Significance of Understanding HRM from a Diversity or Gendered Perspective - Coursework Example

UNDERSTANDING HRM Name Course Name of professor Name of university State Submission date Significance of Understanding HRM from a diversity or gendered perspective Its 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 practiced 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 the different level of performance based on the diversity perspective. This paper seeks to look into details the significance of understanding the 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 assists in boosting flexibility and culture. The diversity of the human resource management can assist in improving the 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 diversity nature of the 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 the human resource management, organizational performance as well as the organizational culture. In the human resource management, there are various barriers for women to 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 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 the women are more skilled and educated compared to the 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 company owner’s to be so keen on the kind of managers they choose to employ in their companies if they need success of the company. Over the recent past years, the number of women in the human resource management has increased so much. This is compared to the 1960s where the number of women in the human resource management was very low. The increase in their number has led to the change in the gender roles. However, as much as there are more women who have joined the human resource management, there is still gender inequality in this department. There are more men in the department. In understanding the gender distribution in the human resource4 management can be of much benefit as it will be an eye opener to the world over the gender inequality. Basing the argument on the work orientation survey, it was clear that there is less job satisfaction among women compared to the males. Women usually have fewer opportunities for advancements in their workplace; some of the human resource managers view women as a weak gender that cannot effectively carry out the activities of the organization. Within the department there is also gender bias as improvement opportunities for women are less. This makes the department, and the workplace male dominated. Making any company male dominated creates gender inequality which is against the laws. Understanding this concept in the HMR can help in the formation of bodies that can fight for the rights of the minorities in the human resource management. HRM does not allow women to also work independently. All these can be an eye opener that will, in turn, lead to the formation of bodies to fight for the minority in the HRM department. While recruiting new employees to a firm, the human resource management normally looks for the needs that are unique to either men or women. It is this basis that the human resource management can make their selection that will eventually lead to high job satisfaction (Ravnborg, et al, 2016). High job satisfaction will, in turn, lead to high performance. Following this hierarchy, it is clear on what guidelines that normally assists the human resource managers in recruiting the employees. They will either recruit more men and less female and the vice versa dependent on the wants of the company. The needs of the company should also be unique to the lie situations of the employees. If the nature of the job demands that the work can be done much better compared to females compared to the males, the human resource management will have no option than to employee more women (Dornburg, et al, 2010). This is not gender bias, but it is the internal demands within the firms that will dictate this kind of situation (Huang, 2005). If the HRM makes the good selection the result will be that, there will be a high performance of the company. It is, therefore, important to understand the strategy that the human resource management normally follows in selecting the kind of employees to work in the firm. The strategy should be that it takes into considerations the activities of the firm as well as the uniqueness of the employees they will be using (Jang, 2011). All this must narrow down to job satisfaction within the employees as well as a high performance of the company. The mission, vision, strategic goals as well as the mission of the organization must ensure that there is strategic gender- based HRM. The HRM must ensure that the following are taken care of equally among the female and the male so that the success of the company is achieved. Actors to be taken care of including the employee well-being, staffing, selection and placement, compensation and rewards, coaching and performance management, succession planning and career development, leadership development as well as training and development (He, 2011). This, therefore, means that for the success of the firm, the following must be taken into considerations in the recruitment, selection and placement by the HRM: no discrimination based on the gender, gender fair placement practice and also preferential hiring (Berkes, 2000). Understanding these practices by the human resource management can be of great help to the employees as well as the managers as there will be laid down rules that will be governing the operation of the HRM. There will be the reduction in the conflicts that may arise between the human resource managers and the employees of the firm. In understanding the human resource management, it is essential to understand the role they lay in the firm. Their roles include coordinating employee benefits, hiring employees as well as looking how the employees can be assigned different roles within the organization (Helms, 2005). The level at which male human resource managers will dispense of their skills varies a lot depending on the gender. Collaboration is an essential task to HRM. This means that human resource professionals and the managers should collaborate with each other to boost the skills of the employees. This is an indication that the human resource professionals are charged with the duty of advising supervisors and managers on how to allocate different roles to the employees (Hori, 2011). Male managers on the HRM are viewed to be weak or unfair in their way of dispensing off the duties to the employees. Most of the male human resource managers dispense duties without taking into considerations the strengths and weaknesses of the employees. It has been argued that majority of the male managers will delegate duties seat back and wait for the evaluation of the task after its completion. They don’t engage in explaining to the employees on what should be done to boost their skills (Alderman, 2013). On the other side, the female managers reviewed to be caring. They tend to explain to the employees on what should be done on a particular task. They constantly look at the employees’ job so as to find out on whether they are on the correct track, or they are off topic. In so doing, they ensure that the employees deliver quality work which is of much benefit to the organization (Bouvard, 2009). In understanding this role regarding the human resource management, it would be wise of any company to consider the kind of employees that can best fit particular positions in their offices. There are some jobs that demand that the human resource managers must be very strict so that the main goals of the objectives are achieved. Other jobs require that the human resource managers should be lenient and friendly with the employees so that the objectives of the firm are achieved (Alderman, 2014). Understanding the nature of the job will help in understanding the human resource management. HRM are charged with the responsibility of maintaining the atmosphere of the working environment. It is a known fact that the manner in which the employees will perform will be highly dictated by the working environment that is present (Gogan, et al, 2001). Female employees are viewed lenient and weak in enforcing policies within an organization whereas the male employees are viewed stricter and can easily enforce policies to the employees. It is the duty of the HRM to ensure that the policies are enforced and followed to the latter. Therefore, the type of gender in the human resource management will highly dictate how the HRM enforces its policies (Goss, 1996). In understanding this, it will be of much essence to the company owners as they will be able to understand the HRM. Knowing this will help in the evaluation of the kind of employees that are needed in the firm. Conclusion It is evitable from the paper above that human resource management serves a crucial role in the activities of the organization. Their operations are predetermined by the activities of the organizations. Understanding the role of the human resource management can be much of much significance to the company owners. It will form their foundation for decision making. Bibliography Alderman, D., 2013. Do region and gender influence hardwood product selection?. Alderman, D., 2014. Do region and gender influence hardwood product selection?. Berkes, F., Colding, J. and Folke, C., 2000. Rediscovery of traditional ecological knowledge as adaptive management. Ecological applications, 10(5), pp.1251-1262. Bouvard, F., Dohrmann, T. and Lovegrove, N., 2009. 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