Human resource policies

valet de chambre imagination policiesPart A Formal military man election Policies inductionHuman Resource (HR) policies fuel be defined as continuing guide tvirtuosos on the approach the organization in races to adopt in managing its people (Armstrong, 2007). They ar musket b every(prenominal) rules adopted by a business that define how to employ, train, assess, and reward the personnel, forming the philosophies of the organization, which wind to the principles which craftinessrs be supposed to practise when coping with HR matters. Consequently, HR policies dish in the decision-making do by cephalalgiaing staff when HR practices ar unfold. Part A of the assignment looks at a HR policies concept that promises to help organizations to annihilate various situations in operative environment. The central statement that this part assay to discuss and debate is writings Re st are According to Salinas O. in his bind Other concepts and tools in Human ResourcesPolicies of r ecruitment, implementation, upkeep, using and control of Human Resource are vital for the proper movement of range force in the partnership. In our opinion, the policies set by the come with will never be unnecessary, just poorly developed or they control non been designed.Advantages and Disadvantages of HR PoliciesThe main claim made for HR policies is that when they are well-organized it potty eliminate potential misinterpretations mingled with employees and employers defining their rights and obligations within the firm. Ramey Sniffen (1991) claim that well-grounded homosexual resource constitution is a requirement in the harvest-time of any business or connection. Authors believe that apprehension of this necessity usu tout ensembley appears after the increase in time and money raddled on resolving man resource issues. These resources could be well fagged on production, marketing, and planning for growth. Effective, consistent, and fair gentle resource decisions are much made more(prenominal) time con trade substanceing by a pretermit of pen, standardized policies and procedures. The advantages of written HR policies may sound obvious, but on that nous are also disadvantages. According to Armstrong (2007), formal policies can be inflexible, constrictive, and platitudinous. Moreover, policies are often expressed in abstract terms that may bunk managers to get conf apply over abstr movements. It appeared that even out though HR experts tend to believe that written policies are a necessity, employees usually once morest it as written records may become dangerous and can be utilise against them in a courting and vice versa, the organisation can become a subject to similar attacks. Organisational AnalysisWe can bill poster examples that show us the relationship between cause and effect of the poorly developed policies which kick upstairs tinge to organisational difficultys and low productivity. This can be reflected in pursuance organisational examples canvas below, however, close to of the organisations mentioned have adopted some HR policies which brought a validating impact on the organisation. CAUSE 1 DIFFICULTIES IN PERFOMANCE EVALUATION Employees without self- judgmentpersonal effects The companys evaluation is non known by the areas Managers dont discuss the companys evaluation with employeesCAUSE 2 COMMUNICATION PROBLEMS The company lacks of communication flow Effects Lack grooming for development of communicative skills Lack of spaces and technology in come in to improve the communications transmission CAUSE 3 meagerly TRAINING Lack of studies according to necessities of training Effects Resistance by employees to have training Few options to trainingCAUSE 4 utter COMMITMENT TO DO TASKS Low motivationEffects Absolute ignorance of end points achieved by the employees Low participation by the employees making decisions CAUSE 5 pitiable SYSTEM OF SELECTION Poor pre-con tract investigationEffects Deficiencies in the contrivance of recruitment Gap in the call human bodyCAUSE 6 POOR STIMULATION SYSTEMEffects Insufficient Stimulation in items such as requital, promotion, training and bonusOrganisational ExamplesWright et al. (2003) argues that companies start treating people as a human capital of competitive advantage which can be interpreted by the HR policies that surmount leverage of HR practices and its performance. Hilton Internationals UK hotels embrace this idea as being fundamenktally concerned with deployment of a assistance nicety through with(predicate)out the organization by paying special attention to line manager battle in human resource practice (Maxwell Watson, 2006). HR policy also designed to address gender issues with idiom on equal opportunities and efficiency concerns. non taking these issues seriously usually lead to sexual discriminations particular among woman workforce sector. A study conducted by Standing (2000 ) describes the lack of reference to gender issues mostly in evolution countries. It is exemplified that in Zimbabwe womens formal sector art is chiefly in the service sector and women stand at the lower end of the hierarchy and salary grades. It is also noned that in Uganda, only 3.7% women are employed in professional, technical, clerical and managerial occupations. LG Electronics India had come up with new and improved HR Policy by introducing the Joyful Working 5 (JW5) programme. To accelerate and beef up the Culture at LGEIL as the survey was conducted within the company, which mainly focus on the mo nonony employees are facing at work and the tedium they are undergoing. such(prenominal) policy created the platform for both the employees and employers in get out understanding and pleasant work environment which not only helped the company creating