Human Resource and Corporate Social Responsibility - Case Study Example

Name of student Professor’s name Course name 7th November 2013 Organizational theory concepts Organizational theory is a key element in the growth and development of organizations following an understanding among employees along 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 concept 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 analysed 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 such 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 there 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 lover certain distinguishing characteristic. 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 employee out there. If the culture that exists in a certain company is desirable, people will want to come and work for the company. Culture and employee job satisfaction and rewarding performance Many employees find satisfaction in their work from the kind of relationship they have created with their workmates. The aspect of culture plays an important role in the creation and maintenance of a good working environment between employees. If the culture existing in the organization does not allow room for tolerance between these employees, they will not be satisfied with their work (Ackroyd and Crowdy 10). Satisfied employees deliver good performance. If it is the culture within the organization to reward performance, the employees will be motivated to work even harder so that they can also be rewarded. Culture and grievance and dispute resolution Different firms and organizations have different forms of solving disputes that arise in the workplace. The way a dispute is solved shows the form of culture that exists in this particular organization. For instance, a culture of tolerance in the organization will compel the parties to solve the dispute in an amicable way through communication. The vice versa is also true. Legal compliance and obligation to employees Legal compliance and obligation to the employees shows the forms of duty that the organization should have, and the sense of responsibility of the organization towards its employees. Legal compliance and employee communication strategy It is required by law that organizations should ensure that the employees are kept informed, on a need to know basis about the operations of the business. Having identified that the employees are an integral part of the business, it is only fair to allow them have access to information that affects them as part of the organization’s resources. Communication should be conducted well and in due time. Legal compliance and employee attraction and recruitment Organizations are expected to apply the rule of law and provide fairness when they are conducting the recruitment process (Subhabrata 58). They are required to give every recruit an equal and fair chance of getting the job. Following this, the organizations are required by law to provide advertisement for the same adequately and allow the recruits ample time to prepare themselves for the interview. Legal compliance and employee job satisfaction and rewarding performance Whereas there are no very clear mechanisms and structures in the legal framework that addresses this part, organizations are somewhat obligated with ensuring that their employees are enjoying their work. This is done in many diversified ways depending on the nature of the organization itself. One of the ways is through providing a working environment that is conducive and that allows the employees to enjoy their work without being disturbed. Another way is through the creation of channels and mechanisms that are designed to recognize and award performance. Legal compliance, grievance and dispute resolution When a conflict arises within the organization, the management of the organization is tasked with the duty of resolving this conflict to their level best before forwarding it to higher authorities if it is something they cannot handle. In the legal framework, the law requires companies to have personnel who are skilled in handling different forms and levels of conflict that may arise within an organization. The law dictates that the organization should have a very well defined framework that people use when they have a conflict so that the conflict can be resolved in an amicable manner. Risk management Risk management involves the process of mitigating the levels and extent of risk that a certain organization may find itself faced with. Risk management and employee communication strategy The kind of information that the management shares with its staff may prove to be a risk factor. Some employees cannot be trusted with keeping safe and confidential vital and sensitive information about their organization (Dipboye and Stefanie 12). To mitigate this risk, and still be in harmony with the requirement of legal compliance and obligation of the organization, employees should be given information on a need to know basis only. Information should also be clustered according to the position held by the employee in the company. For instance, the kind of information a junior staff has access to is limited compared to the kind of information the manager in the same organization has access to. Risk management and employee attraction and recruitment During the recruitment process that employers are capable of identifying the employees who can become an asset to the company as well as those who would pose as a risk factor in the company. It is the job of the recruiting personnel to be able to identify and cluster these potential employees. Interviews offer a prime time to gauge different people and identify who is best suited for the company and who would they would not be able to trust to spearhead the company’s goals and objectives. Risk management, employee job satisfaction and rewarding performance When employees are satisfied, their main concern is ensuring that they achieve the goals of the organization. When they are not, the goals of the organization stops becoming their primary objective. This may lead to these employees being sidetracked when they decide to pursue other ventures in company’s time. This could lead to a lot of loss of business for the organization Risk management, grievance and dispute resolution When employees have a conflict between themselves, the business is at risk. The business risks having its operations stalled because there is no teamwork. Discontented employees who have conflicts are also risk avenues in that they may decide to share business secrets with the competitors. If this happens, the business risks losing some of its business to the rivals. In view of this, it is therefore important that the management try to have all the conflicts that may arise within the organization solved in an amicable way. Conflict and employee communication strategy Since conflicts are bound to occur in the workplace because people are very different and human beings collide, knowing how to solve these conflicts would be the ideal thing to do. Conflicts are best solved when communication channels are open. The management should make sure that lines of communication are open and people have the chance to state what they wish without fear. Conflict and employee attraction and recruitment If word comes out to the public that a certain company is always in a state of conflict, this is not good for the image of the company. It will become very hard for the company to be able to attract good and highly skilled employees if their image is blotted by conflicts that they have within. It is therefore important to ensure that all conflicts are solved quickly and without much drama. Conflict and employee job satisfaction and rewarding performance As stated in the introductory segment of this report, when employees may differ in their opinions and this becomes a level of conflict. When these employees engage into a conflict and the conflict is not resolved fast and amicably to the satisfaction of both parties, they will not feel contented with their jobs (Gabriel 15). When employees are not content, they do not deliver according to the expectations. Conflict, grievance and dispute resolution All organizations should appreciate that their employees are people who have different lifestyles, different opinions and different thoughts. Because of this, differences will always arise. It is up to the management of the organization to ensure that those disputes and conflict are solved to the satisfaction of all the parties involved, putting business interests ahead. Managing diversity Managing diversity implies that people in the organization have different levels of skills, personalities, ethnicities and creed and every person needs to be embraced into the system through a style of tolerance. Managing diversity and employee communication strategy When it comes to diversity and communication in an organization, it is important to be able to understand different employees from their depth of diversity. People have different levels of skills and expertise and as such, they should be treated differently and allowed to give their opinion without being biased against. Managing diversity and employee attraction and recruitment Companies that have embraced the issue of managing diversity in their workplaces are always attractive to potential employees. Employees look for organizations that accept all types of people regardless of their color, creed, religious inclinations and race. This can only be achieved through companies embracing the issue of diversity. Managing diversity, employee job satisfaction and rewarding performance When diversity is well managed, even employees feel contented with the organization that they work for. Satisfied employees will always translate their satisfaction into satisfaction into performance. Managing diversity, grievance and dispute resolution When diversity is well managed in a company, employees will feel free to allow their seniors intervene and solve any conflicts that may arise. Tolerance in the workplace created through this concept of diversity will allow the employees to be able to solve disputed arising within them in an amicable manner. 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 http://www.google.ca/about/jobs/teams/administrative/ 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. Read More