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Importance of Human Resource Management

Question:

Discuss about the Key Concepts in Human Resource Management.

Human resource management (HRM) is globally well-thought-out to be a significant way to improve operations and organizational performance. Human resource professionals usually play a vital role in contributing to the success of a business or firm through effective development of policies that align with the organization’s goals, mission and values Renwick, Redman,  and Maguire (2013).  HRM mirrors a fundamental, partial perspective on nature of employment relationship. This paper seeks to critically analyze the peer review journal ‘Human Resource Management, Theology and Meaningful Work’ by Sandrine Frémeaux and Grant Michelson. The critical analysis entails the key points, arguments, assertions, and assessment of the author’s research.

Major business HRM attempt to associate employee management practices and policies with the organization effectiveness. HRM has been faulted that it is not vocal on the attitudes and behavior of employees. Most of the HRM seems to emphasize on the notion that employees are not humans but resources hence workers treated as merchandises. HR professionals should be capable of creating an environment where meaningful work can take place, though they aren’t able to produce meaning work to enhance involvement and motivation. Organizations are considered to be worthy if it treats humanity in its employees as the end and not means, hence the employees should have the appropriate independence to be able to enhance their desires. The common understanding is that what several people share is being human therefore having human nature is significant in HRM (Kramar 2014). Meaningful work has characteristics such as providing adequate salary, allowing employee’s independence, is not coercive and support moral development. According to Renwick, Redman, and Maguire (2013), organizations should practice the five levels of human quality treatment which includes maltreatment, indifference, justice, care, and development.

It is not reasonable to hold the HR single handed accountable for ensuring that there is meaningful work because it is dependent on employee’s desire to meaningful work. Employees may prefer to be paid large package of salaries with and less meaning. Meaningful work experiences are beneficial to both the employees and the organizations. Employees who feel that their work is meaningless are likely to quit their jobs since they don’t see a link between them and the organization (Jonck & Swanepoel 2015). Meaningful work is linked to dignified work. Dignified work is interconnected materially to reasonable salaries, job security and work-life balance. The meaningfulness of the work is related to putting equilibrium between other commitments and paid work. A spiritual view of meaning at work entails spiritual sources such as becoming self, expressing self and serving others.  Guerci (2015) assert that HR practitioners commit to helping the employees and organization to achieve exceptional excellence.

Creating Meaningful Work Experience

HR policies and other management practices that are perceived to be coerced have the likelihood of causing meaningfulness in spite of its intention making HR practitioners to face challenges. Thite (2013) denote that HR practitioners are role models and therefore have an influence in developing an organization. It is possible for the HRM to create an environment where there is meaningful work. Organizations that insist on creating meaningful work through their HR, the organizations must build for their employees, a meaningful work experience, be aware of how it functions and manage it. Work is possible to state an employee’s social identity and aid in overwhelming existing life challenges.

The theology of work gives a profound meaning of meaningful work. Developing and becoming self in Christian theology is derived from a God-like manner and not from an employee’s actions. The research challenges the opinion of the rational man that individuals would act in line with their interest to fulfill their personal needs. Theological reflection contests religion of the process and reinstates confidence on employees. Theological perception provides an interpersonal and optimistic view of work that it is okay when turned to others. It’s important to note that human beings are not means to attain results within HRM but end in themselves.

The compulsion of work does not create a beneficial purpose for an organization. Those who are believed to be workaholics as much as their organizations give them many considerations, it results in them not giving meaning to their work. Embracing of meaningful work is emphasized in varied ways though it is not possible for this to be executed outwardly. When meaningful work is looked with an outward perspective, it depends on the person looking at it.

The connection between HRM and ethics has been a topic of discussion of recent times. There have been various occasions as pointed out by Jack, Greenwood, and Schapper (2012), that involved ethical scandals in several organizations globally that attract significant attention. Several businesses are therefore made to adopt a variety of HRM guidelines and practices to make evident their workforce contributions in line with similar arrangements. This paper seeks to critically analyze the peer review journal ‘Agonism and the Possibilities of Ethics for HRM’ by Carl Rhodes and Geriant Harvey.  The critical analysis entails the key points, arguments, assertions, and assessment of the author’s research.

