ETHICAL CONTEXT OF HRM

ETHICAL CONTEXT OF HRM

CORPORATE SOCIAL RESPONSIBILITY

Corporate social responsibility is a relationship between global companies, government of countries and individual citizens. Locally it’s a relationship between a corporation and the local society which it residing.

Corporate Social Responsibility refers to the self- forced responsibility of companies to society in areas such as the environment, the economy, employee well-being and competition ethics. Many companies use internal CSR regulation as a form of moral compass to positively influence the ethical development of their business. Positive corporate social responsibility can also offer economic benefits.

SOME LITERATURE REVIEWS

Business encompasses the economic, legal, ethical and discretionary expectations that society has of organization at a given point in time. (Dahl,1972)

In the modern commercial area companies and their managers are subjected to publicized pressure to play an increasingly active role in the welfare of society. (Balabanis, Phillip and Lyall,1998)

EXAMPLES FOR CORPORATE SOCIAL RESPONSIBILITY

1.Environment Management – Eg: waste reduction and sustainability

2.Responsible sourcing – Eg: Use only fair trade ingredients

3.Enhancement of work standard and conditions

4.Contributing to educational and social programs

5.Employee volunteering

6.Social Responsible Investment

7. Development of employee and community relations

CORPORATE RESPONSIBILITY TYPES THAT ANY ORGANIZATION CAN PRACTICE

In current environment almost every organization would tend to practice CSR efforts towards their customers, employees, stakeholder as well as to the society. Companies now focus on few broad CSR categories.

Environmental Efforts – Regardless of size, businesses release large amount of carbon to the environment. Any step they can execute to reduce the footprints of carbon can consider as an ethical movement towards to the company as well as to the society.

Philanthropy – Businesses can practice CSR by donating money, products or services to those who are in need, social causes and nonprofits. Large companies capable of donating lots of resources which can benefit charities and local community programs. It is good to communicate with these organizations about their specific needs before donating.

Ethical labor practices – Companies can demonstrate their CSR by treating employees fairly and ethically.

Volunteering – Attending volunteer events shows sincerity of the company. By doing good deeds without expecting anything in return, companies can express their concern towards specific issues and commitment to certain organizations.

EXAMPLES OF POSITIVE IMPLEMENTATION OF CSR

Ben and jerry’s – Well known delicious ice cream flavors with iconic labeling and wacky since 1977 demonstrate their CSR spans all areas of their business. They are committed to using Fair trade, on-GMO ingredients in their products. They support sustainable agricultural practices and ethical treatment their dairy cows.

IKEA – IKEA is one of the largest home furniture companies and it has taken up the responsibility of helping contest global poverty and living conditions in a number of ways. The IKEA foundations with the mantra “people and planet positive” has donated 1 pound to save the children for every soft toy that they have sold, with over 104 million Euros being committed to help campaigns in India, Sri Lanka and Sudan

REFERENCES

Corporate Social Responsibility by David Crowther and Guler Aras

https://www.mdos.si/wp-content/uploads/2018/04/defining-corporate-social-responsibility.pdf

Cotporate Social Responsibility by Nibusiness info.co.uk

What is corporate social responsibility – Business news daily

https://www.businessnewsdaily.com/4679-corporate-social-responsibility.html

Startup guide by 1&1 IONOS Products

https://www.ionos.com/startupguide/grow-your-business/corporate-social-responsibility/

ORGANIZATIONAL CULTURE

ORGANIZATIONAL CULTURE L – 9

Organization culture can define as characteristic and tangible personality originated within the organization. It can be consciously designed and leveraged. This effects the morale and employee engagement and it governs revenue rates and impact on organization performance and the profitability.

