The paper 'The Impact of the Social and Political Factors on Aspects of HRM Policy - HelpAge International " is a good example of a management case study. A number of people within the developing world are increasingly aging in poverty. It is also highly recognized that neglect of older people’ s right is unacceptable. As a result, staff and volunteers from UN bodies and non-governmental organizations (NGOs), charitable organizations and community groups as well as several other agencies position themselves at the forefront to serve others. Such individuals face both living and security conditions as the only the leading commitment that other people would accept, whereas others may be strategically positioned in a regional, state or head office.
Regardless of where they are placed and whatever employment status they are classified, the most important aspect is their working approach typified through their unstinting commitment to aid the interests of older persons or other people. Employers, particularly human resource managers owe such people extremely higher than the minimum (Kolehmainen-Aitken 2000). A number of agencies operating within the relief, socio-political development or advocacy have discovered through the hard way that appropriate support as well as management of staff who provide care services to older people as a critical success aspect in delivering and focusing on their mission.
Therefore, any initiative that can encourage employers to become clearer or committed to their responsibilities and account for their performance will eventually enable them to become better managers of other people, and thus considered as better providers of quality assistance. Background of the organization HelpAge International like other relief and development agencies or organizations with the mission to work with individuals who are poor, affected by conflict, vulnerable, highly depressed and displaced as well as disadvantaged and worried about their future, is a not for profit organization that advocates for the rights and livelihood of older people by reducing the burden left for them to take good care of the orphan and vulnerable children due to the scourge of HIV Aids.
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Barker, M, Skas, E, & Dwyer, H., 1999, Adult workplace bullying in an Australian construction organisation. In C. Fraser, M. Barker, & A. Martin (Eds.), Organizations looking ahead: challenges and directions, Brisbane: Griffith University, School of Organizational Behavior and Human Resource Management and School of Management.
Bowie, V., 2002, Defining violence at work: A new typology. In Gill, M, Fisher, B, & Bowie, V. (Eds.), Violence at work: causes, patterns and prevention (1-20). UK, William Publishing.
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Help Age International, 2006, Social Cash Transfers for Africa, a transformative agenda for the 21 st century – Intergovernmental regional conference report, Zambia, Livingstone.
Hoel, H & Cooper, C., 2001, Origins of bullying: Theoretical frameworks for explaining workplace bullying. In N. Tyehrani (Ed.), Building a culture of respect: managing bullying at work (3-19). London, Taylor and Francis.
Kolehmainen-Aitken, R.L., 2000, Defining Human Resource Responsibilities in the Era of Health Sector Reform. Paper presented at the American Public Health Association Meeting, Boston.
Mayhew, C & Chappel, D., 2003, Internal occupational violence (or bullying) in the health care industry, Journal of Occupational Health and Safety - Australia and New Zealand, 19 (1), 59 - 71.
Timo, N, Fulop, L & Ruthjersen, A., 2004, Crisis? What Crisis? Management Practices and Internal Violence and Workplace Bullying in Aged Care in Australia, Research and Practice in Human Resource Management, 12(2), 57-89.