Today’s workforce is truly mixture of different races, ages, genders, ethnic groups, religions and lifestyles. It is the job of the management of the organisation to fit together different pieces of mosaic in a harmonious, coordinated way and utilizing the abilities and talents of each employee to its maximum. If skilfully managed, diversity can bring a competitive advantage to an organisation. If not, however, the bottom line can be negatively affected and the work environment can become unwelcoming. Many organisations have recognized that the workforce is changing and they are working to create a work environment in which diversity and difference are valued and in which employees can work to their fullest. They are dealing with the problems that arise when people in the workplace communicate. Businesses must be aware of the impact of cultural diversity on important business factors especially communication and the degree of the effect of cultural Continue reading
HRM Concepts
Strategic Human Resource Management Process
Human resource management (HRM) is that part of management process which makes, enhances, manages and develops the human element of the enterprise measuring their resourcefulness in terms of talents, abilities, total skills, creative, knowledge, and potentialities for effectively contributing to the organizational objectives. Human resources are precious and a source of competitive advantage. Human resources may be tapped most effective by mutually standard policies which promote promise and foster an inclination in employees to act flexibly in the interests of the adaptive organization’s pursuit of excellence. Human resource policies can be joined with planned business and used to reinforce appropriate culture. Human resources play a critical role in enabling the organization to effectively deal with the external environment challenges. The human resource management has been accepted as a strategic partner in the formulation of organization’s strategies and in the implementation of such strategies through human resource planning, employment, training, appraisal Continue reading
Conflict in Organizations
Conflict occurs at various levels within the individuals, between the individuals in a group and between the groups in an organisation. An issue between two or more parties who have (or think they have) incompatible goals or ideas. Conflicts may involve deep-rooted moral or value differences, high stakes distributional questions, or can be about who dominates whom. Conflict is a perpetual given of life, although varying views of it may be held. Some may view conflict as being a negative situation which must be avoided at any cost. Others may see conflict as being a phenomenon which necessitates management. Still others may consider conflict as being an exciting opportunity for personal growth and so try to use it to his or her best advantage. Definitions of  Organizational Conflict “Working together is not always easy”, it is because of conflict. Conflict is a part of everyday life of an individual and Continue reading
Internal Recruitment
The internal recruitment is popular among organizations as well among employees. It benefits both employer as well as employees. Typically, companies post job positions on their intranet portal, establishing direct communication between hiring manager and candidate looking for change in job position. Internal recruitment (also known as internal transfer) offers many advantages to both employee as well as employer with some disadvantages. For employer, internal recruitment offers direct savings over cost of external recruitment. It also saves time, efforts and resources needed to do search for external candidate. Internal sources of recruitment facilitates direct communication happens between hiring manager and candidate on open position and avoids other formalities involved otherwise. Since internal recruits are familiar with overall operations of organization it benefits for hiring manager to minimize learning curve and hence increase in productivity. Some organizations offer specialize training courses to enhance skills so that internal human resources can be internally Continue reading
Case Study: Managing Employee Discipline
Mr. Harry, Branch Manager, Luxemburg Main Branch of XYZ Bank was wondering as to what could be done to restore the punctuality of the staff in his branch. A majority of the staff members were taking time off from the work, on a number of occasions, during the day, which resulted in work remaining incomplete, and in the payment of overtime wages for its completion. The problem was generally not faced by other banks in Luxemburg, except the PQR Bank, another Indian bank having branches in Luxemburg. Other local and British banks were able to exercise sufficient control over their staff to ensure proper attendance and maintain office decorum. Initially, Mr. Harry tried to persuade the staff to be punctual. He sermonized them on several occasions. None of this, however, made any dent on the problem. Failing in these methods, he resorted to punishment of the erring members of the Continue reading
Role Efficacy: Meaning, Aspects and Measurement
What is Role Efficacy? The performance of a person working in an organization depends on his own potential effectiveness, technical competence, managerial experience as well as the design of the role that he performs in the organization. It is the integration of the two that ensures a person’s effectiveness in the organization. Unless a person has the requisite knowledge, technical competence and the skills required for the role, he cannot be effective.  If the role does not allow the person to use his competence, and if he constantly feels frustrated in the role, his effectiveness is likely to be low. The integration of a person and the role comes about when the role is able to fulfill the needs of the individual, and when the individual in turn is able to contribute to the evolution of the role. The more we move from role taking to role making, the Continue reading