Investigation of Equality and Diversity Strategy in an Organisation - Essay Example

 Investigation of Equality and Diversity in an Organisation Table of Contents Table of Contents 2 Introduction 3 Objectives and Functions of HRM 3 Approaches to Human Resource Management 4 Soft HRM Model 4 Hard HRM Model 4 Importance of People Management 4 Models of HRM 5 Harvard Model 5 Matching Model 5 Equality and Diversity 6 Transport for London (TfL) 6 HR Strategies of the Organization 6 Conclusion 7 Recommendation 8 Reference List 9 Introduction Human resource management (HRM) is described as a coherent and strategic approach towards the management of the most valued resources of a company– the human being functioning there, who collectively and individually contribute towards the accomplishment of the goal of the company. It is defined as a process of employing person, providing training to them, paying them, developing policies related to them, and building up strategies in order to hold them. According to John Storey, there are four aspects which represent the meaningful description of HRM: a particular collection of assumptions and beliefs, a strategic force informing decisions regarding people management, the central participation of line supervisors, and dependence upon a collection of forces to shape employment relationship (Armstrong, 2006). Objectives and Functions of HRM HRM’s core objective is to make sure the accessibility of competent and committed employees in an organization. The other main objectives are as follows: Societal objectives: To be socially and ethically responsible towards the challenges and needs of the society. The company should utilize their resources in favour of the benefit of society (Kumar, 2010). Organizational objectives: To identify the function of human resource management in bringing the organisational efficiency (Aswathappa, 2005). Functional objectives: There must be a proper agreement between the needs of the organization and the HRM division’s service. The demands of the organization should be served well by the HRM. Personal objective: To help employees in attaining their personal objectives. Employee’s personal objective can be met when employees are maintained, preserved and motivated (Randhawa, 2007). Functions of HRM: To accomplish the above objectives, two types of functions are performed by HRM. The first one is managerial function and the other is operative function. Managerial function comprises of planning, organising, staffing, directing, and controlling. Whereas, the operative function comprises of procurement of workers, development of employees, compensation function, integration, maintenance function, separation function, career development, and performance appraisal (Sims, 2007). Operative functions are also known as staff functions or service functions (Khurana, Khurana and Sharma, 2009). Other functions are performance appraisal and performance management system (Werner and DeSimone, 2011). Approaches to Human Resource Management Soft HRM Model The “soft approach” of HRM is best characterized by the humanism model of Harvard School, laid its emphasis upon value-added feature of HRM. It is nearly connected with resource based vision of the organization which considers the unique nature of implied competences and skills of workers as a main source of economical advantage (Gabrial, 2008). It is framed by the objectives of business, but the stress is given on those portions that make workers a distinctive resource, one which is competent of offering competitive advantage and encourage intrinsic motivation (Dransfield, 2000). It treats employees as esteemed contributors towards the organization, thereby, paying attention towards their motivation, building up trust, and providing development prospects (Wilson, 2005). Hard HRM Model The “hard approach” of human resource management is represented by the matching model of Michigan School. It lay emphasis on attaining a stiff strategic fit among business objectives and human resource guidelines to the degree that, human resource management is sometimes referred as “strategic HRM” (Wilson, 2005). The emphasis is placed upon managing workers as means of production which supports business policy (Gabrial, 2008). Hard HRM signifies tight control, mainly of a combination of business strategy with HR policies (Saridakis and Cooper, 2013). The main difference between soft and hard human resource management approach is that, soft HRM approach view workers as precious and human resources and the “strategic HRM” is based on soft approach of human resource management, whereas, hard HRM approach view workers as headcount resources and means of production and the “human resource management” is based on hard approach of HRM (Durai, 2010). Importance of People Management People management implies managing employees efficiently in the day-to-day operation of the organization. It is important because, the success of an organization and its well being depends upon the efficient management of the human resources, employees engagement and hence upon their performance. Human being is regarded as the single source of progressing competitive advantage. Motivation of employees is also very important in the organization because if they were not well motivated then they cannot give their best performance towards the success of organization. Moreover, for women, satisfaction of their social needs