Managing Human Resources in the Workplace - Essay Example

? Managing Human Resources Insert A human resource structure is usually flexible, and it reflects the immediate needs of the business. Human resource is flexible; it changes with time. The human Resource structure that this Hewlett-Packard (HP) adopts is based on its immediate needs; this is because the human resource structure has to conform to the organisation structure (Pieper, 1990). The company adopts a human resource that is in function with the organisation structure. This structure conforms to the human resource needs of the company. The person at the top of the human resource structure is the human resource director. The human resource director responds directly to the company chief executive officer. The human resource department is extremely essential to an organisation; the presence of human resource function shows how the human capital is valued in the company (Pieper, 1990). Human resource capital is extremely essential to any company’s bottom-line, in a relative small business, or a middle tier company; employees usually carry out cross functional activities and hence, when one employee leaves this affects the whole company’s profitability and this leaves a massive gap to be filled. In situations where the company is experiencing capital short falls, or it’s forced to reduce the number of employees, the human resource function is the one that comes up with the method of reducing the number of employees. This is a form of budget control functions that the human resource function is responsible for the other include negotiating for a better pay, salary analysis, and in a small companies that have a limited budget this function is crucial. Give the diversity of the workers in workplace; conflicts are inevitable, human resource employees in the organisation help in resolving these conflicts. This function assess the necessary skills of the organisation, when the skills that are required for the company are identified, human resource function trains the employees on the necessary skills. The employee satisfaction is one of the functions of HR; this function is responsible for employee motivation, morale and other necessary needs needed. These needs are needed for the smooth functioning of the company (Susan & Jackson, 2008). These human needs and the other employee benefits are crucial for employee satisfaction; in order to improve the performance of the company, these needs and other benefits are decisive of developing performance management skills, the human resource functions develop a plan with the employee, to set up targets and how they will be achieved. Human resource function is responsible for recruitment of employees, rewarding the employees, and employee retentions in the organisation. Has affirmative action outlived its usefulness? Affirmative action was introduced to ensure that employed workers are treated fairly in their workplace. It was coined to make sure that employees are not mistreated in due regard of their race, gender, colour or origins. This action exists because there was the need to correct the past mistakes that took place in the companies. As long as these discriminations persists in the work place than affirmative action has not outlived its usefulness. Where there is discrimination in the recruitment of workers, training and the rewards schemes the company adopts, than an immediate action needs to be taken to change this behaviour. People should not face any form of discrimination; everyone deserves a fair chance of to access any opportunities that are available. In most societies, discrimination still exists, and people face unfair treatments (Resources, 2008). People of a certain tribe, gender and colour, is required over others. The disadvantages groups that exist in this society should be given the similar opportunities as anyone else. Affirmative action is required to bring fair treatment to everyone in society (Pieper, 1990). Sexual harassment policies Sexual harassment is any unwanted form of sexual behaviours, verbal or any physical sexual manner or suggestion. Hewlett-Packard (HP) has a sexual policy. The sexual policy in this company has a broader definition, and this shows the seriousness of this matter t in HP. The sexual harassment policy state that; HP is a sexual harassment free organisation, and all forms of sexual harassment will not be entertained in this company’s working environment (Conte, 2010). In HP sexual harassment can take many forms; and, any form of sexual harassment towards an employee that includes; any form of sexual advances, sexual favours, or the display of any sexually explicit image in the organisation’s computers, or any images that suggest sexual discrimination are considered to be sexual harassment. Any employee who is found to engage in any form of sexual harassment in HP’s work place environment, in violation of the company’s sexual policy will be subject to punitive action including removal from office (Conte, 2010). The employee is subject to any legal action if found to have subjected any employee, customer, or any other third party in the company to any form of sexual harassment. The sexual harassment policy is given to any employee on their appointment and is usually displayed at open and strategic positions within the company premises. Employees are usually taken to training workshops that specifically handle sexual harassment in the work place at least once in a year; These workshops empower employees in sexual harassment issues, and train them in handling sexual matter. This training sensitizes employees on sexual harassment issues within the organisation. These training programs enable employees to identify sexual harassment issues, and how they will stop them. They train employees on how they will know the difference between sexual harassment and discrimination, how they will identify a correct and incorrect behaviours, and they train employees on how they will minimise the conflicts that arise due to sexual harassment (Conte, 2010). Video Analysis This video explains the relationship of human resource function to strategic management taking into considerations the legal and the global environment. In the 1980's the human resource function focussed on personnel management currently, human resource management has taken over. Things have changed and human resource management are playing a central and strategic role to businesses today. The following changes have played a role in shaping Human Resource management to what it is today; 1. The civil rights act of 1964 This is the first legislation that give people protection against any form of discrimination before this act came into place, employment decisions were made according to race, religion, gender, colour and nationality. This legislation applies to employers, who have more than 15 employees; it is enforced by equal employment equality commission and other agencies. This act made a tremendous difference in how employers made their workers. 2. Diversifying demographics In 2005, 33% of all employed workers in the U:S consisted of minority compared to 135 in 1995, its further projected that in 2042 majority of the workers will consist of the minority workers. Diversity will bring some challenges which include the following, Non discrimination, equity, teamwork, solidarity and shared values. 3. Decline of unions Union membership tripled inn the period between 1930 to1945, which translated to about 35% of all employees, this figures dropped to 12.5% in 2004 and 12.3% in 2010. This decline is continuing this is caused by the drop in manufacturing jobs and the rise in service sectors. 4. Huge health care expenses In 2005, the there was a double digit increase in health care costs, this has "however", dropped, but the cost of health care always changes. The cost of health care increase is usually passed to employees. This makes the cost of health care to be a burden to employee. 5. Technology and new tools Technology has an impact on HR; the human resource management system makes organisations become paperless in the work place. Technology has led to the rise of e-learning, performance management, applicant tracking, work plan and attendance, succession planning, and intranet. This has freed the human resource to become a strategic partner, mobile phones have changed the process of communication, and these devices have made people be connected all the time. 6. Rise of knowledge workers There has been in knowledge work, in 1955 worker were engaged in manufacturing work, in 2005 it is only 15.8%. Workers nowadays control their channels of production. 7. Switch to 401 (K) pension plans The 410 (k) plans were plans of the economic boom of the 1950’s and 1960’s. This meant that employers through benefit plans employers knew what exactly they are going to get. These days, defined contributions are the plans that companies prefer this plans means that companies do not guarantee what employers are going to get they just guarantee what they will contribute to a certain pension fund. In 2004, about 30% of all employees that are eligible to DC plans did not participate in these plans. 8. The Global economy These days, companies exist in a worldwide stage. The U.S exports grew from $ 25 billion to $1.2 trillion in 2004. The global economy has resulted in low trade barriers, and about 17% of all U.S companies are foreign owned. 9. The fear of terrorism Terrorism has become a factor in human resource management; this is a new factor. This factor has serious implications on human resource, how do companies back up their information. Job applicants are subject to background checks. There are new concerns that are brought up with terrorism 10. The evolution to strategic partnerships Human resource partnerships are evolving from a tactical role to a strategic role. The amount of time that human resource function are devoting less time to administrative tasks and are now focusing more on the strategic role that this function plays. References Conte, A. (2010). Sexual Harassment in the Workplace: Law and Practice. Medina, Ohio: Aspen Publishers Online. Pieper, R. (1990). Human Resource Management: An International Comparison. Berlin, Germany : Walter de Gruyter. Resources, M. (2008). Susan E. Jackson, Randall S. Schuler, Steve Werner. London: Cengage Learning. Susan, E & Jackson, R. S. (2008). Managing human resources. London: Cengage Learning. Read More