Human Resource Management - FIFA Football Federation - Case Study Example

Human Resource Management Name Institution Professor Course Date Introduction Human Resource Management is the role within an institution that deals with recruitment of staff and provision of direction for the staff that works in an organization and can also be performed by line managers (McLean, 2006). The function of managers is to perform, organize, plan, lead, control a well as staffing which is the provision of human resource in an organization.. Planning is whereby managers establish standard goals, developing plans and forecasting; rules and procedures to be followed as they engage in laying out future projections for an organization (McLean, 2006). Human resource management focuses on organization of people for they are the most important assets that are directly involved in the daily running of any business establishment. In order for the human resource management to achieve organizational goals it must be concerned with the practices involved in the acquisition motivation, development, and maintenance of people (McLean, 2006). Human resource management practices are instrumental for the success of a company more so in promoting effectiveness and efficiency in the running of an organization. Success and effectiveness are measured by how well the set objectives are achieved while efficiency is determined by the ability to achieve outputs or inputs with minimum resources and this is entirely dependant on the human resource management managers. Human Resource Management is mandated to handle matters that deal with people such as compensating employees, providing employment, performance management, general development of an organization, assessing staff safety, provision of employee motivation, ensuring effective communication among staff, addressing administration concerns, and staff training (Kelly, 2001). In connection to this, managers in the Human Resource Management department in FIFA are involved in developing, organizing, maintaining and motivating the employees as the main resource for this establishment. Therefore it places emphasizes on the need to select the right person and also to define the right job for them. Motivation is concerned with sustaining the level of performance of employees while developing the need to sharpen skills of employees so as to enable them to perform well on their job (Kelly, 2001). There is therefore a need to design attractive measures in order to attain high performers because organizations are now realizing that it is a task of prime concern. Acquisition This is an aspect that is used in the provision of human labor in an organization paying keen attention to manpower planning (Kelly D, 2001). This leads to a forecast on supply and future manpower requirements being established and incase of any shortages they are made up through selection and requirements at appropriate time. The term therefore acquisition refers to activities such as socialization and induction of employees that re significant in the human resource department (Wilde, 2003). For example, in FIFA acquisition is achieved by regular team outings and new inductee lunches which are celebrated occasionally and play a major role in developing co-operation and camaraderie between organizational members. Development This includes management development, employee development, career development, and organizational development. In FIFA, employee development is concerned with developing the basic skills of an employee that includes changing of attitudes if the need arises. While management development is concerned with improving knowledge acquisition in employees and enhancement of conceptual abilities, career development on the other hand is concerned with matching the long term goals of individual employees. Organizational development is concerned with managing and planning change (Wilde, 2003). This can be seen in FIFA football federation, where their employees are put through a comprehensive program that furnishes their skills so as to enable them perform better in their jobs and hence improving their career prospects. Motivation Motivational techniques consider that employees are different from each other and this is achieved through performance appraisal, compensation administration and methods that stimulate performance. Alienation is caused by such acts like boredom and monotony. According to FIFA football federation they give awards to parents/spouses of the employee and recognition letters for excellent performance by families through proper execution of their role. Employee retention is increasingly difficult because technology has helped employees keep current since they are able to find better jobs and simultaneously becoming sensitive to what the job market offers others in similar positions. This has made them to be willing to hop from one organization to the other with the slightest experience of unfairness. Therefore organizations are now forced to introduce competitive pay packages, and other benefits. There are better employee reward systems than it was in the past. Incentives such as stock options, flexible work schedules, and exclusive club membership are some examples of repayment trends that are commonly used by FIFA for its employees. Maintenance It’s concerned with ensuring the continuances of employees and focuses attention on the working conditions services, and benefits provided for the employees so as to ensure their commitment and happiness to the organization. For instance