Essays on Human Resource and Corporate Social Responsibility Case Study

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The paper "Human Resource and Corporate Social Responsibility" is a wonderful example of a Management Case Study. Organizational theory is a key element in the growth and development of organizations following an understanding among employees along with the concepts of culture, Legal compliance, and obligations to employees, Risk management, Conflict, and  Managing Diversity. These are the basic concepts from which levels of diversity, disparity, and conflict amongst employees in a certain organization erupt. In view of this, it is therefore vital that the management of various organizations ensure that these concepts are seamlessly engaged into the organization and any arising issue handled tactfully so the goals and objectives of the company can be achieved by the whole team through working together (Jonnergard et al 17; Konrad 5).

Several areas will be analyzed in this report using the above concepts. These are Employee communication strategy, Employee attraction and recruitment, Employee job satisfaction and rewarding job performance, and lastly, Grievance and dispute resolution. It should be important to note that employees of any particular organization are also internal customers to the organization.

Without them, the organization would not be able to run. All possible measures should be taken to ensure that everything about these employees is operating in a smooth manner as pertains to the above concepts. The concept of culture in an organization Culture, in business terms, depicts the acceptable codes of conduct that a particular organization adopts and which is passed down to the employees seamlessly (Morgan et al 5). It is like a brand that distinguishes one organization from another. The concept of culture is differentiated among different organizations. Some may have their culture recognized in their mode of dressing, their way of talking, and even the way they offer their services. Culture and employee communication strategy When new employees are recruited into a specific organization, they are more likely to adopt a culture that they find existing in this organization.

The resistance to change is so huge that it is easier to go with the flow instead of coming up with a new cultural format. One of the major areas that this is experienced is in communication between the employees, either horizontally between their colleagues and departments or vertically between them and their seniors or vices versa.

When new employees find that the system of communication involves a chain of command and some level of bureaucracy, they are likely to adopt this immediately. Any arising issue is taken to the immediate supervisor who then forwards to his boss and so on in the hierarchy ladder. If the employee finds that it is easy and free flow of information in the organization, he will be likely to approach anybody, regardless of rank to have his problems and issues addressed. Culture and employee attraction and recruitment Most employees have their dream jobs and their dream companies and they have specific reasons as to why they wish to work in certain specific companies.

Some of them love the way the employees in the company dress. Others love the way the employees serve people and others may love certain distinguishing characteristics. For instance, many people have been documented stating that they would like to work with Google Inc because of the cordial nature of the employees (Google website 1). This culture does indeed influence the attraction that the company has on potential employees out there.

If the culture that exists in a certain company is desirable, people will want to come and work for the company.

Works cited

Ackroyd, Stephen & Crowdy, Phillip. “Can culture be managed? Working with “raw” materials:

The case of the English slaughter men.” Personal review journal, 19.5 (1990): 3-15.

Banerjee, Subhabrata. “Corporate Social Responsibility: The Good, the Bad and the Ugly.”

Critical Sociology, 34.1, (2008):51-79.

Dipboye, Robert & Halverson, Stefanie. “Subtle (and Not So Subtle) Discrimination in

Organizations” in Griffin and O’Leary-Kelly. “The Dark Side of Organizational Behavior”, (2004): 1- 406; Wiley, San Francisco

Gabriel, Yiannis. “Meeting God: When Organizational Members Come Face to Face with

The Supreme Leader”. Human Relations journal, 50.4, (1997): 315-342.

Google website. “Administrative- be the heart and the soul that keep us moving”. Viewed

November 8, 2013 from

Jonnergard et al. “Performance Evaluations as Gender Barriers in Professional

Organizations: A Study of Auditing Firms”. Gender, Work and Organization, 17.6

(2010): 17-52.

Konrad, A “Special Issue Introduction: Defining The Domain Of Workplace Diversity

Scholarship”. Group & Organization Management, 28.4, (2003): 4-15.

Morgan, Glenn & Spicer, Andre. “Critical approaches to organizational change”

in Handbook of Critical Management Studies, Alvesson, M, Bridgman, T & Willmott, H,

(eds), (2009), London: Sage.

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