Dr Wongs Situation with the HR Department of the Great Southern University - Case Study Example

Name Tutor Course Date Introduction One of the major issues in Human resource of an organization is procedures of hiring and recruitment of employees. Employing a new staff involves the consideration of various issues by the organizations that are to be included in the terms of contract. This involves aspects such as benefits, salary, contract period and the job description. Intensive negotiation should be made by the organization when giving a job offer to a potential candidate who can fill in the vacant position. All interactions that the organization has with the soon to be employee form the foundation for the relationship between the organization and the employee. It is therefore essential that the organization lays a good framework for the contract terms. The case study of Dr. Wong’s situation with the HR department of the Great Southern university where he accepted an employment position by phone, he however later finds out that the terms he agreed to were actually not valid .Such circumstances may result to conflict within the organization. What is the main HR issue here and how has this problem arisen The main HR issue concerning recruitment that is depicted from the incident between Dr Wong and Great Southern University is the aspect of psychological contract. When any individual arrives at a new work place there are various expectations that one has towards the employer. The concept of psychological contract can be defined as expectations that an employee has in relation to the mutual obligation between the organizations they work with or intend to work with and themselves. These obligations vary from prospects of promotion, salary, allowances and allowances. Any particular contract is dependant upon the fact each party should deliver their part of the contract. In this particular context of Dr Wong experienced disappointment towards the Universities due to the fact that the agreement he had he made with Professor Elizabeth Sinclair, head of the Management Department was not delivered due to the fact that he had expectations of being paid for airfares by the organization. The problem in this particular case arose due to several factors that were not effectively followed by the Universities management on recruitment procedures. Professor Sinclair the head of management presented proposals to Dr Wong which he actually believed would be effected, however he is given a response that the professor had no authority to make any offers of employment , what is evident from the HR department of the University is that the recruitment strategies of are not very well coordinated .In order to carry out effective internal recruitment within an organization it is essential for all stake holders of HR department to be in agreement ,about the selected candidate and the terms and conditions of the contract to be given to the new employee. However in this particular case the universities HR department initiated the problem, this is due lack of coordinate in recruitment procedures. A good recruitment procedure should ensure that the successful candidates are kept in torch in order to inform them about the organizations provisions and requirement. However there was a misunderstanding due to lack of good communication strategies within the organization where decision making is not conveyed to all members of the organization (Burton, M. & Obel 8). The situation could have been avoided if the organization had developed effective recruitment policies of recruitment were there are clear terms and conditions offered to every recruited employee. Mr. Wong had already developed a psychological contract were he believed that the organization would definitely meet the terms proposed to him when being recruited. The ethical issues involved in this particular case involves the fact that the problem in this particular case arose due to several factors that were not effectively followed by the Universities management on recruitment procedures therefore it would basically be ethical if the case was well examined introspectively in order to analyze if Mr. Wong was actually justified to receive the terms he is requesting for, if so he has a right to negotiate with the organization. Awareness that the employees of any given organization are also key stakeholders of the organization therefore fair treatment of the terms indicated on their contract should be well to them .Mr. Wong deserves to be given fair response towards the matter in order to come up with a reasonable ground for negotiation, in case he had misinterpreted the terms of the contract. The other ethical issue associated to the case is that it is essential that the recruitment processes to actually be a procedure should demonstrate leadership in a precise manner. In this particular case it is not clear who has power to perform which activity. When Anthony Rodriquez, Assistant HR Manager dismisses the fact that Professor Sinclair had no authority to make an offer of employment, it seemed that certain underlying authority controversies existed within the company, which is definitely essential for the effective running of any organization. Maintenance of equity and failure in the process of recruitment is essential for any organization this is because there are laws that protect individuals from the impacts of discriminatory practices. Therefore were necessary detailed procedures and