The ethics of HRM is dominated by two lines of attack which include one at macro level which is associated with HRM embedded values and the second at micro level entailing HRM practices related to ethics. HRM function is supposed to function in a manner that ensures organizational morality as far as the organization workers are concerned. The HRM is the end resort where harmony between the organization and employees are set. There is a notion that the HR should be the organization’s moral guardian of the organization’s ethics.

The Connection Between HRM and Ethics

HRM is not only a practice but also a broad approach through which the HR experts can appreciate and direct their training. Employees can be punished if their behavior breaks the organization’s rules/ values. The ethics within HRM is positively and majorly linked to matters of employee control and performance. Employees should be compliant organizationally, and complicit in how they behave at their workplace.  Organizations are in a position to and should try to control and influence individual ethics and ethical partiality.

Hard HRM deliberates that HRM is an approach with the purpose being to achieve benefit for capital from the human resource (Caldwell et al. 2011). The exploitation of the hard HRM model has ethically raised questions that various organizations’ top managers endorse it. Morally, what is believed to be ethical at the top management, mainly when it relates to work values, it then automatically becomes ethical for the workers. Renwick, Redman, and Maguire (2013) assert that HRM takes the obligation of making sure that morality of workers relations is unbiased in that all that is not ethical is placed within a managerial function that is appropriate to direct and control the ethics.

The requirement for ethical action is presented when there is no agreement and when the organization institutionalizes the subjugation of difference. In differentiating ethical consensus, conflict is vital to the organization since it is essential for democracy if there are differences to be expressed and opposed. Agonism towards HRM arises when there is a resistance to organization’s power and authority and their enforcement of non-negotiable ethical values.

Conclusion

HR professionals are supposed to be familiar with the basic ethics both in their organizations and nation. The familiarity enables the HRM to negotiate decisions that they make and other departments in their organizations. An ethical issue does not come out when the HRM tries to administer their moral systems, but when they are questioned through outside resistance. There are possibilities of correlation between HRM and ethics that does not put HRM as the cause or arbitrator of organizational ethics, but a player in socio-ethical relations.

List of References

Caldwell, C, Truong, D, Linh, P, & Tuan, A 2011, 'Strategic Human Resource Management as Ethical Stewardship', Journal of Business Ethics, vol. 98, no. 1, pp. 171-182. Available from: 10.1007/s10551-010-0541-y. [3 April 2018].

Costea, B, Amiridis, K, & Crump, N 2012, 'Graduate Employability and the Principle of Potentiality: An Aspect of the Ethics of HRM', Journal of Business Ethics, vol. 111, no. 1, pp. 25-36. Available from: 10.1007/s10551-012-1436-x. [3 April 2018].

Guerci, M, Radaelli, G, Siletti, E, Cirella, S, & Rami Shani, A 2015, 'The Impact of Human Resource Management Practices and Corporate Sustainability on Organizational Ethical Climates: An Employee Perspective', Journal of Business Ethics, vol. 126, no. 2, pp. 325-342. Available from: 10.1007/s10551-013-1946-1. [3 April 2018].

Jack, G, Greenwood, M, & Schapper, J 2012, 'Frontiers, Intersections and Engagements of Ethics and HRM', Journal of Business Ethics, vol. 111, no. 1, pp. 1-12. Available from: 10.1007/s10551-012-1427-y. [3 April 2018].

Jonck, P, & Swanepoel, E 2015, 'Exploring the theoretical link between cultural and emotional intelligence: A system analysis for human resource management', South African Journal of Business Management, vol. 46, no. 4, pp. 77-83.

Kramar, R 2014, 'Beyond strategic human resource management: is sustainable human resource management the next approach?', International Journal of Human Resource Management, vol. 25, no. 8, pp. 1069-1089. Available from: 10.1080/09585192.2013.816863. [3 April 2018].

Renwick, DW, Redman, T, & Maguire, S 2013, 'Green Human Resource Management: A Review and Research Agenda', International Journal of Management Reviews, vol. 15, no. 1, pp. 1-14. Available from: 10.1111/j.1468-2370.2011.00328.x. [3 April 2018].

Thite, M 2013, 'Ethics and human resource management and development in a global context: case study of an Indian multinational', Human Resource Development International, vol. 16, no. 1, pp. 106-115. Available from: 10.1080/13678868.2012.737691. [3 April 2018].

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