the compelling future, but also build the culture of striving for identification number one position in the industry. (LG, 2009) NHS rail were planning to redundant some of their employees in the next few months. With the formal company policies in place, the consonance articulation committee had fought back with the statement that NHS Direct has br each(prenominal)ed policy for reasons which ac association failing to consult with UNISONs collective committee that there were plans to issue get ahead notice of redundancies. As a result, NHS Directs director of human resources give tongue to, If the proposal is accepted, we would, wherever possible, rear staff alternative business at nearby NHS Direct sites and redundancies would only take effect as a determination resort. (TheComet24, 2009) This is a incase about down(p) dun Company according to Larson (2007) Susan Baldwin working for sinister Cross Company claimed she was subjected to various profanities and sexual innuendo from her boss. Blue Cross immediately inter checked Scott Head, the alleged harasser, and three other employees, but no one substantiated Baldwins claims. Rather than terminating or disciplining the supervisor, Blue Cross gave him a example and offered to hire an industrial psychologist to counsel both him and Baldwin. She defyd. When Baldwin refused Blue Crosss subsequent offer to transfer her to another location, she was terminated. Her lawsuit followed quickly. The court found that Blue Cross was not liable for discrimination for terminating Baldwin because, Firing an employee because she will not help with the employers reasonable efforts to resolve her complaints is not discrimination based on sex, even if the complaints are about sexual harassment. The court also found that Blue Cross was not liable for the alleged acts of its supervisor because it exercised reasonable dish out to promptly correct harassing behaviour as soon as it was reported, and Baldwin immoderately failed to take advantage of the remedial actions Blue Cross offered. (Larson, 2007) A case about Sharon Coleman a forme r good secretary in July 2008, win a reasoned battle in the European Court of jurist against her employers Attridge Law (now called EBR Attridge LLP), whom she accuse of discriminating against her at the work and of having forced her into evaluate voluntary redundancy. As Coleman had a 4-year-old son who was disabled, born with a medical examination condition that led to his having difficulties in breathing and hearing. According to Coleman, she was treated other than at work from other employees, who had normal children. By the law of flexibility in the Workplace Discrimination by Association, Coleman sued the company and won her legal battle.(ICMR, 2008a) Eli Lilly Company (Lilly) worlds leading Pharmaceuticals Company, which claims to have a very good pattern show program running at the company and was also widely regarded as a very good employer, faced a federal lawsuit regarding the companys human rights policies and practices. On April 20, 2006, a class action law suit was filed with the US District Court, Southern District of Indiana, by quad black employees who had worked at Lilly. The lawsuit charged the company with being hostile and biased against them because of their race. Lilly was accused of discriminating against the black employees on the basis of race and denying them fair wages, promotions, performance evaluations and discipline. In terms of renovation, reinvention, transformation or redesign, General Electric, has done emphasis in having a good working relationship and keep the best atmosphere for their employees. According to Immelt J, people are the most important treasure in General Electric. Therefore, the ability to recruit the best people in the world is a competitive advantage without comparison. A strategic point into the attention of RH is the communication mountain range, at the same time the leading must be able to represent employers and employees. Clear HR policies are essential so employees could understand their company and gain a smack of belonging. Harley Davison which has a human resources scheme based on formal training and learnedness circumspection. The result of this is that their employees share a positive attitude that is associated with the development and competitiveness of this Company. Harley Davison institutionalises its commitment to learning and created the University of Harley with the aim if developing leaders, translating values into action with an emotional performance in which the value attached to learning applies and, the evaluation of individual performance shapes a new organization in which the learning is shared and it is the ingredient that binds employees. For the Swede Ingvar Kamprad founder of IKEA company, who started his idea in 1943, opinion in the basal necessities of the ballpark people and nowadays his company has weapon on 36 countries of Europe, Asia, North America and Oceania with more than 200 stores, the guard and careful of his emplo yees, is and will be one of the most important policy, doing of them, a company with high social responsibility. Currently IKEA has more than 105.000 employees, for this reason their superlative concern for them is give to their employees a good balance between work and personal life, therefore, they have kept flexibility in their task and activities, fitted schedules, plans of professional development, corroborate in different studies as college or universities and medical coverage consequently of their policies in RH and programs for employees, IKEA has received several awards. WALMART, company which is into top 5 of the greatest companies in the world. It success is based mainly in customers and employees, In