Human resource practitioners form the most important discipline in an organisation. They are responsible for organizing their employees to various different tasks so they can thrive to reach the organisational goals. Human resource management looks to people as very important individuals in their organisation. Human resource professionals are in charge of recruiting various employees to various jobs, they suggest employee training strategies and advice those in authority like managers and directors on how the organisation should run to achieve its goals. Many human resource management issues are available that impact the both the employees and employers. Some of them include employment gap in relation to social groups, Business Case for flexible working, small number of women employed as directors in an organisation and role of human resource management in organisations. All of this issues on they affect the organisation are discussed below.
Firstly, employment gap in relation to social groups affects the organisation. A labour market comprises of capital, goods and services offered to the company. Employment gap exists among various disadvantaged people such as disabled people, lone parents, ethnic minorities, individuals aged 50 years and above, level of education and even sex. Some of these people some difficulties in securing a job or continuing with the process of being employed. According to (Ruth, 2010), statistics clearly indicate that the employment rate opportunity for the disabled from a time series data since June 1998 to the end of 2009 has been increasing at a constant rate as to compared to those who are not disabled which showed their graph decreasing slowly. These shows that during that decade the gap between the disabled and not the disabled has been narrowing. Which predicts that in the near future people there would be discrimination of employment opportunities for the disabled and not the disabled.
For ethnic minorities, (Ruth, 2010) the employment rate for the minority was lower at 57.2 per cent at June 2001 compared to white people which was at 75.8 per cent at the same time. Since June 2001 the rate of employment for the minority has been increasing narrowing the gap for the white people. On 2009 the percent for minorities had increased to 59.6 per cent while those of the white people had narrowly dropped to 74.0 per cent in the same year narrowing the gap.
Secondly, another Human Resource Management (HRM) issue that is affecting employees and employers is the business case for flexible working. According to(Halpern, 2005), it defines business case for flexibility as the process of trying to start a project with a particular model to be followed with an aim to outline the effects business by providing their employees to work few time and at any time, place and particular to manner to do the work. Many benefits are associated with business cases. One of them is that people who are self-employed tend to be engaged and committed to their work than employees who are working in organisation.
This self-employed people tend to having more ideas and very highly creative. These leads to high cost and capital obtained from their market business. Employees who have their own jobs tend to deliver more to their business than those who are employed to a particular organisation or company in that case. Business case for flexibility allow the participants to be freer with their work. These allows them to schedule their work time activities at any time they. They visit their relatives, friends and families with no any other restriction. As result they don’t suffer too much stress like the employed works to an organisation who being stressed by their employers and directors to attain certain organisation goals.
Another positive effect of business case for flexibility working is that according to (Halpern, 2005), is that there is high productivity in terms of capital and costs from the total revenue created. Due to this high profits generated workers are well paid leading to more of them being recruited and absorbed for to the business. Due to this flexibility more women are attracted to these jobs and are they guaranteed various leadership roles. Finally flexibility jobs leads to a good financial performance due to increase in efficiency of manipulating claim files without any equality.
Thirdly, is the small number of women employed as directors of organisation This is another challenge that the Human Resource Management is facing in different organisations. In overall speaking in current women who are participating in labour force continues to increase. For instance, in Canada women labour force had increased to 47.3 per cent in the year 2016 as compared to 37.1 per cent in 1976.
Despite this increase in women working in the labour force, their progress to reach the senior levels has stopped or is not improving at all. In this same country Canada, majority of managerial positions are for men. Statistics shows clearly that two thirds of all the position in all managerial positions seem to be men. The same trend is also seen in other countries like United States not excluded (CIPD, 2016).
To tackle this issue glass ceiling which acts as a barrier for women to rise to different managerial positions must be dealt with by conducting several boardrooms and creating awareness of nonessential discrimination reasons of setting aside women in those managerial positions. Some reasons exists why women can’t achieve senior positions in various organisation.
They is high perception that women can’t lead as compared to their male counterparts. Also from some history people have low opinion to women in leadership as when they look for those who have broken the ceiling behave rudely. Also another eminent reason is that women lack their role models whom they look up to in order to aspire being leaders as there are view of them who exist(CIPD, 2016).
Companies should take various measures to increase women in executive positions. These measures includes they must be well self-motivated and aspired to become leaders to compete with their male colleagues (CIPD, 2016). Another measure is that companies should start creating mentorship programmes for women who are on top positions to encourage about the importance of leadership. Finally the companies should have clear goals to nature women in leadership by training them on how to be leaders.
Finally the government should also put measures such us give equal bonus to men and women in the same positions without any biasness. Also a wide range of boardroom diversity should be encouraged in various organisations to develop women leadership and promote the culture change of norms that are available that do not allow women as leaders (CIPD, 2016).
Finally, Human Resource Management (HRM) play a very important role in an organisation. Human resource professionals help the company in many ways. Firstly they responsible in the recruitment process and hiring qualified professions into the organisation. Most of this recruiters have a well-equipped knowledge on where to find the best talents to recruit like various performing universities and college (Amin & Yudi, 2013)
Human resource practitioners also important to their managers and directors in that help in the implementation of activities which will maintain their workers happy and motivated to do work all the time (Amin & Yudi, 2013). Most of the human resource professions are close to the employees which is not the case with those who are the directors. In this situation they tell their works to be open enough to tell the mistakes the company is not satisfying them properly. Thus this enables the organisation to rectify those problems before they reach to the pick and might affect the company negatively.
Highly and qualified human resource managers understands Fair Labour standards Act (FLSA) more than owners of the start-ups companies. In this case he is able to provide good salary range for all the workers without exceeding for other works which most directors of small business do to attract employees. By doing he is able to maximise profits of the organisation without incurring any losses. Also they help in creating various laws that help in high performance of an organisation and also disciplinary laws that help to terminate contracts of employees who are underperforming without breaking the law (Amin & Yudi, 2013).
Human resource directors also help directors in good planning for the organisations. This includes conducting strengths and weakness of the company and also finding threats that the company is facing. These contributes to high performance of the companies increasing their revenue earned (Amin & Yudi, 2013).
In conclusion Human Resource Management and organisations perform various roles that improve the business leading to marginalised profits. Organisation ensure that there is gender equality by allowing more women to take high managerial positions. Business cases for flexibility allows their employees to work freely without any restrictions. Human resource practitioners help in retention and management of the company employees and drafting various laws to govern the company.
- Ruth Barrett, June 2010, “Economic & Labour Market – Disadvantaged groups in the labour market” Review volume 4 Number 6, June 2010.
- Halpern, D.F. (2005, May). How time-flexible work policies can reduce stress, improve health, and save money. Stress and Health,Retrieved June 2005 ,
from http://berger.claremontmckenna.edu/Publications/Papers/StressHealth.pdf;Corporate Voices, at 14-15
- Statistics Canada, “Labour Force Characteristics by Sex and Age Group” (2017
- CIPD. (2016), Employee Outlook: Focus on employee attitudes to pay and pensions: Winter 2015/16. London: Chartered Institute of Personnel and Development. Available at: https://www.cipd.co.uk/hr-resources/survey-reports/employee-outlook-focus-attitudes-pay-pensions-2015-16.aspx[Accessed 6 April 2016].
- Aminu Mamman & Yudi Somantri (2013) What role do HR practitioners play in developing countries: an exploratory study in an Indonesian organization undergoing major transformation, The International Journal of Human Resource Management, 25:11, 1567-1591, DOI: 10.1080/09585192.2013.837089