in FIFA football federation, non cash compensation is issued to boost the stock prices and this drives the employees to work harder and stay longer with FIFA (Barnes, 1997). Public companies and certain companies in the regulated sectors cannot qualify as small or medium-sized companies and for other companies the size of the company and in the case of a parent company the size of the group headed by it, in terms of its turnover, balance sheet total and average number of employees determines whether it is classed as small or medium-sized (Barnes, 1997). The exact conditions for qualifying as a small or medium-sized company are given below thus to be a small company, at least two of the following conditions must be met that include an annual turnover must be £2,800,000 or less. The average total number of employees must be fifty or less while the balance sheet total must be £1,400,000 or less. After 30 January 2004 there are now new accounting exemptions thresholds applying to financial years ending. To be a medium-sized company, at least two of the following conditions must be met: annual turnover must be £11,200,000 or less; the balance sheet total must be £5,600,000 or less; the average number of employees must be 250 or fewer (Barnes, 1997). The new accounting exemption thresholds apply to financial years ending on or after 30 January 2004. In general, a company qualifies to be a small or medium-sized in its initial financial year and in any subsequent financial year if it fulfils the conditions in that year and the year before (Davenport & Beck, 2002). In case a company stops being a small or medium-sized, the immunity continues for the first year that the company is unable to meet the conditions and continues uninterrupted if the company reverts to being small or medium-sized in the subsequent year FIFA football federation is also referred to as the International Federation of Association Football (Fédération Internationale de Football Association). This organization is commonly known by the acronym FIFA because it is the international governing body of association in football and beach football. Its current president is Sepp Blatter and its headquarters are located in Zürich, Switzerland, and it is responsible for the organization and governance of football's major international tournaments, most notably the FIFA World Cup. Today’s workforce finds it fairly difficult to balance the pressures of work along with pressures from families making employees to often find it impossible to cut off from work even after a hectic eight-hour schedule (Davenport & Beck, 2002). Employees are therefore forced to stay longer hours to meet ever-pressing deadlines and have to carry some work home and sacrifice their sleep in order to meet deadlines. Working throughout the night or throughout the day eventually affects the health and family life of employees Davenport & Beck, 2002). It is also a common trend that jobs tend to gain more importance than families. This is quite absurd as an employee’s family should have priority over anything else. FIFA observes family friendly Fridays and also owns a family friendly website. In addition, it has implemented adoption and parental leaves to give employees an opportunity to spend time with their families in these important moments in their lives. It is a common understanding to many communities that a family should be a bonding measure to all human beings. Efforts should therefore be put in place to enhance family happiness. Working hours for all employees may be made flexible. Employees in FIFA may be encouraged to carry out their duties from their homes, to save time that is used in travelling. Employees should also to be encouraged to actively participate in part time employment or develop a culture of sharing work with others while attending to urgent family matters. Some organizations especially in the IT sector give paternity leave to new fathers to spend time with their newborns while women employees are encouraged to take extended maternity leave to take care of their babies. Time offs may also be permitted incorporated to enable employees visit their families. Family get together and paid holidays for families are other measures that can be used to assist to help employees spend precious times with their families. A responsible human resource manger in FIFA should put measures to ensure that employees are able to balance work and family. It is also important for every employee to be notified of the need to spend quality time with their families. Occasionally employees should be taken to workshop that address how to mange work life and family issues. For example, assertive training and awareness should be applied to workers for them to understand the works that infringes on family time. They must also be involved in Yoga, Meditation and other stress relieving programs such as Yoga and meditation may also be used. Older workers are not treated kindly by recessions for they are more likely to be laid off and they find it harder to get jobs than the younger people. It’s still harder for over 55years old people to re-enter employment, but there is no official statistics to show that older workers are not proportionately losing their jobs nor are they being forced to retire at the age of 65(Davenport & Beck, 2002). However recession is accelerating a trend towards working longer which is driven by long life expectancy an ageing population and reduced pension provisions. The EEF is manufacturers’ organizations shows that workers in member companies