fact the policies created around the employees was essential in his goals, surface-to-air missile Walson founder, offered their employees, benefits and gaining, in order to, they were part of the excellent results. In other words, surface-to-air missile Walson wanted his employees were members, encouraging from cashiers to managers to think how owners, idea very successful, likewise, for him, was fundamental to have employees with new ideas, clear thoughts and positive mind without bad habits from their prior jobs. Nestl was a result of the merger in 1905 of the Anglo-Swiss Condensed Milk, founded in 1866, with (Farine Lactea) Nestl SA., Founded in 1867 by Henri Nestl, who invented a product that continues to save the lives of children and newborn infant formula for babies whose mothers cannot breastfeed. its success is the sum of a long and distinguished history, part of its success is based on the thought that their partners should achieve a good balance between their careers and their privacy. Not only because it reinforces the loyalty, satisfaction and it improves productivity, also it has a positive impact on the reputation of the Company and to attract and motivate employees. According to the list of best Workplaces 2007, Microsoft has been designated as the company with better working environment, the study include credibility, respect, fairness, congratulate and camaraderie. According to it, the Microsoft executives are fulfilling their promises in creating career and training opportunities and properly appoint functions (promotions to worthy people), the company involves employees in decision-making takes into account their suggestions, recognizes his work and allows flexibility. Employee networks are a come across element of American Express success in supporting(a) diversity in the workplace. Currently, American Express has 10 networks open to all employees organized around topics of interest to African-American, Asian, Christian, Gay Lesbian, Hispanic, Jewish, and Native American employees, as well as for People over 40, People with Disabilities and Women. These networks provide support to American Express business objectives, including enhancing marketing efforts in targeted communities, supporting employe e recruitment and retention initiatives, and participating in outreach and volunteer programs. These networks have also been implemental in helping to break in new policies and benefits to employees. For example, GLOBE, the companys gay and lesbian network, was slavish in having domestic partner benefits introduced back in 1997. And WIN, the womens network, worked with management to introduce a customized companywide alternative work arrangements policy as well as a free backup childcare centers in several locations throughout the United States. A mishandling on the resources human policies, can lead to failure. Such as is the case of ENRON one of the seven biggest companies in United States, the line was focused in a poor policy of recruitment and selection, payable to, they chosen people with high qualification, but they were not suitable for the position, as well people hired by just friendship, taking wrong decisions in critical situations. Is the case of Cindy Olson who w as HR Vice-President of ENRON. She did not have enough knowledge about United States laws regarding to employee benefits, giving wrong advices of investment over stock-options. The previous point represents a serious violation to the financial legislation in the United State of America.ConclusionsLooking at the evidence provided, it look atms that production and maintenance of formal HR policies record are applied in ship canal that assures that personnel management policies are in use. Companies typically have to obtain revisions to established HR policies on a regular basis otherwise there is a danger of those policies to become outdated as the company grows and as the regulatory and business environments in which it operates evolve. On the other side, Policies can be made today and dislodged tomorrow who can stop the management from doing that? Most research on human resource (HR) policies in the workplace suggests that formal policies can contribute to variation in discrimin ation by altering employers behaviours. We consider an alternative manner by which HR policies deviate formal discrimination complaints. HR policies, especially those targeting employees, can raise employees rights ken and encourage them to throwk remedies for discrimination at work. PART B BOYCOTTS, LOCKOUTS AND STRIKESChapter 1.IntroductionIndustrial actions typically take place when a disagreement between the trade union and the management team of a business is not resolved through negotiation. The main forms of industrial action are Strikes (workers refuse to work for the employer) and Lockouts (a work stoppage where the employer stops workers from working). These sorts of actions should be avoided because they are high-ticket(prenominal) for businesses and countries actions must be taken by HR management and trade unions in order to solve the disputes at work, they have mechanisms such as Mediation (A mediator, an impartial expert talks to both parties and gets a ancestor both can accept) Conciliation (Though similar to mediation but used to resolve legal dispute instead of general problems inside the company) arbitration (An impartial person known as an arbitrator, decides between two claims).The last resource affirms by NI Direct, UK to solve a work problem is going to an Industrial Tribunal or a court Literature ReviewNot until the 1960s, Leopold, Harris, Watson (2005) claimed, There was little in the way of legal intervention in the relationship between employer and employee. A growing concern about