Discuss about the Methodological and Cultural Perspectives.
The case scenario represents that the previous manager have a work experience of 18 years for maintaining 700 people of the organization. The new HR executive, Brian will handle all the HR operation after Howard got retired. Mondy and Martocchio (2016) depicts that contemporary organizations majorly emphasizes on developing and retaining talents, developing leadership skills and implementation of a diverse team are some of the strategic investment perspectives that contemporary human resources should possess. Dias (2016) moreover depicts that if a human resource emphasizes more on the development of the skills and knowledge of the employee, better business outcomes can be attained as they will serve their best to the organization. In the given case study, Howard only analyses the payroll process and recruitment procedures but in recent times, Brian, the new consultant values the perspective of every employee by communicating with them directly. (Dias 2016). Purce (2014) highlight that modern organization, human resource and the managing authorities communicate with the employees to encourage integrity and building trust. Moreover, Mondy and Martocchio (2016) also affirms that in contemporary organization strategic moves like engaging employees in decision-making plans and offering them challenging roles and responsibilities according to their organizational job and responsibilities also ensures the equity in the workplace (Samnani and Singh 2014)
Taken for instance, Apple Inc. considers employees are an important asset of an organization and thus they must take initiatives for enhancing their competencies. Apple Inc. does the following things:
There are several stakeholders, internal stakeholders are- Troy, the chairman, Kevin, President of the Carringbush Cheetahs Football club, their players Phil Brown, Eddie McManus and Dale Andrews and external stakeholders are different sponsored companies. In the given case scenario, Troy, the chairman of the Carringbush Cheetahs Football club is in support of the ethical workplace. Moreover, the sponsored companies of the supporting club also care for an ethical association of with the Cheetahs (referred from the case study). The chairman majorly emphasizes on the healthy work environment by considering the future of the young players, who have joined the team after their high school. In addition, as the scenario resembles the situation of allegedly raped women, the concerned club also considers the security of the women as they made up the 40% membership of the Carringbush Cheetahs Football Club.
Ethical Issue- The president of the Carringbush Cheetahs Football club only considers winning the premiership by neglecting the illegal occurrence in the workplace. Moreover the chairman, Troy first argued on the criminal offense created by three of their players but at the end he agreed for paying the hush money to the women, who was raped by their players (referred from the case study).
Legal Issue- It can be concluded from the case scenario, that the club had violated Health and Safety in Employment Act 1992, Employment Relations Act 2000, Human Right Act 1993 and Hazardous Substances and New Organisms Act 1996. Employment Relations Act 2000 also highlights that an employee should not take drugs and humiliate/discriminate any people during their contract of working (Legislation.govt.nz 2017). However, Phil Brown, Eddie McManus and Dale Andrews take drugs and have forced sex with a woman illegally. Health and Safety in Employment Act 1992 and Human Right Act 1993 is also violated as the managing authorities also do not take any step for the provision of justice to the victim. In the context of the Hazardous Substances and New Organisms Act 1996, their players Eddie McManus and Dale Andrews did not care about the health and safety of people and communities that are the women, whom they allegedly raped.
HR Issue- The prime issue that the present scenario of the club represents demonstrates the importance of premiership more than the ethical approach to the workplace. HR overlooks the illegal activity of being socially unfit and taking drugs that violate the legation of the Health and Safety in Employment Act 1992 (Legislation.govt.nz 2017).
The problem that Joe is facing is that the work is monotonous and there is n encouragement that results in dissatisfaction regarding the job. Joe also decided to resign and looking for a job on other organization. Wilton (2016) depicts that the university formulate a game area to make the employee like Joe motivated and refreshed. Moreover, theme arrangement of the library including the reference section as per as the occasion that is celebrating in the entire university will add fun in his job (Tereram and Ngirande 2014). Joe can be offered the role of the organizer for these arrangements. In addition to that, Joe must allow watching innovative videos during the leisure time to suggest ideas for the interior decoration of the library so that student can attract to use the reference section of the library and Joe can guide them to access the library. Furthermore, being in the Jewlle’s position, a person must have taken initiatives for the development of Joe through offering learning materials. Dale (2014) suggests that, the performance of an employee based on the learning materials should be assessed and rewarded for positive achievement.
Enhancing Corporate Culture- Terera and Ngirande (2014) describes that organizational culture plays a crucial role in encouraging the employee to serve their service for the betterment of the organization. Providing work-life balance, training and development programs, employee reward system and employee recognition are some of the aspects that drive the culture of the organization. In context with the given scenario, Jewlle must initiate for a revised routine of the university where apart from the weekend, one more day will be there where there is no schedule for any student for accessing arriving reference library (Mondy and Martocchio 2016). The university can provide Joe a day off on that day so that he can spend time with his family. Additionally, in training and development program, the university must offer training on new technology like virtual library functions.
Employee Communication- In this context, Jewlle does the right thing by communicating with Joe regarding the problem he is facing. Deery and Jago (2015) defines the communication in the workplace reduces the conflicts between the employees and the managing authorities. This approach ensures the employee retention in the workplace as employees feel like important assets of the organization.
Job advertisements- Dobbin et al. (2014) suggested that an organization should choose correct text and strong signal for the requirement of women for a particular designation within an organization through Women’s television channels, magazines and social media networks. In accordance with the given context, the various departments, where women’s skills can be utilized should be properly highlighted along with the required duty so that women, who intend to accomplish those works, can apply for the designation for Australian combat.
Diverse and trained recruitment teams- Face-to-face contact for the potential candidate irrespective of the gender is the key criteria of this strategy. Guillaume et al. (2013) depict that establishing recruitment targets for women and shortlisting them for an interview, sharing targets with them and provision of opportunities for representing their skills are important factors that can prove the diverse and trained recruitment teams within the workplace.
