Reality-Based Education - Case Study Example

Reality Based Education Introduction Issues pertaining human resource management are at times complex. The complexity originates from the fact that some of the personnel make different inferences and judgments pertaining human resource issues. Accordingly, some of these differences lead towards the misunderstanding between personnel comprising the managers and the employees themselves. The complexity of situations between the senior officials in human resource department of competitive entities in the market creates a bump within the process of operations. Ideally, most of the problems that arise in organizations get affiliated with human resource departments (Garriga & Melé, 2004). They facilitate the operation ability of the labor element of production. Difference perceptions about human resource trends exist amongst the different personnel in the corporate world. This paper depicts a case study analysis of the case study “The Right Way with Employees?” In this case study issues concerning, human resource management in the real world will get analyzed. Question one What kind of employee social contract is assumed by Kirby and Cunningham? Explain. Social contract is a phenomenon that entitles and establishes elements that categorize the forms of relations between persons in an organization. It is common to identify situations and working environments through identifying the character traits of a person’s social contract demeanor (McCarthy, 2011). Most likely, the way a person relates with the others determines the art of the social contract assumed. For instance, the cases of Kirby and Cunningham impose differences in the level of social relations. Kirby’s assumption of the social contract is affirmative, especially considering the way he treats employees. The manager is oriented and concerned about the welfare of the employees hired by the company. In most instances, most managers create a division setup between them and the employees they hire. That is; they maintain official relations that put away the idea of relating on a personal basis. According to Kirby, the employee’s social and economic affairs were a concern to the company. That makes him part of the concern. For instance, he makes sure that he establishes a personal relationship with the employees. According to many, the leadership skills demonstrated by Kirby create an integrative environment between the employees and their seniors. He establishes the essentiality of collaboration in terms of skills and ability to cooperate amongst the workmates. Kirby understands and complies fully with the SOP (standard operating procedures). However, he also respects the need to create an extensive relationship with the employees beyond the contract-wage commitment that exists between him and the seniors. A perfect example of his social contract trait gets experienced when he stands against the deployment and the retrenchment of some of the employees. According to Kirby, it is the companys responsibility to maintain the staff and utilize their services. The laborers, according to him, ought to get utilized in ensuring timely delivery and production of the automotive. This is a move that other managers disagree with potentially. His is abundant with moral reasoning. Alternatively, Cunningham feels that the social contract assumptions portrayed by Kirby are faulty. Instead, he believes in determining the fate of the employees from an official point of view. A front understanding of the issue of retrenchment could mean reduction in company’s contemporary expenditure. This ideology best suits the persons who believe that the hierarchical dominance in leadership is of significant importance to the company (McCarthy, 2011). That means that he does not conquer with the perspective that opinion that everyone is beneficial to the company does not matter to him at any length. Most probably, the existence of the employee and employer relationship is steered by the success of the company. Failure to do that means automatic retrenchment from the task force (Wright, 2002). A perfect example is when he proposes that some of the low ranked employees should get sacked in favor of the company’s wage resources. His ideology about employment revolves around money status and pride, not social contract considerations. Question two If you were an HR manager at the company, which view would you support? Why? Ideally, each of the propositions has an idea that can get counted on from different perspectives. However, there are some factors that a manager ought to consider before denying or accepting to comply with the social contract values. However, taking the assumption of the social contract is very essential. Ideally, the company has had records of success for some time. The same employees were part of the success. The same case applies to when the company goes down the financial ladder. The fact is that they are still a core part of the company. The best option or assumption is that of employing social contract assumptions. Collective responsibility for the employees means a lot to the company’s success. The driving ideology besides this philosophical phenomenon is that employees are part of the benefits to the company. Too much persistence in considering legal agreements between the employees and the employer may as well discourage performance (McCarthy, 2011). Therefore, application of lenient and social considerations into the job environment initiates a better working environment. The case of financial and operational degradation by the company means that the company needs to reorganize the input factors. Therefore, these factors can easily facilitate the improvement of the company’s operations. Therefore, the best assumption to take as a human resource manager is the social contract one. Better operations never suffice if one of the stakeholders in the organization face moral degradation. The same case applies to management of the human resources in the company. Question three Which approach is Kirby or Cunningham more likely to have a greater positive impact on performance? Discuss It is true that a company delegates the powers of hiring and developing skills to the human resource management department. Therefore, the department is responsible for ensuring that all the operational activities get run effectively. However, the most important aspect that triggers success and utmost performance is moral motivation. In this case, the two leaders, Kirby and Cunningham, ought to evaluate the best strategy that will drive performance into the company again. However, it is proposed that a collective form of operation could serve the purpose of creating chances of success in the company (Tekleab, 2000). Therefore, social contracting is the best operations strategy that can drive performance to the company. Kirby’s idea of establishing a social contract environment still stands. One of the paramount elements of this approach is that employees get motivated by the absolute treatment they may get from the employers (McCarthy, 2011). Accordingly, increased level of motivation amongst employees will create a level of confidence in the company. One of the stern demands of the labor force is to achieve reliability and assurance of long-run employment. However, if the managers choose upon the employee-insecure approach, then the company is likely to suffer random resignations, which are signs of failure. References McCarthy, J. (2011, October 18). The Social Contract at Work. Retrieved November 15, 2014, from http://psychologyofwellbeing.com/201110/the-social-contract-at-work.html Kochan, T. A. (2000, January). Building a New Social Contract at Work: A Call for Action. In PROCEEDINGS OF THE ANNUAL MEETING-INDUSTRIAL RELATIONS RESEARCH ASSOCIATION (pp. 1-25). IRRA; 1999. Tekleab, A. G., Takeuchi, R., & Taylor, M. S. (2005). Extending the chain of relationships among organizational justice, social exchange, and employee reactions: The role of contract violations. Academy of Management Journal,48(1), 146-157. Wright, P. M., & Boswell, W. R. (2002). Desegregating HRM: A review and synthesis of micro and macro human resource management research. Journal of management, 28(3), 247-276. Garriga, E., & Melé, D. (2004). Corporate social responsibility theories: mapping the territory. Journal of business ethics, 53(1-2), 51-71. Read More