who have reached the retirement age have asked to continue working and that about 84% of them have been accommodated by their employers (Gayathri &Moore, 2003). Recession has driven people to work later and according to the employee outlook, it found out those workers aged 55 planned to work past the retirement age. The numbers is expected to bulge and part of these people might have to be taken to an early retirement but due to the recession, they are forced to continue to working on (Gayathri &Moore, 2003). This will lead to workers aging faster than predicted and it adds urgency to challenge of an ageing society that many employees are yet to grasp. According to Sally Ollet, many of the companies are not thinking of the predicament but on the brighter side, companies in the retail and manufacturing are preparing. Hence FIFA is very conscious of their workers age and how it will change over time A study was done on 700 U.S organizations by the Sloan Centre on Aging and Work in Boston, found out that 40% of the people believed that an ageing workforce would have a negative impact on their businesses in the next 3 years (Gayathri &Moore, 2003). Researchers found out that the employers surveyed, 68% of them had not analyzed their workforce demographics while on the other hand 77% haven’t analyzed the projected retirement rates and this goes further to show that even the U.K organizations aren’t prepared (Gayathri &Moore, 2003). The age and employment network which campaigns for a better labor market for older people which is headed by Chris Ball states that few organizations have an age profile in their workforce (Gayathri &Moore, 2003). There are some organizations like FIFA that advocate the ageing because of their experience due to the facing skills shortages they face and also the older workers are more often than not engaged and are better at customer service. The centre of the performance which is directed by Paul Sparrow views the older employee as a segment of the workforce but there are real issues for example that older people are more engaged and that it will end up being false. The Anti Age Discrimination legislation introduced in 2006 has not really taken off but there are good practices policies and ideas that have been placed by the Human Resource Managers in FIFA. Hence life expectancy at state pension age is ever increasing rapidly in the world and this means that people will need to find ways to support themselves longer. According to Rachel Krys, the director at the Employers Forum on Age states that the recession may end up on a positive note in that it will change attitudes to flexible working for many have gone to that route rather than make redundancies. Cultural changes need to bring in this new era that remains immense for the workplace is still fundamentally ageist in its attitudes and I many of its practices (Nadler & Tushman, 1992). There are all sorts of views that are there about the capability of the older workforce because they lose mental and physical agility and particularly with memory and eyesight but the most deter elation usually happens in the seventies and eighties although many employers are still reluctant in hiring older people despite the advantages for example hiring older people in sale roles. In FIFA they acknowledge that development activities are promoted for the need of promoting employee’s future prospective in the organization. Therefore continuing training and education of employees in FIFA are emphasized because the training and education programs consist of on-the-job training; skill development or management courses. These may be offered by experts from within the organization or by outsiders. Such programs are also offered in institutions such as universities and schools. Participation usually hones the employee’s skills. In the contemporary society, the concept of life long learning and continuous staff training has been embraced. The responsibility of improving skills to stop employees from being redundant is not only on the organization but also by individual employees. The young workers are geared towards education and training because many training opportunities stop when one reaches the age of 40 and a vicious circle sets in where older workers don’t volunteer to participate in training (Nadler & Tushman, 1992). The bias seen on older workers is understandable, but illogical the older workers have a tendency to be more loyal making them less likely to leave a training investment once it has paid off. Attitudes may change once pensions and retirement legislation where a state pension age by 2020 will be 65 in both genders and is due to rise by 2046 to 68(Nadler & Tushman, 1992). It has therefore been observed that there are a large number of older people who are still employed and when they retire they create an absolute vacuum in an organization. (Pitagorsky, 1998). This is especially true in research, teaching and some of the government services this is as a result of the fact that there has been no recruitment to these positions for a very long time. Also there has been a loss to the exchequer due to the huge amounts of pension payments. This is partly because the average human life expectancy has significantly increased over the years. Therefore retirees live longer after retirement than their counterparts of two decades ago and the question as to whether the government should continue to pay pension arises (Pitagorsky, 1998). It would be wiser to rise retirement age or get them alternative employment opportunities