In a recent article in Harvard Business review the author emphasize that Organizational culture is the collective effect of the common beliefs, behaviors and values of the people within a company. Those factors in any organization adjust employee performance, how they serve the customers, how they co-operate with each other, are they motivated to achieve the goals and if they aware of the company mission How are employees getting their work done? Independently or collaboratively? Do employees feel inspired, committed and engaged or annoyed, overworked and underappreciated? (Groysberg, Lee, price and Cheng,2018)

CHALLENGERS OF ORGANIZATIONAL CULTURE

1.Maintaning organizational culture – One of the major challenge in any company is maintaining its culture, It’s our own actions and behaviors which may reflect the company culture and it is vital that it remains a unifying component.

2.Underpinning it at all times – Organizational culture must be frequently represented throughout the company. Our vales, ethics and also general work must be presented and consistent every day. Should avoid adapting the organizational culture for any given situation.

3.Involve all team members – The organizational culture must involve all the employees. It can be developed and built from your team rather having it enforced them by management. Culture need to be integrated in a natural way where everyone must feel that they are part of the process. It is essential that everyone is moving in the same direction to be a successful business all the members must feel involved and embrace the organizational life style.

5 WAYS TO EMBED THE SUSTAINABILITY IN ORGANIZATIONAL CULTURE

1.Foster Commitment 

2. Measure performance

3.Ensure workforce engagement, Development and safety

4.Adopt a diversity and inclusion strategy

5.Build professional resilience.

REFERENCES

Organizational culture: Definitions and trends article by Michael Morcos

https://www.researchgate.net/publication/329140215_ORGANISATIONAL_CULTURE_DEFINITIONS_AND_TRENDS

Organizational culture: What is it and what are the challengers by Cindy Boisvert

https://atmanco.com/blog/working-environment/organizational-culture-challenges/

https://safety4sea.com/cm-organizational-culture-vitally-important-for-sustainable-shipping/

TEAM DEVELOPMENT IMPACT ON SRI LANKAN CONSTRUCTION INDUSTRY

TEAM DEVELOPMENT IMPACT ON SRI LANKAN CONSTRUCTION INDUSTRY

DEFINITION OF A TEAM

A team is a collection of individuals who are independent their tasks, who share responsibility for outcomes, who see themselves and who are seen by others as an intact social entity embedded in one or more larger social systems and who manage their relationships across the organization boundaries. (Cohen and bailey, 1997)

It has the following characteristics

1.The team has committed to accomplish a common purpose

2.The team is a small group of people with common or complementary skills

3.They corporate with each other based on an agreed set of expectations.

4.They keep themselves accountable.

STAGES OF TEAM DEVELOPMENT

As teams evolve they demonstrate some different characteristics based on their requirement and interpersonal relationships. They move in and out of four stages of the team development process.

1.FORMING                              

In this stage team gets together at the first time and it’s a period of cautious involvement. Questions will arise on purpose, behavior, expectations, needs, problems and indicators of success.

2.STORMING

In this stage will focus on underpinning process, structure and discipline and also developing fundamental skills of team members. Will cultivate and share the awareness of purpose, values and circumstances and also foster independence. This can be the stage of defensiveness, tension and the argumentation etc., In this stage leaders must resolve issues, Sooth egos, bargain compromises, negotiate, squabbles and delegate responsibilities.

3.NORMING

The team will feel more comfortable with their roles and responsibilities. Everyone is contributing and work as cohesive unit. Members will start to notice and appreciate each member’s strengths.

4.PERFORMING

In this stage team is at the higher level of performance and can process their strengths and weaknesses. The team is able to evaluate its effectiveness and conflict viewed as an opportunity. Teams tend to be energetic, creative and fun. Team is working as a unit to perform goals.

5.ADJOURNING

At this stage group member will feel sense of loss and their motivation will decline when the team work comes to an end. It’s important to identify the group member’s accomplishment of task given and celebrate the overall success.

TEAM DEVELOPMENT IMPACT ON SRI LANKAN CONSTRUCTION INDUSTRY

As per the research done by Mr. Akalanka Hapuarachchi and Dr. Sepani Senarathna construction industry is highly susceptible to be benefited from the teams as the products are delivered by diverse professionals. However effective teams cannot create at a flash and it needs time to be mature with the given opportunities.

