...be able to have unified company- wide HRM strategies, policies and practices With the birth and growth of globalization, multinational companies came into existence and all the internal and external forces that pressure the companies have pushed the management and businesses practices into new heights. MNC’s have two distinctive characteristics which distinguish it from domestic organizations. That is, the presence of multicultural workforce or multiculturalism and geographic dispersion of the business units. Since the term “strategy” became a vital term in human resource, human resource department has changed from a simple functional department into a strategic department of the business. And the employees are now considered as knowledge capital. All these changes took place due to globalization as the associated advancements. The most pressing issue faced by the HR specialist is, could the MNC’s ever have a unified set of company- wide strategies , policies and practices . In the MNCs, though the company name is same in all regions, the people are different and so is there culture and behavior. Hence the way to treat them or manage them has to be different. In other words, managing the HR in the subsidiaries of the MNC is different. There are both internal and external factors of the subsidiary companies that would hinder the unified set of strategies, policies and practices. The way how people are managed is affected by everything around them. Both the internal...
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...Managing Ethics in the Workplace Trinidad,Loudine T. BSE-4C Marketing Prof. Rose Marie Ramos Managing Ethics in the Workplace Managing workplace ethics promotes shared values that result in better cohesion of the workforce, and play a crucial role in the success of any organization Workplace ethics are the application of morality, or concepts such as good and bad, right and wrong, justice and virtue to all activities of the business. It closely relates to corporate social responsibility, but is much wider in scope. The scope of business ethics lies in two dimensions: 1. Workplace behavior ethics, or the illegal and questionable practices of individual managers, such as wrongful use of resources, mismanagement of contracts and agreements for personal gain, conflict of interests, and the like. 2. Business ethics issues, such as ethical dilemmas when making decisions, dealing with stakeholders, and the like. The primary requirement for managing ethics in the workplace is an understanding that workplace ethics is a continuous and on-going process ingrained to management practices, and not a deliverable defined project. It influences the way the organization functions, and remains independent of profits or product range. • Ethics Policy Irrespective of the dimension of business ethics, the basic requirement for managing ethics in the workplace is to have a strong ethics policy in place that makes the company’s ethics policy transparent...
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...Chapter 12: Managing Diversity in the Workplace The Chancellor's Committee on Diversity defines Diversity as: "The variety of experiences and perspective which arise from differences in race, culture, religion, mental or physical abilities, heritage,age, gender, sexual orientation, gender identity and other characteristics." So why is it when many people think of diversity, they think first of ethnicity and race, and then gender? Diversity is much broader. Diversity is otherness or those human qualities that are different from our own and outside the groups to which we belong, yet present in other individuals and groups. It's important to understand how these dimensions affect performance, motivation, success, and interactions with others. Institutional structures and practices that have presented barriers to some dimensions of diversity should be examined, challenged, and removed. A good starting-point for thinking about diversity is to become familiar with UC’s systemwide Non-Discrimination Statement: “It is the policy of the University not to engage in discrimination against or harassment of any person employed or seeking employment with the University of California on the basis of race, color, national origin, religion, sex, gender identity, pregnancy, physical or mental disability, medical condition (cancer-related or genetic characteristics), ancestry, marital status, age, sexual orientation, citizenship, or status as a covered veteran. This policy applies to all employment...
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...Starbucks: HR Practices Help Focus on the Brew, Weather the Recession, and Prepare for Growth 3 Introduction 4 What Responsibilities and Roles Do HR Departments Perform? 5 Strategic Role of the HRM Function 7 Demonstrating the Strategic Value of HR: HR Analytics and Evidence-Based HR 10 The HRM Profession: Positions, Education, and Competencies 11 Competitive Challenges Influencing Human Resource Management 14 Key Terms 61 Discussion Questions 61 Self-Assessment Exercise 62 Exercising Strategy 62 Managing People Skill Shortages Make It Difficult to Fill Positions and Customer Orders 63 Twitter Focus 64 Notes 64 Parti The Human Resource Environment 69 2 Strategic Human Resource Management 70 The Sustainability Challenge 14 Enter the World of Business: HP's New Strategy 71 Evidence-Based HR 24 Introduction 72 Competing through Sustainability Volunteerism and Going Green Are Reaping Dividends for Employees, Communities, and the Environment 30 What Is a Business Model? 72 GM's Attempt to Survive 73 What Is Strategic Management? 74 Components of the Strategic Management Process 75 Linkage between HRM and the Strategic Management Process 75 The Global Challenge 44 Competing through Globalization Apple Polishes Its Image through Auditing Overseas Suppliers 47 The Technology Challenge 48 Competing through Technology Connectiveness Enhances HR Practices 51 Meeting Competitive Challenges through HRM Practices 56 Organization...
