Issues in Human Resources Management - Essay Example

What is the impact of specific activities targeted at a small group in the organization (e.g., like baggage handlers) on the rest of the organization's employees? When specific activities are targeted at a small group in an organization, the immediate concern will be about discrimination and the legality of such activity. Organizations have the liberty to treat different grade employees differently without being accused of discrimination in the legal sense, as long as it is not based on age, race, gender, religion, nationality, disability or sexual orientation. Differences based on a genuine and transparent seniority system, pay levels, type of work, location, and other such factors are not considered illegal. However, even if such activities are not illegal, they can give rise to conflicts in an organization. The relationship between the group that is subject to specific activities (target group) and other groups in the organization has a bearing on the type of impact the activities have. When the groups involved work in close proximity in the sense of pooled or reciprocal interdependence, the likelihood of impact is bound to be much stronger and small issues may assume disproportionate dimensions. When conflict does take place, it can assume many forms and the impact too may have many forms. Conflict invariably arises when there is a perceived difference in performance criteria and reward. The impact of such perceptions causes changes such as: Other groups become more cohesive, with intra group conflicts being pushed into the background – the common enemy is more dangerous than the enemy within. Negative attitudes develop – members of the other group are “enemies”, and even individual members are disliked. Groups are stereotyped – greedy, inconsequential, elite etc. Reduction in communication between groups and members – why talk to them? Suspicion and surveillance – what are “they” upto? What are they planning? How can “we” stay ahead? (http://www.hs.ttu.edu/rhim5200/htm_files/0015.htm) In some cases, the impact can be positive, if the activities can be seen as a harbinger of beneficial results for others too – Is it a test case? Will the consequent change within the target group make our jobs easier/improve our lot? How can an organization convey that it is stringent about its policy on sexual harassment? Creating an employee handbook about workplace policies, with specific details of sexual harassment policy, would be an ideal first action. It helps all employees get the same information and removes ambiguities about what they can expect from the management and what is expected of them. It also affords legal protection to the organization in the event of litigation. A handbook should ideally have details of working hours, salaries and wages, other benefits, drug abuse policy and a separate section on sexual harassment. The section on sexual harassment must achieve the following: It must reiterate that sexual harassment is illegal. An unambiguous policy on sexual harassment should be spelt out, which defines what constitutes such conduct. It should explicitly state that sexual harassment will not be tolerated and that all contraventions will invite disciplinary action including dismissal. Possible penalties could be spelt out. It should specify a procedure for filing complaints, and state that all complaints will be investigated, and kept confidential. It should also state that retaliation against complainants would not be tolerated. It should list the additional resources available for guidance in the matter. Copies, at least of this section, must be provided to all employees new and old, including managers and supervisors. Copies may be posted in offices and rest areas. Reminders about the policy and also periodic meetings and seminars to discuss the issue would help convey the organizations’ seriousness in tackling the issue. Training programmes should be conducted annually for employees to explain the nature of sexual harassment and their rights in the workplace. Procedures may be reviewed and examples of intolerable behavior may be provided. Similarly, supervisors and managers should undergo separate training programmes annually, with special emphasis on handling complaints. Managers entrusted with investigation of complaints must be made aware of all aspects of the issue including legal and psychological aspects. Workplaces must be monitored regularly for inappropriate language, posters or notes. (http://www.justice.gov.nl.ca/hrc/Publications/harasswork.htm) (http://www3.uakron.edu/lawrev/robert1.html) http://www.nolo.com/article.cfm/ObjectID/7440C7F8-0B89-46E4-A1DE73FE99AA61E0/catID/DE34C24C-9CBE-42EF-917012F2F6758F92/111/259/283/ART/ Can a performance appraisal system in one organization be replicated in another? Why or why not? Performance appraisal means a systematic evaluation of the personality and performance of each employee by a supervisor or some other person trained in the techniques of merit rating. It employs varying rating techniques for comparing individual employees in a work group, in terms of personal qualities or deficiencies and the requirements of their respective jobs. The purpose of performance appraisal is to facilitate orderly determination of an employee’s worth to the organization. A fair determination can take place only by appraising numerous factors some of which are highly objective as for instance, attendance, while others are highly subjective, as for instance, attitude and personality. The objective factors can be assessed accurately on the basis of records, but no devices exist to measure the subjective factors precisely. Thus, replication across organizations is possible and reliable where the purpose of such replication justifies preponderance of objective factors. For example, if the intention is to compare absenteeism among workers in identical jobs in different organizations, replication of the system will be justified. However, when replication emphasizes subjective factors, the results will be neither reliable nor justified. Overall performance appraisal of an employee may be based on differing weightings given to objective and subjective factors of appraisal and where these differ across organizations, replication becomes counterproductive. When a system is replicated in another organization, the persons conducting the appraisal are also different. Hence, variations in results may occur across organizations, but relative ratings within a particular organization may still be relevant. When performance appraisal is done using the goal-setting approach or “Management by Objectives”, the organizational goals may be different and replication will not yield any reliable results. This approach also emphasizes training and development, which may be differing substantially across organizations. (Chhabria and Rai. 2000) Works Cited Conflict Management: Introduction. Available from: [Accessed on January 4, 2007]. Policies and Procedures for Preventing Sexual Harassment in the Workplace: A Guide for Employers and Employees. Available from: Accessed on January 4, 2007]. Roberts, Barry S and Mann, Richard A. Sexual Harassment in the Workplace: A Primer. Available from: Accessed on January 4, 2007]. Preventing Sexual Harassment in the Workplace: Learn What Sexual Harassment is – and How to Prevent it. http://www.nolo.com/article.cfm/ObjectID/7440C7F8-0B89-46E4-A1DE73FE99AA61E0/catID/DE34C24C-9CBE-42EF-917012F2F6758F92/111/259/283/ART/ Chhabria, T N and Rai, Dhanpat: Principles and Practice of Management (2000). Read More