The empirical outcomes show that in Sri Lankan construction industry the forming and storming stages were not experienced by the construction team members to the same extent as suggested by Tuckman and Jensen. Further They said that in performing stage they had experienced some conflicts and again fallen in to Storming stage, therefore they had to follow the same sequence over again to be an effective team. As this happens in several locations, it crates several cycles between the stages.

One of the project managers mentioned this occurred with the arrival of new members during different stages. Another set of team members indicated that conflicts occurs due to change of scope.

According to the findings it is suggested that the team leaders has an important role on allocating resources and providing leadership support to face challenges in each stage of team development.

REFERENCES

Team Leadership Guide available at http://teamleadershipguide.com/team_definition__development.htm#targetText=%C2%A7%20They%20are%20small%20groups,Stages%20of%20Team%20Development*

How to motivate people working in teams available at https://pdfs.semanticscholar.org/3a7d/79bbfb1e71475998486f245d27b453d72f17.pdf

https://study.com/academy/lesson/adjourning-stage-of-group-development-definition-lesson-quiz.html#targetText=Developed%20by%20Bruce%20Tuckman%20in,for%20the%20work%20they%20accomplished.

The case study: Construction project teams and their Development

 https://www.irbnet.de/daten/iconda/CIB11519.pdf

THE GLOBAL CONTEXT FOR HRM

GLOBAL CONTEXT FOR HRM

Many theories have been propounded how to maximize the advantages from human resource as people are the best resource for any organization can have. People are mostly recognized as unpredictable, thus must be carefully studied and manage properly in order to get the benefit of their skills and capabilities. This is the common principle of Human resource management. Armstrong (2007) describes HRM as a unique approach to employment management which seeks to achieve competitive advantage through the strategic deployment of a highly committed and capable workforce using an integrated collection of cultural, structural and personal techniques. This definition is put in to practice by the organizations all over the world as they experienced different cultures and managing their workforce in a manner which will impact performance and keep people satisfied and fulfilled.

ISSUES OF HRM IN GLOBAL CONTEXT

1.Political issues – Investment in overseas by any form will be identified as a foreign company by the local people and the host country’s government because of that its human resource policies will carefully and strictly monitored when compared to the local firms. Anything related to livelihood of people will be a political sensitive issue. This is the reason human resource policies critically examined in the foreign context.

2. Employee – Employer issues – Industrial relations plays important and effective role for maintaining beneficial industrial relations as forming labor unions, structure of industrial relations varies from country to country.

3.Issues of work culture – intercultural adaptations are essential as the culture differences. Matching of work culture between the local people or workers with firm’s working style.

International human resource management can be defined as a method of obtaining, assigning and effectively use of human resource in macro firms. In macro firms HR managers must incorporate HR policies and practices to achieve overall objectives and to attain some global conflict in global intentions. Simultaneously human resource management should be flexible or elastic to permit major variation in the different kinds of efficient policies and practices (Kidger,1991).

The main reason for the growth of the internationalization with regard to employment is the cultural differences in terms of national values and approaches. Therefore, the knowledge of the above mentioned differences plays a significant role in international Human resource managers as they are responsible for all strategies, operations, practices, principles, functions, activities, factors and methods relating to managing people. Thus a lot of care must be taken to adopt, improve, and standardize culturally suitable human resource plan, policy and performance. (Sparrow, P.R.2006)

REFERENCES

Human resource management in the context of a global company by S.A.Selorm Adonoo

https://www.grin.com/document/196467

Importance of HRM in global context

https://www.indiastudychannel.com/resources/152415-Importance-HRM-Global-Context.aspx

HRM in an international context

https://www.ukessays.com/essays/management/hrm-in-an-international-context-management-essay.php

WHY WE NEED PERFORMANCE MANAGEMENT TO THE ORGANIZATION

WHY WE NEED PERFORMANCE MANAGEMENT TO THE ORGANIZATION

It is cited that the effective performance management is a key component for organization success. Hence it’s a must to ensure that it will execute within the organization to identify whether the targets been achieved, specific goals are met and whether the quality is maintained in high levels.

