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HR Questions - Essay Example

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Quality discerns and availability of talented workforce has always posed itself as a complex challenge for human resource management. Organizations have actually embarked a great deal of changes and expectations from the work force, which has quickened the role of HRM. …
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Download file to see previous pages Organizations have actually embarked a great deal of changes and expectations from the work force, which has quickened the role of HRM. Three tends that are changing the function of HRM are change management, strategic planning and training and management. These roles have relatively changed a great deal because of economic and technological changes, diversity and increasing demographics and organizational restructuring. For instance, considering socio-political polices which were considered as non-central to HRM are now doing strategic planning. Similarly, change management has to be undertaken by carefully allocating diversity within the organizations as people from different backgrounds and nationalities have become part of organizations. Q2- Describe the differences between internal equity comparisons and external equity comparisons, and explain their consequences on the organization. External equity comparisons are one, when an employer decides to pay wages to his or her work force according to the pay rates implemented by other employers in the market place. For this reason, employers are expected to measure the labor markets to get an idea of how he or she will have to design wage plan. On the other hand, internal equity comparisons occur when an employer decides to pay wages to the employees, according to the nature of job, i.e. the more the work performed by a worker, the more wages he or she will earn. External equity comparisons may result in higher wages being paid to the employees, even if they have not put sufficient input in performing their assigned jobs. Whereas, internal equity comparisons create an environment, where the employer and employees both have fair portion of the money they earn for their efforts at work place. Q3- Discuss comparable worth by (1) defining it and (2) citing four potential problems in its implementation. Comparable worth is an idea, which entails that each worker should receive equal wages, regardless of the gender. Comparable worth is also known as pay equity and it allows an employer to pay equal amounts to different job titles according to their worth for the employer. The biggest problem with comparable worth is that the jobs performed by female workers are usually undervalued or do not have significant impact on the operational capacity of the organization. Moreover, implementing such systems would cause disturbance among male workers, as they will be performing tougher tasks and receiving the same amount as women. Male workers might also raise their voice against this gender discrimination. From social perspective, the individuals might also see it as an act of inequality and denial to the idea that every individual should be treated equally, regardless of the gender. Q4- Describe five reasons why merit pay programs may not help organizations increase their overall productivity. Q5- What are some issues of procedural justice that might arise in administering merit pay? In any company setup where rewards are offered by the management to employees they tend to assess these rewards on the basis of two distinct dimensions, which are namely distributive and procedural. Distributive dimension is related to the evaluation of the value of reward they have received; whereas procedural dimension is related to the assessment of the process, which is adopted by the management to decide the value of reward. Important aspects of procedural justice that may arise in administering merit pay may include 1) whether the manager or supervisor performs his duties ethically 2) whether the manager allow opportunity to employees to express their viewpoints and actually takes them into consideration 3) whether uniform standards ...Download file to see next pagesRead More
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