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...processes. The term has gradually replaced personnel management. Managing and developing human resources in the international (global) setting is increasingly recognized as a central challenge, particularly to multinational enterprises (MNEs). Human resource management is both academic theory and a business practice that addresses the theoretical and practice techniques of managing a workforce. While the theoretical aspects of the discipline may also be universal, the same cannot be said of its practice. The paper defines human resource management, the theoretical basis of the discipline, business practice and global or international human resource management. Thereafter, the paper concentrates on global perspective or issues in international human resource management practice. HUMAN RESOURCE MANAGEMENT Human resource management is the strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms “human resource management” (HRM) and “human resources” (HR) have largely replaced the term “personnel management” as a description of the processes involved in managing people in organizations. Human resource management can also be defined as the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. As a change agent, it is concerned...
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...National Diploma (HND) in Business 22 Managing Human Resources F/601/1268 15 4 Writer of the brief: Internal Verifier name: Dr K Hoodless Dr M Rahman Learning outcomes and criteria covered by this assignment: All pass criteria All merit descriptors All distinction descriptors Key dates: Assignment distribution date to learners: Assignment submission date for TASK 1 & 2: Assignment submission date for TASK 3 & 4: Assignment returns date to learners (if applicable): 14 May 2013 21 June 2013 02 August 2013 10 September 2013 Page 1 of 12 BTEC HND in Business/ Managing Human Resources/May 2013 -BLANK PAGE- Page 2 of 12 BTEC HND in Business/ Managing Human Resources/May 2013 Introduction The aims of this assignment are to measure the outcome of students’ learning in terms of knowledge acquired, understanding developed and skills or abilities gained in relation to achieve the learning outcomes. The aim of this unit is to develop an understanding of the theory and practice of human resource management focussing on current human resources practice and the impact of topical issues and legislation. Edexcel Grading Criteria The assignment/portfolio will be assessed according to the following grading criteria: PASS Criteria: LO 1 Understand the different perspectives of human resource management 1.1 Explain Guest’s model of HRM (P1) 1.2 Compare the differences between Storey’s definitions of HRM, personnel and IR practices (P2) 1.3 Assess the implications for...
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...legislation and managing diversity approaches. Discuss. Equality is the complicated theory to explain because of the wide variety of meaning attached to concept. Depends on the article of Jewson and Mason’s (1986), they express the equality in liberal and radical approach. In the liberal view, equal opportunity, this exists when all individuals are freely able to compete for social rewards. As Webb (1977) said, the liberal approach which is according to a belief in the rights of the individual to universally possible standards of justice and citizenship. The emphasis is on the individual, for example job selection should be focus on the merit of individual which performs fairly. On the other hand, the radical approach is to achieve not only the equal opportunity, but also the equal outcome. Compare to liberal approach, the focus of the radical approach is not on individuals, but on groups. “The ideal of the radical approach is a situation where every workforce is representative of all the social groups available to it” (Kaler, 2001: 53). For instance, although individual who is the group representative, the principle of selection will not choose the merit alone. To conclude, equality can be theorized in liberal and radical approach. Regard to the complicated conception of equality, to get the equal opportunity in employment which also is a complex and huge progress. It requires a mix of affirmative action legislation, anti-discrimination legislation and managing diversity approach...
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...AND PRACTICE. BY UKERTOR GABRIEL MOTI (P.hD.) Department of Public Administration UNIVERSITY OF ABUJA INTRODUCTION Human resource management (HRM) is universal in terms of strategies, policies and processes. The term has gradually replaced personnel management. Managing and developing human resources in the international (global) setting is increasingly recognized as a central challenge, particularly to multinational enterprises (MNEs). Human resource management is both academic theory and a business practice that addresses the theoretical and practice techniques of managing a workforce. While the theoretical aspects of the discipline may also be universal, the same cannot be said of its practice. The paper defines human resource management, the theoretical basis of the discipline, business practice and global or international human resource management. Thereafter, the paper concentrates on global perspective or issues in international human resource management practice. HUMAN RESOURCE MANAGEMENT Human resource management is the strategic and coherent approach to the management of an organization’s most valued assets – the people working there who individually and collectively contribute to the achievement of the objectives of the business. The terms “human resource management” (HRM) and “human resources” (HR) have largely replaced the term “personnel management” as a description of the processes involved in managing people...
