Human resources management is the organizational sect that is mainly concerned with the legal requirements for employee-related issues. Some of the areas that most law acts are concerned with include social security of employees, factors affecting insurance of employees, and compensation of the workers as regards their grades and other to be considered factors.
Social security is all about motivating employees to retire at an earlier age or rather at the required time with limited depression. This is done by offering employees pensions and other remuneration at their old age in a bid to reduce to a significant point the unemployment issues. Such a move also serves to create more employment opportunities for the young generation that is energetic and more forceful to deal with the market challenges (Bryson, 2001).
Another perspective of the whole social security issue reveals that there is lots of motivational force derived from such a move, in that the current employees are sure of benefiting from the efforts of the to come employees. This is true since the pensions paid to the retired are obtained from taxes obtained from the current employees. Such payments seek to cover the old age bills and the disability benefits including those payable to their beneficiaries and people that entirely depend on them for a living. It also covers survivor benefits and death benefits. However, such a provision is not for free, it goes with payment and contribution for a stipulated time.
Unemployment insurance is to some extent related to social security apart from that it is a combination of state and federal. It has a powerful impact on employee motivation as it greatly influences their will to work. Such a move helps to boost the experience and competence of the qualified but yet unemployed. These people remain motivated to be productive in the industry even when they have not been absorbed into it; this is of great importance, serving a major role of making such people-focused towards performance as opposed to remuneration (Cross & White,1996).
What said to be the main constituent of diversity practices in the workplace is to do with the culture of the people organization as a whole. In this context, culture being used to imply the explanation of how things are doing in an environment, inclusive of individual and corporate behavior. Multiculturalism will be observed in the workplaces, where diversity of employees is portrayed. Many would wish to act as accorded by own beliefs, sometimes may granted and at times not, when they compelled to adapt the culture of the organization in question (Bryson, 2001).
Change in organizational culture is necessary when there are imminent problems to avoid in future. This also requires an assessment of existent culture and some elements of cross-cultural knowledge to understand exactly how members will react to the change. Leadership is essential in influencing the organization’s work force to adopt change at the same time, explain the specific reasons why the change will necessarily for the success of the entirely establishment.
Attitudes, beliefs and values held by different people forming the basis of multiculturalism in any given environment. At times these stem up positively, adding up to creativity and innovation in the concerning organization. However, there are times when diversity, when misconnecting, working against the values set in place and impacting negatively on the well-being of the organization. These are times when diversity creating large gaps between the employees and leads to wrangles. A competition to qualifying one culture as superior as and better than the other arises, making the environment unfit for any activity (Bryson, 2001).
There many barriers to diversity in the workplaces. Chief among these is the lacking sensitivity and tolerance from employees. These can result of their religious beliefs and ignorance of the communication schemes of cultures (Cross & White,1996).
The impact created by diversity in any organization, whether positive or negative almost entirely depending on how the management views and appreciates diversity. It had been a common aspect in almost all managements to perceiving diversity as a negative aspect in the organization. Maybe explains why each management would always seek to keep a people of their culture, and hence their ethnic group as their subordinates. His, usually justified by those who practicing it, has been said to work towards the success of the organization. To them, it aiming at eliminated communication and understanding barriers, hence effectiveness and efficiency in the workplaces.
Employee growth is of great importance to the welfare and performance of an organization. Its major focus amongst others is the communication skills and other related issues, information technology and more so software application and customer relationship management among others. This is a commendable move towards making employee training and management a priority (Cross & White,1996).
Alliance of endeavors, purpose and principles amongst the employees, stakeholders and the executive is the most fundamental portion of motivation. When alignment and personal involvement with the entire organizational aims is good, the platform for motivation becomes better (Mellander, 1993).
Bryson, A. (2001). Employee voice, workplace closure and employment growth. London: Policy Studies Institute.
Cross, E. Y., & White, M. B. (1996).The diversity factor: capturing the competitive advantage of a changing workforce. Chicago: Irwin Professional Pub.
Mellander, K. (1993). The power of learning: fostering employee growth. Alexandria, Va.: American Society for Training and Development.