The Role of Human Resource Management in Preventing Sexual Harassment in the Workplace - Research Paper Example

CONTEMPORARY ISSUES IN HRM By The Role of HRM in Improving Equal Employment opportunity and Preventing Sexual Harassment in the Work Place. Abstract Purpose: To identify how HRM can improve equal employment opportunity and prevent sexual harassment in the work place. Design/Methodology/approach: A detailed literature review was used with an aim of seeking related ideas of how HRM is useful in work place affected with inequality and sexual harassment. Findings: Improved communication skills are a key feature and should be highly emphasized on to improve working conditions Research Limitations and Implications: There is little knowledge about the best way for managers, surbodinates and colleagues to interrelate. There is lack of powerful employment tribunals. Originality Value: Sexual harassment and inequality have become the most abused values at working places yet the HRM is oblivious of this vice. Key Words: HRM, bullying, disability, harassment, diversity, religion belief Paper Type: Research paper. Aim The purpose of this research project was to investigate the role of human resource management in improving equal employment opportunity and preventing sexual harassment in the work place in contemporary world. Objectives To define equal employment and sexual harassment at work. To investigate the effects of sexual harassment and unequal employment at work. To establish ways through which Human Resource can be useful in preventing inequality and sexual harassment at work Introduction Human Resource Management is meant to examine major business and societal issues that pertain to modern trends impacting on employees (Novicevic, Hayek, & Fang, 2011, p. 126). Some of the key issues encountered in HRM include performance of organizations, flexibility, involvement, empowerment and impact on careers. Also it entails the nature and purpose of the HR profession, psychological contracts and communication from an individual and is superior (Greenwood & Michelle, Ethical Analyses of HRM, 2013, p. 355). Other factors of concern include moral and economic implications for employers and employees. This also involves psychological contracts, effective communication from employees and organization perspective, inequality, sexual harassment and economic implications for both the employer and employees. Other factors in HRM include ethics, Corporate Social Responsibility (CSR), organizational justice and bullying in the work place (Greenwood & Michelle, Stakeholder Engagement, 2007, p. 315). This research paper, gives a critical focus on social, economical and technological forces that impacts and shape Human Resource practices roles in an organization (AWADH & SAAD, 2013, p. 12). It aims at developing, interpreting, analyzing and evaluating the current and future business trends and how they reshape organizations and work and their implications for the human resource profession (Buren, Harry, Greenwood, & Michelle, 2008, p. 209). Methodology The purpose of this research is to explore the contemporary issues affecting the human resource management in organisations. The knowledge to which these issues are a problem to the smooth running of organisations is still scarce (Collis&Hussey, 2003). Therefore, the main objective behind this research project was to gain familiarity and insight into the causes, effects and the possible solutions. Owing to limited time allocated to the completion of this project. The information obtained is subjective, but it is rich in content borrowed from the internet, books, journal, case studies and news articles. Findings Internal and External Roles Impacting on Development and Delivery of HRM Policy and Responsibilities Roles and responsibilities of HRM depend on industry and size of the company. All human resources managers should act within the boundaries of the set government policies; there are two major factors that affect HRM roles and responsibilities. External factors are variables impaction on an organisation from outside. They include legislative changes such as alteration to minimum wage laws, additions to work place harassment laws and changes in occupational safety regulations. Internal factors include changes taking place within the company enabling reassessment and alteration of responsibilities, profit sharing and other corporate actions. In 2012, statistics show that 75% of employees in the U.S. reported satisfaction with their relationship with their co-workers. This indicates that the remaining 25%were dissatisfied due to the above ineffectiveness of the above named factors. This implies that HR managers should be facilitated to enable them contain challenges encountered during management. Employee Engagement It forms the link between the human resource manager, employees and the organization (Parker, Jane, Arrowsmith, & James, 2013). It provides a combination of great commitment and values to the organization promoting employees willingness to perform through motivation offered by the organization. Also, employee’s engagement promotes participation in decision making, opportunities, organisational concern and freedom that enables employees to perform (Bal, Kooij, & De Jong, 2013, p. 545). When employee engagement is given priority in an organization, it impacts on overall organization performance (Allen & Helms, 2002, p. 91). Some of the benefits that accrue from such concerns include: Contribution to aspects of social development which is evidenced when managers get interested in the affairs of employees through encouragement, motivation and acting as their role models to make them work towards achievement of organization goals (Meyer, P, Smith, & A, 2000, p. 319). Employee engagement leads to promotion when