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...Workplace Diversity: Benefits, Challenges and Solutions Workplace diversity refers to the variety of differences between people in an organization. That sounds simple, but diversity encompasses race, gender, ethnic group, age, personality, cognitive style, tenure, organizational function, education, background and more. Diversity not only involves how people perceive themselves, but how they perceive others. Those perceptions affect their interactions. For a wide assortment of employees to function effectively as an organization, human resource professionals need to deal effectively with issues such as communication, adaptability and change. Diversity will increase significantly in the coming years. Successful organizations recognize the need for immediate action and are ready and willing to spend resources on managing diversity in the workplace now. Benefits of Workplace Diversity An organization’s success and competitiveness depends upon its ability to embrace diversity and realize the benefits. When organizations actively assess their handling of workplace diversity issues, develop and implement diversity plans, multiple benefits are reported such as: Increased adaptability Organizations employing a diverse workforce can supply a greater variety of solutions to problems in service, sourcing, and allocation of resources. Employees from diverse backgrounds bring individual talents and experiences in suggesting ideas that are flexible in adapting to fluctuating markets...
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...claims for managing diversity. Diversity itself remains an unclear concept. It is contextually specific and linked to demographic and socio-political features of the population and the workforce. Diversity is a selective concept in that some, but not all physical characteristics are incorporated into Managing Diversity programs (Moore 1999). Diversity also has invisible and hidden aspects that include culture and attitudes (Moore 1999). Managing Diversity programs in general mimic or reflect legislative programs that prohibit discrimination and encourage Equal Employment Opportunities within the workplace, and hence many Managing Diversity programs support such groups as women, ethnic minorities, older workers and people with a disability. There is a tension between diversity as a factor that generates forms of exclusion and inferior material outcomes in the labour market, and diversity as a factor that can be harnessed towards improving organisational performance. While diversity is embedded in worker difference and notions of equality and justice, the broader equity goals linked to Managing Diversity are not necessarily the terms by which Managing Diversity programs are assessed within the organisation. The Moral case has often been expressed in terms of Equal Opportunities, which has found manifestation in various pieces of legislation; the business case, instead, is often referred to in terms of managing diversity. However, it is hard to fully separate managing diversity...
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...MANAGING CORPORATE RESPONSIBILITY IN WIDER BUSINESS ENVIRONMENT NAME ID INTERNATIONAL COLLEGE OF BUSINESS & TECHNOLOGY LTD Edexcel BTEC Level 7 Professional Diploma in Strategic Management & Leadership Managing Corporate Responsibility in Wider Business Environment Table of Contents INTRODUCTION .................................................................................................................... 2 Page | 1 PART 01: .................................................................................................................................. 3 LO 1.1: Briefly explain how the globalization has an impact on a national economy ......... 3 LO 1.2: Discuss the influence of international institutions. .................................................. 4 LO 1.3: Explain the role of European Union on Unilever, UK. ........................................... 6 LO 2.1: Explain the importance of having good Corporate Governance for the organization ............................................................................................................................................... 7 LO 2.2 & 2.3: Discuss what regulatory requirements exist in the country shaping the corporate governance practices of an organization and their role in ensuring corporate stakeholder’s interest. ............................................................................................................ 8 LO 3.1: Discuss the economics of adopting a policy...
