Guide to Job Analysis. USA: American Society for Training and Development. Myers, D., (2003). U.S. Master Human Resource Guide. USA: CCH Incorporated Publishers. . Read More