Managing Personnel and Human Resources - Report Example

Name Course Lecturer Date In any firm, company, institution, and so on, advisory services are always needed for it proper running. Internally, the employees or members within the firm will need to interact well with the structures that have erected (Madura, 48). Externally, the company still will need to interact with the environment surrounding it. The key thing in the interaction is to strike a balance between the established order and the set ideals that guide the company (Tan & Rupert, p.48). With the work of the advisory team, the theories find a practical place in the life of the company. This paper is an integrative guide for Nordens Company regarding the various challenges and expectations that it comes across. It will show in an exemplified way how the company will maintain its success at a good point while maintaining an outlook towards the future. Insights will be drawn from the various theories that have been tested. These will be applied to the various areas of concern in the company. The first shortcoming identified in the company is the lack of well defined policies for the relieving of women workers rather than being flexible. While one can argue that the flexibility itself is rule and supervisors have been able to sort out issues, it is a weakness because decisions are influenced by other factors. A supervisor can give a holiday inappropriately, probably by influence of friendship. Moreover, it is indicated that most workers are from the same family. Nepotism can therefore play a role in executing such a decision. Lack of policy in this regard means the making of decisions that are not objective. Policies should be allowed to speak on behalf of the people. Another problem identified in this case is the high employee turnover. While there are around five hundred permanent employees, there is a very low number of young employees who never stay for long. They always go after a short time. Still, the minority groups who are employed tend to leave after a short time. This creates the problem of keeping on employing more employees. It is necessary that a good number that is employed permanently or regularly to be sustained. The danger with this turnover is keeping on training of new members is quite costly because the company gets stagnated. The company also has experienced the strain of relationships at the employee level since there is a complaint on the use of offensive language towards women. This is a failure to respect the women rights. The use of offensive language is equivalent to discriminating them. This is one thing that may cause them to leave the company for other companies where they will be respected. On the other hand, the same has been happening to the minority tribes who have been employed in the company and this could probably be the area as to why they never stay for long, drawing back company’s efforts of diversification. On the efforts of trying to diversify the company by including people with disabilities to work in the company, there are also other dimensions of diversification which need a check. It is been reported that the company is paternalistic and this draws back the efforts of efficient operation of the workers. The employing of the same family generations is good and dangerous too. This is a way of having cliques within the company that undermine the company’s efforts. Diversification should be first considered on the including of more diverse employees from different family backgrounds. This should begin from the top. Notably, if the company has to begin its plans of expansion, there is a need for more staff. This will require more young people with new technological skills for running and maintaining the new machines. This cannot be possible with the challenge of young people unable to withstand the conditions at the Norden’s company. It is a clear indication that the company has not put measures of tapping young skills and sustaining them to strike a balance in its operations. In overcoming some of problems that are mentioned a number of measures will need to be put in place. Clear and defined policies are necessary in defining the modes executing some duties. Policeis are very important. Salaman et al (p.122) advise that there is a need to have organizational policies of human resource. If configured in a good way, there can be a direct as well as an economically sound way of enhancing performance in a company. As it has been noticed above, putting policies in place will help in the matching of programmes to different programmes in the local arena as Plessis & Frederick (p.17) observe. The company will have to look at the policies in the different departments and make sure that according to the various circumstances that arise, the policies are the source of decision. Objectivity will be given a stronger foundation in the making of decisions (Culp & Smith, p.48). The high employee turnover that has been identified in the company is another area of concern where this company will need to focus. The most likely cause of employee turnover in the Norden’s company is involuntary (Mathias & Harold, p. 163). It seems there are some cases of mishandling within the company which forces them out. Moreover, it seems some rules are violated, or the workers are not fully under the control of the employer. Following the guidelines of DelPo & Guerin (p.4) will be helpful. It will be good to vet employees to avoid problem employees. There will be a need to handle specific problems comprehensively once they surface. Looking the means for turning problem employees into being productive workers will help too. Since there are many family members working in this company, it will suffice to see that those who do not improve are given legal but safe termination and replace with productive ones. Every employee including the minority groups will need the tapping of their potentials. Organizing programs like socials that promote communication, being loyal and camaraderie in the workforce will be vital as well. Finally, it will be important to stay away from legal trouble even though it is sometimes unavoidable. Diversity in the workplace is another important factor that Nordens have not realized. To realize it, there will be a need to enhance the breadth of understanding among the top players. Richard et al (p.487) advise that in such a setting, there is a possibility of myopism among the leading group if it remains homogeneous. Despite the fact that the company is the family’s, the Nordens need to allow a space for external players to come into the top position. This will broaden the thinking because there are possibilities of new members at the top bringing in new ideas. It is thus advisable that the company considers diversity at the top rather than at the level of the employees. In fact, considering persons with disabilities who is qualified for the leadership team is more advisable than at the working level. Richard et al (p.487) continue to advise that diversity should not be seen in terms of individuals but also in talents, performance and so on. Furthermore, they advise that diverse backgrounds will enhance problem solving in a company, a thing applicable to Norden’s. In the efforts to expand, the company will meet the challenge of new expertise for the new technology. This will be accompanied by skilled workers. In such a case, the company has to either face the introduction of new staff or not initiate a new project at all. This opportunity should also be integrated with the bringing of young people into the company. Furthermore, training more staff will be important because the level of operation will need to be taken as a new diversification of technology. Diversified technology is competing for advantage, as Hoskisson et al (p.196) call it. As a summary, this report is has just highlighted the various challenges that the company has faced. It is expected that in the recommended steps, achievements will be made especially in curbing of the problems identified. More and more persistence is necessary in emphasizing of these recommendations, as well as defining of the policies to incorporate the projected achievements. References Billsberry, Jon, Graeme Salaman, and John Storey. Strategic Human Resource Management: Theory and Practice. London [u.a.: SAGE, 2005. Print. Culp, Gordon L, and R A. Smith. The Lead Dog Has the Best View: Leading Your Project Team to Success. Las Vegas, Nev: Smith Culp Consulting, 2004. Print. Daft, Richard L, Martyn Kendrick, and Natalia Vershinina. Management. Andover: South-Western/Cengage Learning, 2010. Print. DelPo, Amy, and Lisa Guerin. Dealing with problem employees: A legal guide. Nolo, 2009. Hoskisson, Robert E, and Robert E. Hoskisson. Competing for Advantage. Mason, OH: Thomson/South-Western, 2008. Print. Lawson, Ben. Developing Innovation Capability in Organizations: A dynamic Capabilities Approach. International Journal of Innovation Management, 2001, 5 (3), 377-400. Madura, Jeff. Introduction to Business. Mason, OH: Thompson/South-Western, 2007. Print. Mathis, Robert L, and John H. Jackson. Human Resource Management. Mason, OH: Thomson/South-western, 2010. Print. Plessis, Andries, & Frederick Howard, Human Resource Strategies for Training and Education in the Rosebank Business Precinct of Auckland, New Zealand. Asia Pacific Journal of Business and Management, 2010, Volume 1 (2), 8-19 Tan, Kim H, and Rupert Matthews. Operations Strategy in Action: A Guide to the Theory and Practice of Implementation. Cheltenham, UK: Edward Elgar, 2009. Internet resource. Tan, Kim H, and Rupert Matthews. Operations Strategy in Action: A Guide to the Theory and Practice of Implementation. Cheltenham, UK: Edward Elgar, 2009. Internet resource Top of Form Bottom of Form Top of Form Top of Form Bottom of Form Top of Form Top of Form Top of Form Top of Form Bottom of Form Bottom of Form Bottom of Form Bottom of Form Bottom of Form Read More