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...Managing Diversity To address diversity issues, consider these questions: what policies, practices, and ways of thinking and within our organizational culture have differential impact on different groups? What organizational changes should be made to meet the needs of a diverse workforce as well as to maximize the potential of all workers, so that San Francisco can be well positioned for the demands of the 21st century? Most people believe in the golden rule: treat others as you want to be treated. The implicit assumption is that how you want to be treated is how others want to be treated. But when you look at this proverb through a diversity perspective, you begin to ask the question: what does respect look like; does it look the same for everyone? Does it mean saying hello in the morning, or leaving someone alone, or making eye contact when you speak? It depends on the individual. We may share similar values, such as respect or need for recognition, but how we show those values through behavior may be different for different groups or individuals. How do we know what different groups or individuals need? Perhaps instead of using the golden rule, we could use the platinum rule which states: "treat others asthey want to be treated." Moving our frame of reference from what may be our default view ("our way is the best way") to a diversity-sensitive perspective ("let's take the best of a variety of ways") will help us to manage more effectively in a diverse work environment. ...
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...Abstract Diversity management practices are specific activities, programs, policies and any other formal processes designed to improve management of diversity via communication, education and training, employee-involvement, career management, accountability and cultural change. Overall, diversity management places emphasis on the development of organizational strategies and cultures that are not only tolerant of diversity but actively encourage flexibility and inclusion (Burke & Ng, 2006; Childs, 2005). Workforce diversity is increasing and managers need to develop ways to effectively manage the different views and characteristics of the new, diverse workforce. While there has been considerable research exploring the ‘value-in diversity’ approach, many questions remain unanswered. The evaluation of diversity programs remains an area for attention. While many firms have implemented diversity practices, it is difficult to measure the relationship between diversity practices and organizational performance outcomes. Recent research has explored the factors that moderate the relationship between diversity and performance (Grimes & Richard, 2003; Richard, 2000). Richard (2000: 174) concluded that diversity does add value to a firm but the effects of diversity “are likely to be determined by the strategies a firm pursues and by how organizational leaders and participants respond to and manage diversity”. Introduction Diversity is a commitment to recognizing...
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...Assignment Front Sheet Assignment title 1 Unit 21: Managing Human Resources LearningOutcome | Learningoutcome | Assessmentcriteria | In this assessment you willhave the opportunity topresent evidence that showsyou are able to | TaskNo. | Evidence(Page no) | LO1 | Understandthe differentperspectivesof humanresourcemanagement | 1.1 | explain Guest’s model ofHRM | 1 | | LO1 | Understandthe differentperspectivesof humanresourcemanagement | 1.2 | compare the differencesbetween Storey’s definitionsof HRM, personnel and IRpractices | 1 | | LO1 | Understandthe differentperspectivesof humanresourcemanagement | 1.3 | assess the implications forline managers andemployees of developing astrategic approach to HRM | 1 | | LO2 | Understandways ofdevelopingflexibilitywithin theworkplace | 2.1 | explain how a model offlexibility might be applied inpractice | 1 | | LO2 | Understandways ofdevelopingflexibilitywithin theworkplace | 2.2 | discuss the types of flexibilitywhich may be developed byan organization | 2 | | LO2 | Understandways ofdevelopingflexibilitywithin theworkplace | 2.3 | assess the use of flexibleworking practices from boththe employee and theemployer perspective | 2 | | LO2 | Understandways ofdevelopingflexibilitywithin theworkplace | 2.4 | discuss the impact thatchanges in the labour market | 2 | | Qualification | Unit Number and Title | Pearson BTEC Level 4 HND DiplomaBusiness | K.601.1264/Unit 22/Managing HumanResources | Student Name | Student No. | Word...
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...that the overall HR scenario in India and at the global level is undergoing a sea change. HR is no more a staff-function; rather it has acquired an agile role. Subsequently many HR managers, unlike in the past, are becoming strategic business partners. They possess significant leadership qualities and are capable of managing organizational change. They are actively involved in redefining culture of the organization. At the same time, they are facing increasing challenges in their search of high HR performance to retain talents and build engagement in the workplace. This Conclave intended to bring eminent and senior professionals from the industry who has significant achievements to their credit. It acted as a rendezvous for the participants to listen to views and experiences pertaining to the emerging challenges in HR. The conclave also extended an opportunity for individuals associated with the field of HRM, namely the corporate managers, faculty members and students, to learn and interact with each other. This enriched the audience and lead to an awakening among them. The panelists shared their experiences and created learning on the HR related best practices which they have been experiencing in their organizations. The event saw active participation both from industry and academia. Senior executives from IBM, ACC, Deloitte, Ericsson, Eveready, Chandra Group, Voith, Bandhan Bank, SAIL graced the occasion. The primary theme for this meet was “Getting smart about your workforce:...
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