The paper "Significance of Understanding HRM from a Diversity or Gendered Perspective" is an outstanding example of management coursework. It's the employees within any given firm to carry out the activities of that firm for the realization of the company’ s goals and objectives. On the other side, it is the human resource management that is charged with the responsibility of ensuring that the employees work in an organized way so that the objectives of the organization are achieved. To achieve, the human resource management must view the employees as human assets but not as expenses to the firm.
It is in this context of viewing the employees as human assets that form the basis of the HRM. The extent to which HRM is practised differs depending on the gender. It is argued that the performance of any company is directly proportional to the gender that occupies the human resource management. Male human resource managers have been viewed for a long turn as being efficient in their operation compared to their female counterparts. However, over the recent years, this has been subject to debate on whether the male or female human resource managers are the best in dispensing off their duties.
It has also been argued that there is a different level of performance based on the diversity perspective. This paper seeks to look into details the significance of understanding human resource management based on the diversity or gendered perspective. There has always been a need for strategic HRM. Linking the strategic goals with the HRM can be of much benefit in improving the performance of the firm and also in the development of the organizational cultures that assist in boosting flexibility and culture.
The diversity of human resource management can assist in improving working relations with the employees. This is because the managers will comprise of individuals who are from different cultural backgrounds. They will be able to handle the diversity of the employees. In understanding the diverse nature of human resource management, it will help in determining the nature of employees to use (Rodwell, 2009). This will in turn help in the success of the firm. It, therefore, follows that there is a close connection between human resource management, organizational performance as well as the organizational culture. In human resource management, there are various barriers for women from joining the department.
Understanding these barriers to human resource management can be of benefits to the company’ s owner as they will be able to find a way of fixing out the issues. There is a glass ceiling which is a barrier for women occupying important positions in the HRM. There are also glass walls that limit women to earn definite occupations. Due to these barriers in the HRM based on gender, they have made the income of the women to be much lower compared to their male counterparts in the department.
Men usually occupy top positions in the HRM compared to women. This situation exists even in circumstances when women are more skilled and educated compared to males (Tierney, 2006). Understanding this will be of significance to firms as they will take into considerations the ongoing that allows employment of male managers who are less qualified for managerial posts and locking out females who are qualified.
This will, in turn, lead to low performances of the firm because of the gender bias that exists. However, this is not always the case as there are female employees who get favors from their boss thus getting promoted to top positions in the human resource management. They will then turn out to be incompetent. They will not oblige to the benefits of the staffs to the required levels. The employees may quit the job because of poor management. Employees quitting jobs may have an overall negative effect on the employees.
This is the same case with unqualified male employees who get employed. This information can help the company owner’ s to be so keen on the kind of managers they choose to employ in their companies if they need the success of the company.
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