According to Armstrong and Baron (1998) performance management is a systematical process for improving organizational performance of individuals and teams by understanding and managing performance within an agreed framework of planned goals.

THE FIVE KEY AIMS OF PERFORMANCE MANAGEMENT (Armstrong and Baron,1998)

1.Shared Vision – Must be align with the organizational objectives and all members of performance management program should share the same vision

2.Expectations – Need to outline what is expected from the employees by giving direction and a purpose.

3.Define high performance – Though the employees aware of performance it is vital to explain what is actually meant by high performance and how it could be achieved.

4.Mortivation and engagement – It is identified that the clear performance management objectives will create motivation among the employees and improve their engagement over the given tasks.

5.Ownership and Responsibility – when individuals are empowered to do a specific target they will feel more responsible and this will create a high quality output.

 WHY WE NEED PERFORMANCE MANAGEMENT

In the stage of globalization strategic HR practices required for every organization. Performance management helps to get through the competition within the organization and it is essential to align various organizational functions. When implemented correctly it will create progressive results in a drastic rate.

Following are some benefits to the employees and the organization

1. Improved Communication – Employees and Managers will have continuous discussions more often to discuss company objectives and overall progress.

2.Established rules – Employees and managers will have a fare understanding on process and specifications that how the Appraisal performed.

3. Reduced stress – Employees will not get stressed on impressing a manager for random task and Managers will not get stressed about offending an employee on not achieving a specific target.

REFERENCES

Performance management overview – Accipio available at https://www.accipio.com/eleadership/mod/wiki/view.php?id=1741

What is performance management on business new daily available at

https://www.businessnewsdaily.com/4748-performance-management.html

What is the need for Performance Management –HR help board available at

https://www.hrhelpboard.com/performance-management/articles/what-is-the-need-of-performance-management-19.htm

THE IMPORTANCE OF EMPLOYEE ENGAGEMENT

THE IMPORTANCE OF EMPLOYEE ENGAGEMENT

Employee engagement is the scope which employees motivated, committed and passionate about their jobs and put discretionary effort in to their work. It is an individual purpose and focused energy, evident to others, in the display of personal initiative adaptability, effort and persistence directed towards organizational goals. (Macey at al,2009).

Joo and Mclean (2006) stated that engaged employees are strong organizational assets for sustained competitive advantage and a strategic asset. While Richman (2006) mention that recent studies make it clear that high employee engagement translates in to increased discretionary effort, higher productivity and lower turnover at the employee level as well as increased customer satisfaction and loyalty profitability and shareholder value for the organization.

COMPONENTS OF EMPLOYEE ENGAGEMENT

1.Engagement with the organization – this measures how the employees engaged with the organization, how they feel about the senior management, this factor has done with confidence in organizational management with trust, respect and values, and how people like to be treated.

2.Engagement with my manager – This is basically having a strong relationship with the immediate manager. This include feeling valued, being treated fairly.

The ways to engaged the employees is giving them more responsibilities and challengers, this will create a path to boost your organization productivity since its more efficient to involve everyone.

WHY THE EMPLOYEE ENGAGEMENT SO IMPORTANT

1.Engaged employees will boost the productivity – Research shows that engaged employees are more productive than those who are not

2.Employee engagement escalates the customer satisfaction – A happy sales force will increase customer satisfaction and treat them to have a better experience, Employees feels value in treating customers at their best will also be valued by the organization.

3.The best people will retain – The engaged employees who are invested their roles and involved with responsibilities have less possibility to leave their jobs. If the best people aren’t engaged there is always a risk of losing them. So keeping them engaged is essential to get the best outcomes.