the impact of the countrys high take of industrial stoppages on the UKs sparing performance led to the setting up of the Donovan Commission to investigate the countrys industrial relations problems. While the Commissions report (Donovan, 1968) supported the continuance of the voluntary system of dicker it recommended reform based on properly conducted, collective dicker with a great formalization of the process at company level which was to inclu de the professionalization of personnel specialists. Certain individuals/organisations operate with a view of management and work organisations which academics often characterize as processual an approach which they railway line with a systems one (Watson, 2002). They see management as a process in which managers are all the time negotiating and renegotiating compromises and achieving work agreements, rather than a matter of resigning systems which sort everything out. They operate within a pluralist perspective This unceasingly taking into account the fact that there is a plurality of interests, goals, wants and priorities among the variety of people involved in any given organisation. Other organisations see management and employment relations from Unitary Perspective This assumes the predominance of common interests and shared priorities across the organisation. Pages 412-414BoycottBurnett (1891) defined boycott as a means of moral offence used by individuals against each othe r, or by sections of a community against other sections or individuals differing from them on some matter of action or opinion. The industrial boycott roughly invariably but not al slipway or necessarily, is a phase of strike or lock-out, but it sometimes exists apart from either. It is generally used against an employer who refuses to concede the demands of his workpeople or of trade union, but it sometimes applied by one organisation of workmen against another. It may accompany or supplement and follow, an abortive strike, or it may be wielded against an employer having no dispute with his employee, simply because they do not belong to a trade union. Pages 163-173Lock-OutAccording to DEWR, Australian Government, Lockout is a weapon of an employer to thwart or enforce such change by preventing employees from working. Another measure is work to rule, when production is virtually brought to a halt by the strict following of union rules. This will see on whether the lockout is prote cted (ie. lawful) or unprotected (ie. unlawful). Lockouts are protected if They fare during a properly notified bargaining periodThere is a true attempt to reach agreement before the industrial action is taken Employer gives at least three working days written notice to each party with whom they are negotiating (unless the lockout is a response to protected industrial action by employees). Guests (1995) ivfold classification of options for managing the employment relationshipHRM priority mettlesomeHRM PRIORITYLowIR PRIORITY High red-hot Realism High emphasis on HRM ERTraditional collectivism Priority to IR without HRMIR PRIORITY LowIndividualised HRM High priority to HRM No IRThe Black Hole No HRM No IRGuest identifies that there are a number of policy options that need to be considered when developing an employment relations strategy. He describes four optionsThe new realism a high emphasis on human resource management and industrial relations.The aim is to integrate human resource management and industrial relations. This is the policy of such organisation as Nissan and Toshiba. parvenue collaborative arrangements in the shape of single-table bargaining are usually the result of employer initiatives, but both employers and unions are often satisfied with them. They have facilitated greater flexibility, more multiskilling, the removal of demarcations and improvements in quality. They can also extend acknowledgment processes and accelerate moves towards single status.Traditional collectivism priority to industrial relations without human resource management.This involves retaining the traditional pluralist industrial relations arrangements within an eventually unchanged industrial relations system. Management may take the view in these circumstances that it is easier to continue to operate within a union, since it provides a useful, well-established channel for communication and for the handling of grievance, discipline and safety issues.Individual ised human resource management high priority to human resource management with no industrial relations.According to Guest, this approach is not very common, moreover in North American owned firms. It is, he believes, essentially by small degrees and opportunist.The black hole no industrial relations.This option is becoming more prevalent in organisations in which human resource management is not a policy priority for management and where they do not see that there is a compelling reason to operate within a traditional industrial relations system. When such organisations are facing a decision on whether or not to recognise a union, they are increasingly deciding not to do so.THEORETICAL RECOMMENDATIONS FOR MANAGING UNION relationsIn general terms, various organisations/management employ different ways in resolving or managing conflicts with employees or trade unions. Leopold, Harris and Watson (2005) outlined the TraditionalStrategic Human Resourcing theory in managing Union Rela tions.Traditional Strategic Human Resourcing Options in Management-Union RelationsOne of the major ways in which employing organisations can manage conflicts and handle many of the potential differences that can arise between employer and employee has been through institutionalised arrangements of collective bargaining and Consultation with the Trade Unions. A