Workplace Culture that embraces diversity- This aspect also highlights the leadership strategy followed in an organization. Sarvaiya and Eweje (2016) depicts that the diversity along with the workplace culture that supports the effort of women is crucial for employee retention. In the given scenario, if the recruitment approach highlights the strengths of women for some position and select efficient candidates based on the skills and not by the gender, Women candidates will feel motivated to associate with the organization (Sarvaiya and Eweje 2016). Additionally, the organization may set examples of some female combat leader to encourage diversity in the organization.
Treaty of Waitangi – Treaty of Waitangi is an exchange of promises between two sovereign peoples where Maori ceded to the British Crown. In 1840, 500 Maori chiefs ceded to the British Crown for the protection of their chiefly authority along with the rights to their lands and other possessions (Gardner et al. 2013).
HR in an organization should posses the knowledge of Treaty of Waitangi for the following reason:
Provision of language classes also ensures the understanding among the employee irrespective in their language difference (Catleyet al. 2015).
Unethical way of recruitment- The recruitment procedure must comprise of an interview, induction and job training of maintaining the ethical procedure (Dias 2016). In the given context for elementary work, people are recruited without any interview on less salary and no proper training is also provided. This is the contemporary issues in New Zealand, where the managers intend to cost-cutting in interview procedures and training to employee for elementary work.
Lack of job training for the new employee- The scenario also indicates that some of the best employees will be soon retired and there is no way of knowledge sharing approach in the workplace. Purce (2014) depicts that implementation of in-job paid training to the employee after their working schedule or on off-days will help the new employees to perform well according to the experience of old employees.
Staffing- Maintaining diversity by recruiting people from the different culture will provide a competitive advantage to the organization (Mondy and Martocchio 2016). These people must have selected based on their knowledge and skills and must provide equal opportunity.
Performance Management- Setting clear goals and giving regular feedback to employee on their performance will help the organization to establish effective performance management (Purce 2014). Brendon needs to highlight effort of individuals on the positive business outcome and offer job recognition and rewards for achieving the business objectives.
Compensation Management- Pay for performance compensation can also be initiated by Brendon for retaining the efficient employee for motivating them for the work they are doing for their organization (Samnani and Singh 2014). As the organization recruit employee from other countries for diversity management, extra compensation like family medical policies, children education allowance, travel allowance known as indirect financial compensationshould be provided to them for adjusting in the new environment (Wee 2014).
Learning and Development- Implementing new technologies for learning on-job approaches and procedures so that employee can get proper knowledge for accomplishing their daily jobs (Purce 2014). Brendon must provide training to their employees from the leading experts and professional of shoe making companies so that new technology in trends can be shared and implement in the current workplace. Cross-Department Collaboration will be an effective measure that Brendon should take so that entire procedure of the organization can be shared with every employee and if any employee shows great interest and performance for another department, required job roles and responsibility should be provided to them (Dias 2016).
Reference List
Catley, B., Blackwood, K., Forsyth, D. and Tappin, D., 2015. 12 Workplace bullying in New Zealand. Workplace Abuse, Incivility and Bullying: Methodological and Cultural Perspectives, p.173.
Dale, S., 2014. Gamification Making work fun, or making fun of work?.Business Information Review, 31(2), pp.82-90.
Deery, M. and Jago, L., 2015.Revisiting talent management, work-life balance and retention strategies.International Journal of Contemporary Hospitality Management, 27(3), pp.453-472.
Dias, L., 2016. Human resource management.Human Resource Management.
Dobbin, F., Schrage, D. and Kalev, A., 2014.Resisting the Iron Cage: The Effects of Bureaucratic Reforms to Promote Equity.Available at SSRN 2513869.
Gardner, D., Bentley, T., Catley, B., Cooper-Thomas, H., O’Driscoll, M. and Trenberth, L., 2013.Ethnicity, workplace bullying, social support and psychological strain in Aotearoa/New Zealand.New Zealand Journal of Psychology, 42(2), pp.84-91.
Guillaume, Y.R., Dawson, J.F., Woods, S.A., Sacramento, C.A. and West, M.A., 2013.Getting diversity at work to work: What we know and what we still don’t know.Journal of occupational and organizational psychology, 86(2), pp.123-141.
Legislation.govt.nz., 2017. Employment Relations Act 2000 No 24 (as at 17 December 2016), Public Act Contents – New Zealand Legislation. [online] Legislation.govt.nz. Available at: <https://www.legislation.govt.nz/act/public/2000/0024/latest/DLM58317.html> [Accessed 6 Jan. 2017].
Mondy, R. and Martocchio, J.J., 2016. Human resource management. Human Resource Management, Global Edition.
Purce, J., 2014. The impact of corporate strategy on human resource management.New Perspectives on Human Resource Management (Routledge Revivals), 67.
Samnani, A.K. and Singh, P., 2014. Performance-enhancing compensation practices and employee productivity: The role of workplace bullying. Human Resource Management Review, 24(1), pp.5-16.
Sarvaiya, H. and Eweje, G., 2016. Gender equality and diversity in the workplace. Gender Equality and Responsible Business: Expanding CSR Horizons, p.135.
Terera, S.R. and Ngirande, H., 2014. The impact of rewards on job satisfaction and employee retention. Mediterranean Journal of Social Sciences, 5(1), p.481.
Wee, C.T., 2014. What the needs of Generation Ys in the workplace nowadays. International Journal of Accounting and Business Management, 4(1), pp.12-26.
Wilton, N., 2016. An introduction to human resource management.Sage.
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