to be provided to them. For instance the relocation of retired faculty members in many institutions funded by the Government of India is a temporary deal made to surge over the problem of getting the right talent for teaching assignments. The decision to implement the contributory pension payment scheme in the place of assured pension payment scheme is an example of innovative thinking to tackle expenditure on account of pension (Pitagorsky, 1998). The Future in FIFA FIFA should be able to impose this transformation management initiative in order to adhere to the needs of transformation management for ageing population individuals. “Happy Ageing Transformation management Program” will be evaluated and its main goal of in program is to provide assistance to ageing population individuals for them to have a happy and quality living in spite of their ages (Rajasekharan, 2004).  Meanwhile it also aims in providing information on how to manage ageing population as part of the human resource management provisions. The ageing population has been on the increase and diverse government departments as well as private organizations and the management, including those concerning medical, health care and welfare services (Rajasekharan, 2004). Therefore they should work more closely in providing multi-disciplinary services, as well as creating a seamless long-term care organization.  Hence in FIFA there are continuous ad vocations for more community support services as well as volunteers so as to be able to supply the needs of the ageing population. According to the statistics there is a rapid growth of the ageing population. In this generation the rapid population growth is a major issue in human resource management and human service planning. It can be said that the international experts on the population growth as well as development have noted the fundamental connection among population in terms of gender and development. The compilation of the data in intensive policy on ageing population needs to be addressed as well as the use of these analyses in order to provide an efficient change management approach (Rajasekharan, 2004). Accordingly, the issues of ageing in countries like Great Britain are ever creating an active debate in regard to gender, family and the organizations of the workplace environment and the provisions and strategies to adhere to the challenges and issues.   Adopting concepts of transformation management as well as service and care integration will have to be made as the quantity and types of services for the ageing population who have been increasing (Rajasekharan, 2004). As integration becomes the main inclination in ageing population service, there is need for the welfare personnel to be taught different skills and knowledge that are essential in the provision of quality care to the older people, such as psychological, social and nursing care. Circumstances have caused transformation so much that a new strategy of approach in the ageing problem that would definitely bring about better support system for the ageing population that will at the same time be a form of encouragement among the ageing population in a more positive outlook towards life. Conclusion Equal opportunities should therefore be offered to minorities because the law requires that the minorities, women and the differently able need to be treated alike for employment for it is a noticeable trend that most premier organizations like the WHO and UNICEF (Rajasekharan , 2004). It is of paramount importance to encourage the participation of women and the older people to work in various organizations. Affirmative action and inclusive growth are two key steps that have been initiated to encourage the participation of the marginalized groups so as to bring them to the mainstream for it is considered as an essential for ensuring social equity. Therefore FIFA is on the right track with its older generation as it treats them with utmost respect and ensures that all their needs are met for they are crucial in providing knowledge due to their experiences. References Barnes, N. 1997. “The Boundary less Organization, Implications for Job Analysis, Recruitment, and Selection.” Human Resource Planning. Volume 20, Issue 4, pp133-147 Davenport, T., & Beck, J. 2002. The strategy and structure of firms in the attention economy. Nee Delhi: Ivey Bus. Gayathri, J., &Moore, B. 2003. “First the Good News…Staffing in the CGIAR, 2003”. CGIAR Gender and Diversity Program Working Paper No. 40 (October). Washington D.C.: CGIAR Gender and Diversity Program. Kelly, D. 2001. Dual Perceptions of HRD: Issues for Policy: SME’s, Other Constituencies, and the Contested Definitions of Human Resource Development McLean, G. 2006. “National Human Resource Development: A Focused Study in Transitioning Societies in the Developing World.” In Advances in Developing Human Resources. 8; 3. Nadler, D., & Tushman, M. 1992. Organizational architecture: designs for changing organizations. San Francisco: Jossey-Bass. Pitagorsky, G. The PM/FM partnership Project. Managers’ Journal, December 1998, Volume 29, No. 4 Rajasekharan, N. 2004. One Staff: our vision and values for managing people. Mexico D.F.: CGIAR Strategic Advisory Service for Human Resources. Retrieved from, http: //www.fifa.com/mm/ document/affederation/federation/ on 19 December 2010. Wilde, V. 2003. Monitoring and Evaluating Diversity Goals and Achievements: Guidelines and Tools for the CGIAR Boards of Trustees. CGIAR Gender and Diversity Program Working Paper, No. 41 (October) Read More