the organization offers to recruit and train its employees with an intention of development and progression of its affairs. Still, relevance and good initiatives in employee’s engagement gives motivation to employees by realizing different requirements and preferences for each (E & Janghoon, 2010, p. 278). Bullying and Harassment at Work Bullying and harassment may arise due to loose morals either from the seniors or from the subordinates. Bullying refers to intimidating, malicious, insulting behavour, injuring, humiliating or denigrating the recipient (Einarsen, Hoel, Zapf, & Cooper, 2010, p. 45). On the other hand, harassment refers to any unwanted conduct that is related to a relevant protected characteristic which is purposed to violate the dignity of an individual or even degrading, intimidating or offending the environment of that individual (Jenkins, 2013, p. 90). Organizations should clearly indicate their expected code of conduct to avoid misunderstandings of code of conduct (Begin, 1997, p. 37). This is because some individuals do not fully conceptualize harassment as form of abuse. Bullying and harassment are not necessarily face to face. At times they may be in form of written communication, visual images or sexual nature which may include unwelcome sexual advances like touching (Strauss, 2011, p. 135). Bullying and harassment make an organization register poor performance. Hence the HRM should be a fully responsible person who will be quick to note any change experienced in the organization and take immediate measures (Brook & Kenneth, 1994, p. 43). If harassment and bullying are ignored, various negative impacts will be experienced. Serious problems created as a result of bullying and harassment includes: Loss of mutual respect for supervisors and managers Poor performance Loss of human effort and productivity High turnover rate of employees Tarnished image of the company Resignation Payment of unlimited compensation court cases and tribunals Poor employee’s interrelations and low working morale Owing to the above negative impacts, it is imperative for Human Resource Managers and employers to take responsibility. This helps to sustain the mutual trust between employer and employee. For instance, through bullying and harassment, an employee can claim dismissal on grounds of breach of contract or he or she can resign or sue the company (Chris & Jie, 2014, p. 45). Religious Belief and Equal Pay Discrimination Discrimination owing to religion may occur in the place of work even when both the employee and employer belong to the same religion because they may tend to differ on some interest and points (Colclough, 2003, p. 52). Therefore, a HRM must have a clear structure of belief systems to act as a guide to employees. For instance, some employees may refuse to attend to clients of the same sex hence risking dismissal from their jobs. In this case, employees are protected if they do not follow certain religion or they have no religion at all (Digest, 2010, p. 12). On the other hand, unequal pay discrimination regards to discrimination in an employment contract in the financial terms offered by to each gender or to a group of employees (Collins & ORourke, 2008, p. 61). For instance, ground workers may compare themselves to cooks and demand the same pay. Similarly, women may feel discriminated if paid less for same job compared to their male counterparts (Mark, 2011, p. 879). As a result, the HRM should ensure that contracts of employment Act is clear to all the employees at the time of securing a job. All the rules should be clearly defined and they should form a part of the basic elements of what would constitute the employment contract (Sonia, Marie, & A, 2013, p. 439). Though this contract must not be in writing agreements to rates of pay and conditions and terms of pay on offer should be clearly defined. This way, organizations are bound to reduce issues that may cause underachievement of objectives. Sex, Race and Disability Discrimination These are areas of great threat to both the success of an organization and the employees. To start with, sex discrimination includes sexual harassment based on marital status, pregnancy, breast feeding and family responsibilities (Connor, 2007, p. 17). For instance, if an employee is subjected form of sexual harassment either in form of rumours mongering or inappropriate sexual conduct, the concerned subject may file suit thereby demanding compensation. This would be a loss to the company (Susan & Mick, 2003, p. 39). Secondly, race discrimination regards to racial hatred and discrimination bases on colour, immigrant status, ethnic origin, descent or nationality of the employees (Cooper & Burke, 2011, p. 93). For example, a woman of Sudanese origin applied for a job as a researcher on the Darfur conflict in Sudan. Some management members showed concern about the risk involved in this area and her application was rejected. In fact, The Employment Appeal Tribunal treated this as direct race tribunal. In this case, a human resource manager responsible for such firm would be quick to help the complainant to find a way to solve the matter (Daniel, 2007, p. 29). Thirdly, disability discrimination includes discrimination based on physical, intellectual, medical conditions, sensory, learning and psychiatric disabilities. In addition, the disabilities may revolve around the past, present and future association with injuries (David & Christopher, 2012, p. 53). The HRM is supposed to make reasonable judgment to enable a disabled person continue with employment or discontinue them from work. For instance, no employee should be discontinued from work abruptly without reasonable adjustments to prepare him or her if at all they cannot deliver due to disability (Banfield & Kay, 2012, p. 21). Diversity in the Workplace