at workplace is a motivating reason more subsequently than for a man. A better people management can be done by paying attention towards the employees and by addressing the needs of employees in the workplace (Neas, n.d.). Models of HRM Harvard Model One of the founding fathers of human resource management was “The Harvard School of Beer et al, 1984”. The Harvard framework of human resource management depends on the thought that, problems of the historical person management can simply be solved when the common managers widen their perspective of seeing the employees engaged in and grown by the organization, and what type of HRM practices and policies may accomplish those goals. Without either of a strategic visualization or a central belief which could be provided just by general supervisors - human resource management is possibly to remain a collection of autonomous activities, each one is guided through its own belief. The Harvard model is also called as Soft Model of HRM or Multiple Stakeholders Model or Harvard Map of HRM, which argues that the policies of human resources are persuaded by two important considerations (Ehnert, 2009): Situational factors: It includes the internal as well as external environmental factors of the enterprises such as societal values, employee market conditions, management philosophies, technologies and business strategies. Stakeholder’s interest: The stakeholders manage the short term policies of HRM. They include government agencies, unions and management employees (Kandula, 2003). Further, this approach classifies HRM practices and policies into four topics as follows: HR flows which includes staffing, selection, appointment, assessment, promotion, and termination; Reward system involves pay systems and the non-monetary credit schemes; Employee influence includes authority, hierarchy, and explanation of responsibility; and the Work systems which involves definition of employment and arrangement of people (Kandula, 2003). However, this model have been criticised because this approach is perceived as an idealistic expression. The Harvard model’s dilemma of maintaining the equilibrium of mutual authority and expectations among interested parties i.e. employees and employers is not at all possible in real case (Nyambegera, 2005). Matching Model The chief contributors towards the Matching Model of HRM come from New York and Michigan schools. This model is proposed by Tichy and colleagues (1982) which lays stress on the “resource” part of HRM and also on the “tight fit” among organisational structure, organisational strategy and HRM system (Pinnington and Harzing, 2010). It also reflects the unitary aspect of human resource management. It believes that, disagreement of interests do not exist inside the organization, as what is beneficial for the company is also beneficial for the employees. Employees and managers are seen as functioning towards the similar goal i.e. the success of company (Crawley, Swailes and Walsh, 2013). The main limitation of this model is that, it depends on the classical aspect of the strategy formulation. It also fails to recognize the complexities between and within the concepts of approaches and HRM (Pinnington and Harzing, 2010). The other criticism is that, it depends on mechanical and rational form of decision making. In actual practice, strategies are frequently determined on a subjective and political level (Sharma, 2009). Equality and Diversity Equality and diversity refers to the practice of employing people irrespective of their gender, sexual orientation, race, language, biasness on the basis of age and social origin. In order to promote equality and diversity, firms should ensure that a series of appropriate services should be available to sustain training; awareness should be raised by relevant training; equality and diversity should be reflected during the process of recruitment of staff (Gravells and Simpson, 2012). It also implies that, organization is open and fair to all the sections of society in each of its actions (Dyer, 2008). Transport for London (TfL) Transport for London is a government body that is responsible for the majority phase of transport system in the Greater London. It was formed in 2000 and its present chairman is Boris Johnson, the Mayor of London. The main role of Tfl is to execute the Mayor’s transport scheme and also to direct transport services across Greater London. Each transport division has their own corporate individuality, which is formed by diverse-coloured editions of the rounded logo and it represents the TfL Company as a whole. It has always scaled advertising campaigns in order to encourage the utilization of Underground. The company balance delivering its services with the biggest efficiency and saving plans in public sector. Their success is based on the Government assistance through funding and borrowings, their fare payers, developing their commercial income and achieving their efficiency targets. They organised in three sectors: surface transport; underground and rail; and cross rail (Tfl, n.d.). HR Strategies of the Organization Transport for London utilizes its services purchasing authority in order to entail contractors to implement equality and diversity measures. It aims that, everyone who lives, works or visits London will utilize one of their services. But a fast growing population denotes that, accomplishing this objective is more difficult than