key human resourcing strategic decision for the managers of any organisation is whether or not they are going to recognize, pr continue to recognize trade union(s) as a legitimate vehicle for the expression of employee interests Unions win the vast bulk of pre-strike ballots, but in most cases, strikes do not occur because gain negotiations to reach a final settlement occur (Labour Research Department, 1993). thus Blyton and Turnbull (1998301) conclude that strikes may be viewed as a sign of union weakness, not of strength, because a strong union is able to achieve a negotiated settlement through the threat of strike action backed by membership support in a ballot rather than truly conducting a strike.Union Recognition Although employers may be faced with demands for union acknowledgment, the process of reaching agreement with the union (s) is likely to lead to a classification and codification of a number of key issues. Negotiations over light are also likely to confront a key issue. In the 1990s, there was a move towards the establishment of single-table bargaining where all the know unions in an organisation negotiated common pay and conditions agreements together rather than a series of separate agreements (Gall, 1994) The final area of decision-making in a recognition agreement is over which issues are to be part of the substantive agreements, that is, which areas of decision-making are to be subject to articulationt decision-making. These are likely to include basic pay and conditions of employment such as hours of work and pensions. Finally, a recognition agreement would also contain provi sions for the resolution of disputes though atonement or arbitration. Clauses would probably exclude the use of strikes or lockouts until these procedures had been exhausted, thus providing one of the key benefits to management of formal recognition The turning away of informal or wild cat strikes while disputes are considered through the formal procedures. switch Strategic optionBeaumont (1987) distinguishes between union substitution and union avoidance as approaches to staying or becoming non-union. In considering union substitution approaches, it cogency be useful to consider what unions have to offer employees and relate this to the chain of thought that employees efficacy go through in deciding to join or not. The implication is that if management can intervene to influence any of these decisions then the outcome maybe that employees do not perceive any need to join a union as they do not believe that it would be able to improve the terms and conditions of employment or t he nature of the employment relationship. Employers could seek to provide alternative channels employee contribution through such devices as open-door policies, employee-based works councils and individual-based employee participation mechanisms so that again employees do not feel that union channels of representation would significantly improve their situation at work. Many alternative providers of membership function exist through other membership and commercial organisations so that this is not likely to be the prime route into union membership for non-members (Whitston and Waddington, 1994 Waddington 2003). The middle of Beaumonts argument is therefore that employers can seek to introduce policies and practices that substitute for those which might follow from union membership and recognition.The Human Resource Management onset to Employment RelationsThe human resource management approach to employment relations involves coordinating (or bundling) strategies to promote the psychological contract, improve involvement and communication. Armstrong (1999) suggests the following model for employment relationsa drive for commitment loving the hearts and minds of employees to get them to identify with the organisation, to exert themselves more on its behalf and to retain with the organisation, thus ensuring a return on their training and development an emphasis on mutuality getting the message across that we are all in this together and that the interests of management and employees coincide (i.e. a unitarist approach)the organisation of completing forms of communication, such as team briefing, alongside traditional collective bargaining i.e. approaching employees directly as individuals or in groups rather than through their representativesa shift from collective bargaining to individual contractsthe use of employee involvement techniques such as quality circles or improvement groupscontinuous impel on quality total quality managementincreased flex ibility in working arrangements, including multi-skilling, to provide for the more effective use of human resources, sometimes accompanied by an agreement to provide secure employment for the core workersharmonisation of terms and conditions for all employees and emphasis on teamwork.Organisational Examples member written by Cary (2007) explains that Sears Holdings Corporation Canada and U.S October 1,2007 locked out 70 appliance fixity technicians in Metro Vancouver, Canada. Sears said the technicians could return to work under impose terms that do not include any scheduled wage increases for four years. Sears scheduled work weeks without two consecutive days off, eliminated authorized overtime premiums, and remove a pre-existing paid holiday. Sears also said technicians returning to work would not pay union dues, almost four months the lockout continues. The lockout technicians are asking North American workers to boycott sears stores in order to get sears back to bargaining. J oe (2009) reports that, there is a chronic shortage of uncomplicated and secondary school places in Lewisham. The council of Lewisham proposes to demolish the school, currently for ages 3-