Human Resource Management at Etisalat - Case Study Example

Human Resource Management at Etisalat Name Institution Date Table of Contents Table of Contents 2 Human Resource Management at Etisalat 3 The Department 3 Human Resource Issues Faced by the Company 3 Compensation and Benefit Management 3 Diversity and Management 4 The main problem addressed 5 Compensation and Benefits Management 5 Solutions to the problems 7 Recommendations 8 References 9 Bruce, N. P. (2000). The Human Capital Edge: 21 People Management Practices Your Company. 10 Human Resource Management at Etisalat The Department Human Resource Department at Etisalat Company is large and more complex because the organization has thousands of employees and divisions. It has a Corporate Union, which entails Corporate Human Resource Department that has sections; one that oversees the white collared employees and the Human Resource Department that oversees the blue collar workforce with emphasis on labour relations. The organization, thus, institutes these two HR Departments. It also manages the unique needs of both employees because of the large and more complex organization with hundreds of departments and divisions. The company integrates the two Human Resource Departments to control the special needs of both union and non-union employees. Human Resource Issues Faced by the Company Compensation and Benefit Management Compensation is a basis for every organization’s performance potential. Bruce (2000) argues that it gives the dynamic force for effectively drawing the required human talent, retaining the talent and encouraging the employees to endure persistent, and enhanced performance. It involves planning and implementation of salaries, wages and benefit policies of the company. Job performance is calculated by job analysis, assessment and performance appraisal procedures and a Criterion for knowing the nature, structure and level of compensation. Etisalat Company has faced problems concerning the implementation of this crucial aspect. As a result, organizational employees’ priorities and goals have not been met. This has led to dissatisfaction among employees (Armstrong, 2009). Diversity and Management Managing diversity involves planning and implementing organizational schemes and practices to run the organization so that the potential rewards of diversity are exploited while the disadvantages are minimized. There has been increased rise in unethical practices and misbehaviours taking place at the workplace such as gender, race, and religion discrimination, age and sexual harassment and there is need for mandatory compliance with governing rules and regulations to make sure just treatment of employees. Human resource department at Etisalat has faced the problem of ensuring that employees know what they have to know and where to turn when a supervisor abuses his or her authority in any case. The Human Resource Department needs to work as an arbitrator and liaison between legal entities, regulatory aspects such as Human Rights, supervisors who are falsely accused, and employees to properly address and solve the issue at hand. The force of bringing up diversity on the management of the business involves knowing the managerial and behavioural dynamics relating to race, age, gender physical challenges, cultural background, and other issues that are crucial within the organizations Handling diversity well gives a distinct reward where flexibility and creativity are in puts to competitiveness. Etisalat has had a problem in making sure that the company fulfils its duty through reflecting the needs of the people in the region and providing culturally informed services to a rising diverse customer (Bruce, 2000). Behavioural Science Applications in Management of Matters Problematic behaviour within the company ranges from absenteeism, to workplace crimes and to substandard work. It is a good idea for the human resource managers to have a written policy concerning problem behaviour, and ensure that it is brought out in the manual for the new employee when they are hired. Once a manager notices a problem they should organize a confidential meeting with the employee who is problematic. Scolding an employee in front of their peers is not appropriate. According to Armstrong (2009), it is important to the meet the employee with a positive attitude. The manager should listen carefully to the employee story, and how the problem can be resolved. Action should be taken if the employee makes no effort of improvement. It is imperative to keep track and have written record of all meetings with an employee who has problem behaviour. Ensure that discrimination is not a factor in their problem. The above factors are not taken into consideration at Etisalat Company. Conflicts and problems in negotiation exist in the company and processes for effective settlement of the conflicts are rarely put into practice. The main problem addressed Compensation and Benefits Management Compensation includes the overall system of rewards that gives the driving force for efficiently attracting, retaining, and encouraging human talent in the company. Fundamental practices for managing compensation on the include managing the organizations compensation strategically, considering performance, anticipating the influence of local culture, by use of a total rewards system perspective, and attend to the duality challenge of company localization (Graeme & Reddington, 2000). The company policies and procedures should be built to ensure there is adequate organization in the workplace. The policies and procedures provide employees with a clear perceptive of what is required of them. The policies and procedural guidelines assist the managers when evaluating their employee's performance. These policies are supposed to be established companywide and also used to describe every department's function. It is Human Resource's duty to team up with department managers during the formulation of these policies to make sure there is a solid organization. There should be development and implementation of Employees Procedure Manual that is given to every employee at the time of employment or a master copy given out to one department (Grobler, 2004). The Human Resources Information Systems is established by the, human resources department they must have a good HRIS to automate several functions like planning and tracking costs, storing and processing of employee records like benefits, monitoring and evaluating productivity recruitment. Management Information Systems on critical focuses on aspects of coming -up with a computerized information system for the management of human resource duties like payroll, benefits, selection, staffing, career development, training This includes: needs analysis, data element design and acquisition of the system, evaluation, and maintenance of the system. Solutions to the problems A criterion for finding out the nature, structure, and level of compensation was clearly determined. Salary, bonuses, incentives and overtime benefits are components of compensation that are included or excluded by the employee depending on the amount justified. The Human Resources Department is currently accountable for coming up and administering a benefit compensation system that acts as an incentive to ensure recruitment and retaining of employees that will stay in the company (Marchington & Wilkinson, 2006). When an employee is appointed, the company's Benefits Coordinator is supposed to meet with the employee one to one or in group settings to give details of their benefits package. This requires an employee to create an informed decision and to present their signature for development purposes. Strategies have been standardized in keeping with the organizations general compensation and benefits philosophy. Definite practices have been localized to fit the context of the local conditions. Creation of a long-term program to sustain the organizations compensation philosophy and also ponder over local restrictions, taxes and culture was put in place by the company. It is important that the taxation of cash and the non-cash compensation and benefits and determine what is taxed, at what rates and at what levels. The company also managed to advocate for suitable blend of pay and benefits that appeal to current or potential employees. To some extent the problems have diminished. However, there is apparent need for clear definitions of the policies and regulation to the full understanding of all the stakeholders of the company. A collective responsibility is necessary which will ensure that the set objectives are met Recommendations Understand the usual and traditional compensation and benefits practices and ensure that they are implemented accordingly. Imitate employes compensation policies and procedures for the companies that are doing well both internationally and locally. Identify Resources to use in planning, implementing, and redesigning compensation and benefit systems and emphasize new ways of thinking about compensation and benefits. Involve professionals in local compensation and benefits and rely on the laid down laws and practices of the company    . References Armstrong, M. (2009). Handbook of Human Resource Management Practice. London. SAGE publishers. Marchington M. & Wilkinson A. (2006). Human Resource Management at Work: People Management and Development: New Delhi. Graeme, M. & Reddington M. (2000). Technology, Outsourcing & Transforming HR. NY: McGraw Hill. Grobler, P. A. et al. (2004). Human Resource Management in South Africa. Fundamentals of Human Resource Management. NY: Macmillan Publishers. Verma, V. K (1996). Human Resource Skills for the Project Manager, New Jersey: McGraw Hill. Bruce, N. P. (2000). The Human Capital Edge: 21 People Management Practices Your Company. Read More