recruitment systems should be established in an organization in order to ensure minimize discrimination (Burton & Obel 6). The advice to Dr Wong is that he should find way of presenting his case to the Universities top office where he would to some advised on the correct step to take. This is due to fact that such malpractices may only perhaps exist in the HR department but not in the entire organization. Summary of Literature Review Psychological contracts can be termed as the basis for the relationship that exists between employers and their employees. Researchers have discovered that make up the reciprocal expectations and obligations that should be received by employees from their employers, whether the employer has clearly agreed or not (Helen Borger 6). There is no definite agreement on the suitable meaning for psychological contracts. However Rousseau proposed a definition that psychological contract are perceptions that employees would have concerning the mutual obligation between the organization and themselves. Arguments have been put forward that many organizations do not exercise psychological contracts with their employees. Organizations usually have strategies of employment which they normally use in order to shape up the relationship that exists with the employees. Examining if employees do develop psychological contracts can actually be highlighted as an issue of further research. An argument has been made that agreement over mutual obligation among employees and organizations is not. It has also been argued that agreement on mutual obligations between organizations and an employee is not a requirement to the presence of psychological contract (Neil Wallington 45). Variations are anticipated to exist with a view to agreement. It has been recommended that Concurrence on mutual obligations between employee and organizations is a requirement to psychological contracts that are positive (John Mabey 45). The main overview of psychological contracts occurs when the organization breaches the terms of contract that they had earlier laid down with the employees. Organizations practices and structures of recruitment of employees have in most circumstances been depicted as attractive. This attractiveness captures a prospective employees interest to the extent that they develop a certain perspective about the obligation of the organization towards them. For employees requirements employees expectations after being recruited to the organization include aspects such as job security, fair treatment, work life balance and bonuses related to performance balances. Employers on the other hand have expectations of commitment and loyalty to the goals of the organization. The difficulty of understand the psychological contract within organizations is that in most cases there is a shift in the interests and needs. Sometimes obligations that may be proposed by the organization to the may be abandoned .This may intuitively draw the employee to looking for employment elsewhere. In case the employee chooses to continue working with the organization. The employee will feel trapped like a person involved in a bad marriage and he/she may start finding ways of getting out of the organization (Helen Borger 6). A small number of companies have been had luck when it comes to escaping the aspects of meeting the psychological contract that may be within the employees perspectives. However the organization can face consequences such as court action and also a slow down or strike by the employees. There is need for any organization to put emphasis on meeting the needs of the employees in fair criteria in order to ensure proper running of the organization. Conclusion Recruitment of new work force into any organization is the usually the function of the human resource management team. It is necessary for an organization to formulate clear policies which are to be used in this particular organization in order to avoid conflicting circumstances whereby employees may have formulated their own perspectives about the obligations of the organization towards the employees. If employees are only presented with rhetoric contracts which are never fulfilled, the productivity of the organization will fluctuate it is therefore essential that contract terms presented to the employees are met by the organization. If the organization stated that they pay air tickets like in the case of Dr. Wong, the organization should therefore meet the costs as they earlier stated. . Works Cited Burton, R. M. & Obel, B. “Strategic Organizational Diagnosis.” Financial review.12; 2. (2003). John, Mabey. “Australian financial review.” Problems associated with recruitment in Australia. (2004): 12-4. Helen Borger. “Human resources Edition illustrate” .Career FAQs Australian. (2005): 6-8. National Library of Australia. “Public business affairs” .National Library Australia studies on Human Resource, (1997). Neil Wallington . Australian Human Resources Management .Current Trends in Management Practice. (2008). apj.sagepub.com/content/vol34/issue1 Storey John & Mabey Christopher. Human resource management: a strategic introduction .Unwin; Australia.2004. Graham Dietz. The psychological contract during the downturn. (2009) .Unwin: Sydney Galbraith, J & Kates, A. Designing effective organization: A hands-on guide for leaders at all levels. Unwin: Sydney. John, Mabey. “Australian financial review.” Problems associated with recruitment in Australia. (2004): 12-4. Read More