4.Employee engagement enhances the company culture – Creating an employee engagement culture requires to check to ensure that the company mission is align with the ways which employees are currently work and they want to work. It is easier to work with engaged work force since they show the enthusiasm in work because they are happy and cheery as a result of exemplifying an engagement culture.

5.Engagement is a symptom of success – This is not simply meant the organizational success. This will create personal or team success. Since they feel the work matters most they will feel valued and when their success is recognized people are tending to feel that they have create a good impact at work.

REFERENCES

Employee engagement survey - https://www.custominsight.com/employee-engagement-survey/what-is-employee-engagement.asp

Jostle blog of 5 reasons why employee engagement important available at https://blog.jostle.me/blog/5-reasons-why-employee-engagement-is-important

Employee engagement: conceptual clarification from existing confusion and towards an instrument of measuring it available at https://www.researchgate.net/publication/286195083_Employee_engagement_conceptual_clarification_from_existing_confusion_and_towards_an_instrument_of_measuring_it

Employee Relations

EMPLOYEE RELATIONS

Employee relations ensure that the employees and collective relationship between the employers of an organization and employees are managed appropriately within a clear framework reinforce by the organization culture, practices, policies and the relevant law.

According to CIPD employee relation is a broad term which incorporates from many issues from collective bargaining, negotiations, employment legislation to more recent consideration such as work life balance, managing diversity and equal opportunities This also involves in practicing and initiate necessary procedures to ensure that employees are happy with current environment and also productive. Employee relations offers aid in many ways like such as employee recognition, policy development and interpretation. Further this would also include dispute resolution and problem solving. This will lead to maintain and build a healthy relationship between the employer and employee and increase the employee morale and motivation and contributes to satisfactory productivity.

According to Cully (1998) the work satisfaction depends on sense of achievement, respect from Managers in terms of recognition for a job well done.

EMPLOYEE RELATION PHILOSOPHY

The term consists of two types which are unitary view and pluralist view. The concept of social partnership and, on the part of employers’ belief in collective or individual approach.

UNITARY VIEW

This is typically held by employers who identified its function as directing and controlling the workforce to achieve economic and growth objectives. To this end management sees that it’s a rule-making authority. Management tend to consider the enterprise as unitary system with one source of authority itself and one focus on loyalty of the organization.

Unitarism in essence implies the absence of factionalism within the enterprise. (Fajana,2000). Conflict identified as irrational and sacking of striking workers, is prefer to negotiate or consultation. Conflicts identified as pathological. As per the unitary perspective trade unions are regarded as invasion in to the organization from outside competing with the management for the loyalty of workforce.

PLURALIST VIEW

As describe by fox (1966) is that an industrial organization is a plural society containing many related but separate interests and objectives which must be maintained in some kind of equilibrium.

EMPLOYEE RELATIONS POLICIES

1.The terms and the conditions of employment should execute on collective agreements or based on   individual contract of  employment.

2.Trade union recognition – whether trade union should recognize of derecognized, or which union  that   the organization         should deal with.

3.Collective bargaining – if the unions are recognized with negotiating rights, the scope of areas tobe covered by collective bargaining.

4. Managing workplace conflicts

5. Participation and involvement

6. Partnership

7. Working arrangements

8. Coordination of terms and conditions of employment for employees and manual workers

REFERENCES

https://www.researchgate.net/publication/276026663_EMPLOYEE_RELATIONS_AND_IT'S_IMPACT_ON_EMPLO  YEE_PERFORMANCEA_CASE_STUDY

https://nscpolteksby.ac.id/ebook/files/Ebook/Business%20Administration/Armstrongs%20Essential%20Human%20Resource%20Management%20Practice%20A%20Guide%20to%20People%20Management(2010)/16%20-%20Employee%20Relations.pdf

https://www.cipd.co.uk/Images/Employee-Relations_tcm18-9658.pdf

https://pdfs.semanticscholar.org/3a29/7a999d9e097613a0d4f007f7485c9f38e808.pdf