The aim of this report is to analyse the social responsibilities and human resource managements. The report will also review the contents of the book. The main objective is to understand the challenges faced by organization in managing the diversity. The need of human resources are also going to be discussed. Apart from this it is important to have awareness about the ethics, compliance and the role of critical contributors in making the human resources better (Lynch, 2017). It is also important to have a movement awareness that will help in contributing towards the human resources. The report will describe the need of developing a female leaders, the need for strategic management of diversity and the ethical behaviour.
The book contains a perspective on human resource management. This is important to understand the human resource management in details so that the organization can manage the working and take care of the employees. The second chapter discusses about the social responsibility and human resource management (Garavan & McGuire, 2010). This report will discuss about the responsibility of human being socially and human resource management. The later chapter discusses about the strategic management necessary for every organization (Martins, 2015). It is also equally important to discuss about the strategic role of human resources management. The book has implemented the need of strategic workforce plan and the design and redesign of work system. The employment law has included the need of employment law in each organization (Jensen ET AL., 2016). This is important to have a proper development and training in the organization. Apart from all this it is important to have a global human resource management that will help in strategizing the employees within the organization. It becomes important to understand the challenges faced by an organization and manage their diversity.
With the need of demographic changes and composition workforce a number of challenges are faced by the management of HR. the diversity factor has become one of the major factor for both private and public organizations. For every organization it becomes important to recognize and promote the diversity. The reason varies from diversity and ensures compliance with state, federal and local employment laws (Ekstrom & Smith, 2017). Several laws were passed by congress in order to avoid discrimination in both public sector organization and private sector organization.
The compliance mainly focuses on productivity and compliance. The elements of this is limited to race, ethnicity and gender. The impetus are forced, external and mandatory. Apart from this it is the responsibility of company to fit with the existing employee’s culture and focuses on the outcome that includes preferences and quotas. The time frame set for legal compliance is short term or one shot (McDonald & Kuhn, 2016). The scope of managing the legal compliance includes providing independency towards the activities performed by the HR and the strategy implemented by the company.
In case of managing diversity the main focus turns to understanding the diversity well so that it can be beneficial for the organization. The impetus includes internal and voluntary. Each and every element of diversity is essential and helps in creating a culture that is adaptive in nature (Mello, 2011). The process managing diversity goes on with the working of organization. Managing the diversity is a part of managing HR activities and also integrated with the strategies implemented by company (Ravazzani, 2016). The main challenges faced by an organization while managing the diversity includes overcoming the stereotypes followed by employees of the organization.
There are several generations seen over years and each generation contributes a lot towards the society. The generation includes traditionalists with a workforce around 8% and their contribution includes diligent, loyal, focused, emotionally mature and stable. The leadership followed by this generation includes consistent, respectful, fair and direct. Baby boomers are the next generation with a workforce of 44% with a leadership preferences equality, personable, focused towards the mission and democratic (de Janasz & Crossman, 2018). The contribution of this generation includes team oriented, knowledgeable, loyal and experienced. The last one that came into action is generation Y/Millennial with a workforce around 14% and still increasing. The contribution includes multitasking, being responsive socially, diversified and tech savvy (Ryan & Wessel, 2015). The preferences for leadership includes positive, motivational and organized. According to recent survey conducted by human resource management for society around 25 % organization reported that there exists intergenerational conflicts within every workplace. The worker criticized about the poor ethics performed by the younger employees (Shah, Ullah & Malik, 2018). On the other hand the younger employees complained that the older employees was not ready to recognize the efforts. This lead to disputes within the organization.
This area has been embraced by every employee of organization does not matter the organizations length. According to the survey made, it is being analysed that nine out of 10 largest corporations in United States has prohibited discrimination based on sexual orientation. Sexual orientation has implemented several strategies that helps in providing coverage for transgender related medical treatment and also offers full benefits for domestic partners (Stewart, 2017). However there is no federal law exist for employees that will prohibit the perception based on sexual orientation. There are several non-discrimination laws and ordinances passed by a municipalities and states. However apart from the laws for sexual orientation several employees are there who still fears about disclosure on their workplace. According to an article published around 48 percent of the LGBT (lesbian, gay, bisexual and transgender) community accompanying with an organization does not feel easy to disclose about their sexual orientation at work (Tran ET AL., 2018).
It is important to protect rights for the individuals with disabilities. Under the act of 1990 Americans with disabilities, states that the individuals with disabilities are being protected from any kind of discrimination at their workplace. Around 54 million Americans are with disabilities and nearly 70 percent of this community who has the ability to work are unemployed (Turker, 2018). There is a lack of understanding within every organization and they don’t think that there is need of people with disabilities. Thus it is the responsibility of diversity management to take initiatives that will focus on removing the misperceptions about the individual’s with disabilities. The organization with disabled employee present uncommon challenges to dimension of diversity and will also help in the growth of dimension (Mello, 2011). This is one of the minority groups that are needed to be taken care of so that they can contribute towards the growth of organization.