ever. TfL adopts the “Harvard model” of human resource development. A sole HR function have been created in order to present an efficient HR service which includes effective selection, appointment, assessment, development, and retention of staff. It works towards a logical HR approach, which involves development of staff and putting the right person in the correct place (Tfl, 2012). Transport for London has been working with their suppliers in order to develop their workers and offer employment and training opportunities for the local people. They are dedicated to develop the talents of Londoners and also ensure that they have the project managers, engineers and workers required to carry out transport plans in the near future. Equality and Diversity approach of TfL: TfL follows the equality and diversity approach by employing people irrespective of their gender, sexual orientation, race, language, biasness on the basis of age and social origin. It values unique skills, perspective of each individual, their experiences and find ways in order to bring the finest out of each employee. It also places those unemployed people into the work who have been not employed since long time. In the year 2009, more than 50 unemployed people have got employment and also qualification in the field of construction, engineering, and safety management and highways. It had dedicated to deliver at least 175 jobs by the month of March 2010. Most of the work had focused on employing more women in the company. Therefore, it had employed further than 70% of the female. So, the company strategy focuses on the fact that, it does not make discrimination on the basis of sex and give equal opportunity to all human being (London, 2009). Transport for London has involved equality and diversity approach in the process of tendering and it means that, the private suppliers who desire to bid in favour of employment from TfL have also to assure the following: they have to respond towards the primary pre-qualification survey which includes questions based on equality and diversity; bidders who successfully respond towards the questionnaire can participate in the call to tender and they were given the envelop based on equality and diversity which they need to pass; those who have successfully passed have to show their commitment towards equality and diversity by generating the action plan. TfL deals with four main components: equality and diversity training, a strategic equality and diversity plan, a communication arrangement and a contractor diversity plan (Kumra and Manfredi, 2012). Conclusion This paper focuses on the different aspects of HRM which implies a collection of interrelated guidelines with a philosophical and ideological underpinning. It takes into account the soft and hard approaches of HRM and also focuses on Harvard and Matching models of HRM. Besides, it also lays stress on the limitation of Harvard and Matching model. Further, it explains why people management is important and investigated upon the Harvard model and the equality and diversity practice adopted by TfL Company. Therefore, it is clear that HR practices are important for the successful running of the organization. Recommendation The Harvard and Matching models of HRM have certain limitations though; the Harvard model is practiced by some organization because it is linked with the soft approach of HRM which view workers as precious and human resources. Matching model is not adopted by the organization because it views workers as headcount resources and means of production and not as human resources. Besides adopting Harvard approach and equality and diversity practice, TfL can also adopt other practice such as paying the workers on the basis of their per day work. In this way, those who are employed on temporary basis can also enjoy their daily pay and therefore, can support their family in their basic needs. Reference List Armstrong, M., 2006. Strategic Human Resource Management: A Guide to Action. United States of America: British Library Publication. Aswathappa, K., 2005. Human Resource and Personnel Management. New Delhi: Tata McGraw-Hill. Crawley, E., Swailes, S. and Walsh, D., 2013. Introduction to International Human Resource Management. United Kingdom: Oxford University Press. Dransfield, R., 2000. Human Resource Management. London: Heinemann Educational Publisher. Durai, P., 2010. Human Resource Management. New Delhi: Dorling Kindersley Pvt. Ltd. Dyer, P., 2008. The Good Trustee Guide. London: National Council for Voluntary Organisation. Ehnert, I., 2009. Sustainable Human Resource Management: A Conceptual and Exploratory Analysis from a Paradox Perspective. New York: Springer Science & Business Media. Gabrial, Y., 2008. Organizing Words: A Critical Thesaurus for Social and Organizational Studies. New York: Orford university Press. Gravells, A. and Simpson, S., 2012. Equality and Diversity in the Lifelong Learning Sector. London: Sage Publication. Kandula, S.R., 2003. Human Resource Management in Practice. New Delhi: PHI Learning Pvt. Ltd. Khurana, A., Khurana, P. and Sharma, H.L., 2009. Human Resource Management. New Delhi: V.K. Enterprises. Kumar, R., 2010. Human Resource Management: Strategic Analysis Text and Cases. New Delhi: I.K. International Publishing House Pvt. Ltd. Kumra, S. and Manfredi, S., 2012. Managing Equality and Diversity: Theory and Practice. 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