Diversity may be defined broadly from work style and personality to secondary influences. Factors considered under diversity include: education, social economics, religion and culture (Grant, 2009, p. 31). Diversity focuses on broad set of qualities than just race and gender (Nohria, Greysberg, & Lee, 2008, p. 31) .In the working context, HRMs are supposed to value diversity by creating a conducive working environment. This is useful in protecting, respecting and appreciating the individual differences of employees within an organization. This by extension includes recognition of contributions that are unique to individuals working as a group. Eventually such an environment facilitates a working conditions and it also maximizes the potential of employees (Edwards, Scott, & Raju, 2003, p. 61). Diversity focuses on various aspects of human resource management as indicated below. Business Diversity It revolves around provision of equal opportunity to people in a business organization. This is made possible by treating people differently in ways that are fair (Mirza, 2011, p. 21).The managers therefore, must ensure that they consider the needs of the employees that are aligned to achieving their objectives. This is achieved proper balancing of competition, corporate reputation and people issues (Global, 2008, p. 27). Reflecting on the above, people’s issue should come first as this form the most important part of the organization. They should be involved in an open and all inclusive working culture by making sure that their working policies are clear and free of bias. This would also incorporate creating a working environment where all people can work together (Gramberg, 2006, p. 71). The other major aspect to put into consideration is market competitiveness. This would ensure that new market opportunities are open by offering goods and services that suit diverse groups within a given nation (Déom, 2012, p. 37). Also, there should be corporate reputation which entails corporate social responsibility in the context of diversity. Intimidating behaviour such as bullying and harassment should be regarded as contradictory to the values of an organization and should be treated with seriousness and discipline should be promptly instilled (Hellerstein & Neumark, 2006, p. 153). Important strategies would include: Update the employees about the law and regularly review policies. Focus on fairness and inclusion to ensure that merit, are the basic requirements during recruitment exercises. Ensure the board and senior management support the policies and any set initiatives. The Equality Act In order to manage contemporary issues with ease some countries such as the Great Britain have enacted rules which aims to outlaw any emerging issues that may pose threat to the greater good of human recourses management (Joke, Helen, & Martha, 2011, p. 116). For instance, the Equal Pay Act 1970 is aimed at protecting employees from inequalities in pay between men and women. Other Acts protecting the wellbeing of workers have been improved and modified since then. Such modifications have extended their protection to characteristics such as age, gender reassignment, disability, marriage and civil partnership, pregnancy and maternity, sexual orientation, religion and belief (Wilson, 2005, p. 91). Under this Act, Employment Tribunal Powers have been extended so that they can make sound recommendations that an employer may not exploit employees. This in effect, helps to eliminate and reduce awful contemporary issues encountered in human resource management (Wilton, 2010, p. 131). Research Limitations This paper was purely based on secondary research which was borrowed from journal articles, company reports and books. The research was not undertaken specifically from one company hence hence there was no proprietary information. More so, it was not timely because it was collected from companies competing for in fast changing market. However, the research is valid, given that reputable sources have been consulted to take mitigation of the risk that was involved. Also, the research paper faced limited word count which limited the scope of investigations owing to the small sample size. Finally, there was inefficient spending for information which meant that the researcher could not receive satisfactory amount of information on what was spent. Conclusion According to findings on this essay, contemporary issues in HRM can impact negatively on business organizations (Saari & Judge, 2004, p. 37). Therefore effective business management would be critical to success especially in today’s competitive business environment. Due to the complexity and ever changing nature of HR. Managers should be quick to react to emerging issues to ensure increased employees productivity (Kunstel, DuBois, & David A. DuBois, 2010, p. 117). This essay expresses concern about the ability of managers to comply with HR laws today and into the future. In order to achieve the objectives of an organization, effective communication should form the basis for good employee’s interrelations within an organization. Alongside this, there should be evaluation of Human Resources Management plan (Maloney, 2012, p. 173). This should be done by taking time to survey the employees of the company to find out how well they see every day experience of working with the company. This would eventually make them adapt and improve all weaknesses and put the face of humanity into the business (Maravelas, 2008, p. 79). References Allen, R., & Helms, M. (2002). Employee Perceptions of Relationships Between Strategy Rewards and Organizational Performance. Journal of Business Strategies, 19(2), 115-139. AWADH, A. M., & SAAD, A. M. (2013). Impact of Organizational Culture on Employee Performance. 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