In order to organize the diversity strategically it becomes important to determine importance of diversity within an organization. The strategic objective of an organization is needed to be understood properly so that it can be related to the diversity. The effects of diversity is needed to be understood and the efforts that will help in proper management (Bailey, 2006). The organization needs to understand the necessity of special efforts for attracting a diverse workforce. It is the responsibility of organization to determine the thinking of the employees, customers and other stakeholders associated with the organization about the diversity concept.
Employees of each organization needs to work while maintain a particular behaviour. No one is allowed to perform any activity that will harm the reputation of organization or will hurt anyone’s moral values. With increase in crimes such as scandals, business meltdown and bankruptcies ethical behaviour of organizations are questioned (Mainiero & Sullivan, 2005). Ethics followed by an organization is used to determine the values followed. In a recent survey it is noted that around 65 percent of executive stated that they would investigate properly about the culture and value system of every potential company (Ashen). In addition to this, the report stated that 40 percent of administrative has resigned from organization at least once as the organization has followed unethical business practices. Maximum organization tends to hide such activities and never reveals the matter (Mello, 2011). However there are several other organizations that perform their business without compromising with the ethical and social responsibilities. Federal Sentencing Guidelines for organisations has set standards for every employers and has implemented code of ethical conduct, training for the officers and employees regarding the ethics. With the recent amendment made in FSGO more specific guideline are provided for ethics training (Turker, 2018). This also focuses on the responsibility of every organization to create a culture that will help in the growth of ethics. Several dimensions are there that includes senior management team to make proper ethical decision. The challenges faced by employees within an organization not only focuses on the defined ethics but also subjected to values and convictions applied by an individual.
Conclusion
From the above report it can be stated that there is a need to understand the working of HR and the way they manage their organization with respect to changes. Each organization continues to incorporate change that will help in the growth of an organization. Apart from this it is the responsibility of HR to look after the ethics policies applied, the accountability followed, workforce composition and the social responsibility followed by them. The organizations in this century needs to have a proper understanding about the changes needed. Thus proper HR practices will help in effectively implementation of the system and will also improve the performance of an organization. Thus managing the social responsibility and human resources are important aspects of every organization.
References
Ansett, S. (2006). Labor Standards in the Supply Chain: The Steep Climb to Sustainability. Perspectives on Work, 9(2), 11-13.
Ashen, F. Z. “Corporate Ethics—Who Is Minding the Store?” Society for Human Resource Management White Paper, www.shrm.org/hrresources/whitepapers_published/CMS_00248.asp
Bailey, K. B. (2006). When hell freezes over: disabilities and the ADA (Doctoral dissertation, Texas Tech University).
de Janasz, S. C., & Crossman, J. (Eds.). (2018). Teaching Human Resource Management: An Experiential Approach. Edward Elgar Publishing.
Ekstrom, R. B., & Smith, D. K. (2017). Assessing individuals with disabilities in educational, employment, and counseling settings. American Psychological Association.
Garavan, T. N., & McGuire, D. (2010). Human resource development and society: Human resource development’s role in embedding corporate social responsibility, sustainability, and ethics in organizations. Advances in Developing Human Resources, 12(5), 487-507.
Jensen, M. P., Smith, A. E., Alschuler, K. N., Gillanders, D. T., Amtmann, D., & Molton, I. R. (2016). The role of pain acceptance on function in individuals with disabilities: a longitudinal study. Pain, 157(1), 247-254.
Lynch, F. R. (2017). The diversity machine: The drive to change the white male workplace. Routledge.
Mainiero, L. A., & Sullivan, S. E. (2005). Kaleidoscope careers: An alternate explanation for the “opt-out “revolution. Academy of Management Perspectives, 19(1), 106-123.
Martins, L. P. (2015). HR leaders hold the key to effective diversity management: … as more and more important decisions are taken at local level. Human Resource Management International Digest, 23(5), 49-53.
McDonald, J., & Kuhn, T. R. (2016). Occupational branding for diversity: managing discursive contradictions. Journal of Applied Communication Research, 44(2), 101-117.
Mello, J. A. (2011). Strategic management of human resources. South-western cengage learning.
Ravazzani, S. (2016). Understanding approaches to managing diversity in the workplace: an empirical investigation in Italy. Equality, Diversity and Inclusion: An International Journal, 35(2), 154-168.
Ryan, A. M., & Wessel, J. L. (2015). Implications of a changing workforce and workplace for justice perceptions and expectations. Human Resource Management Review, 25(2), 162-175.
Shah, J., Ullah, R., & Malik, M. F. (2018). Managing Diversity: An Assessment of the National Question of Pakistan. Abasyn University Journal of Social Sciences.
Stewart, J. (2017). Managing diversity in the military: Research perspectives from the Defense Equal Opportunity Management Institute. Routledge.
Tran, A., Yates, J., Lau, A., Lampron, J., & Matar, M. (2018). Permissive hypotension versus conventional resuscitation strategies in adult trauma patients with hemorrhagic shock: A systematic review and meta-analysis of randomized controlled trials. Journal of Trauma and Acute Care Surgery, 84(5), 802-808.
Turker, D. (2018). Social Responsibility and Human Resource Management. In Managing Social Responsibility (pp. 131-144). Springer, Cham.
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