HR Manager Job Aspects

Introduction

HR management can be regarded as the regulatory issue resulting in the maximum utilization of the potential of the human resources of a company to accomplish its goals and missions. Occupational safety is a part of industrial programs aimed to protect workers and outside environment from potential threats and risks caused by business practices and building. The safety regulation involves congressional legislation stating the need to protect health and safety of people, and the external environment. In this case, it involves setting strategic goals for improvements in the present condition; and establishing the commissions to deal with the day-to-day problems of actually achieving the safety goals. The new agencies attempt to settle quickly into full-blown and efficient administrative processes.

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The Case Analysis

The case of Walton Jones allows saying that communication and interaction are the core of any business and human relations inside the organization. HR Management is about an ongoing interpersonal communication between the employer and the employee regarding the ultimate exploitation of the available resources. The research problem is based on the issue that poor climate leads to poor compliance and participation of employees and increased risks. While the legislation provided guidelines as to why the agency should proceed, it usually does specify the method or process of regulation. Good safety management is thought to produce only a relatively low.

Safety management is a control mechanism both in real circumstances and as a bifurcating effect in the model. Safety tests of the cusp model in two situations showed that the model provides a good description of the accident process and affords a variety of qualitative recommendations that an organization can use to improve its safety performance. Walton Jones does not only regard to the communication of the specific employees but also to the HR of any particular process, department or the company as a whole.

It can involve processes like billings, financial management, budgeting, product development, marketing, etc or it can be about working on the computer department or the administration department. It can be about projects like billing process automation while it can also regard to programs like introducing a new policy the company (Cunningham and Hyman 1995). Most of the standard setting for environment are litigious and prolonged, so the existing rules has not been complete.

They make decisions from ‘snapshots’ of activity, and with the benefit of varying levels of training, guidance, and experience. Issues of compliance therefore emerge in different settings and the meanings they take on are molded accordingly. It may take inspectors a long time to become familiar with some very large and complex organizations, a task which may be made more difficult by reorganizations.

HR Management – How It Is Regarded

The very first problem that Walton Jones managers are stuck into is the amount of pressure and problems that is needs to be considered. The managers want a ‘fit-all’ kind of solutions for all the departments and the departmental employees. That seems to ease their work upfront but that can lead to unavoidable unnecessary work pressure later on. Secondly, managers do not just seem to find time for the execution of the HR management.

However, it must be noted to the managers that a little bit of time spared for this task beforehand can save a lot of hassle in the future. Nevertheless, who will stand in front of the employees monitoring their work all the time? Well, the time that is spent by the managers to rectify the problem after the error is being incurred is definitely longer than the time needed to monitor them personally each day.

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Better yet, if proper procedures of HR management were being followed to preempt the after-effects, it would prove to be a better business move. In addition, there is nothing to be worried about the confrontation and conflict that might arise from the HR management interaction, HR management is all about establishing a work relationship of trust, understanding and faithfulness between the employer, managers and employees.

It is about focusing on the positives and aiming for the best. It is not about criticizing or censuring anyone for their miscalculation or slip-ups, but about dealing with the pertinent commonly recurring issues beforehand to find out the best solutions to them. Today, safety issues contain detailed provisions of the physical conditions of production from the cleanliness of the working area to the position and size of mesh screens over moving machinery (Friend, 2006).

The regulation of worker safety goes toward specifying equipment in order to protect workers and managerial staff. For instance, the Occupational Safety and Health Act of 1970 is enacted to reverse the rising trend of worker accidents during the 1960s (Reese, 2003). When the act became law, the secretary of labor set the first safety standards based on equipment specifications arrive at over the previous two decades by industry health associations and nonprofit safety organizations. Good safety management is thought to produce only a relatively low.

From the employee’s point of view, it is either the lack of understanding of the Walton Jones’s problem or a bitter experience beforehand with some manager on HR management. It can be that the employee never got feedback or just started hyperventilating on the anticipation of the HR results. However, mostly, the problem arises when the concept of HR management is not clear to the employee or just the process of HR management is not being effectuated in a proper manner, otherwise when done properly, it is known to get positive opinions and support (Farquhar et al 2001).

Organizational Effectiveness and Organizational Competence

From a consultant point of view, the major limitation of Walton Jones’s laws is that these regulations when available and applied to the individual plant have proven to be extremely detailed and inflexible. When they have not fit, the only way to resolve an all-or-nothing confrontation has been to postpone application. Workers and inspectors operate with a variety of notions of compliance (Lagone and Rohs 2003).

Attitudes toward the safety program and its effectiveness, worker training, availability of needed tools and personal protection equipment, and the supervisor’s attentiveness to regulation violations, all served to distinguish high and low performing groups. The concept of safety was similar in principle to the organizational standards concepts, except that safety is viewed with respect to a more limited set of objectives or issues. The introduction of an organizational construct is justified because the measurements distinguished organizations rather than individuals (Haupt and Smallwood 2003). Organizational effectiveness can be seen in the following perspectives:

  • Organizational Effectiveness always depends on the benchmark to which the organization is compared with.
  • Organizational Effectiveness depends on the synergy of covariates, not one single factor.
  • Boards are directly proportional to the effectiveness of an organization, that is, the Organizational Effectiveness.
  • Organizational Effectiveness depends on particular viewpoint of the evaluator.
  • Claims made are to be critically verified first.
  • Organizational Effectiveness does depend on the necessary actions taken to remediate the current situation.
  • Organizational Effectiveness does depend on the specific type of the organization as well.
  • Organizational Effectiveness relies on the extension of the network of the organizations.

To increase the organizational effectiveness, it is very important that you embargo it into various parts and then work on it separately (Goetzel et al 2001).

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Solution

No ideal solution exists in the situation with William O’Malley. The responsibility of Sally Taylor is to introduce positive organizational culture and improve morale among employees. Walton Jones can improve its Organizational culture by proper research and assessment of the wants and desires, assembling the resources with the best strategy of minimum input and maximum output, and satisfaction of its target clientele, thus bringing about growth and sustenance in the company (Pao and Kleiner 2003). Remember, the most commonly accepted business norm might not be the right way to act.

The best way is to study, understand and then act. It all depends on the results you get. Safety management is a control mechanism both in real circumstances and as a bifurcating effect in the model. “Safety tests of the cusp model in two situations showed that the model provides a good description of the accident process and affords a variety of qualitative recommendations that an organization can use to improve its safety performance (Harris and Siplon 2001).

The companies in higher equipment costs and reduced equipment options realize the impact of safety rules. This, in turn, increases the long run, and increases the short-run, expenses of production. Behavior modification approaches to safety invoke a domino model, such that reinforcement strategies affect safe behavior, which in turn affects accident rates. As people start to work, tools are left out in workspaces, and different employees enter the workspace to do different things with different tools and equipment (Papadopoulou et al 1995). Workers and objects move around and make opportunities to bump into each other.

In this case, hazards accumulate to a critical level when an accident occurs. Business environment is dangerous because it causes deaths and injuries if the workers are not protected and safety measures are not kept (Stone, 1996). Each of the parts might be reorganized, leaving members of the safety with the problem of not knowing whom to contact, especially if jobs are awkwardly defined. Thus, some inspectors felt that reorganizations could help them if individual managers became responsible for larger areas, as inspectors would then need to contact fewer managers to effect improvements across a greater area (Higson and Wilson, 1995).

A professional manager is expected to get things done with the help of employees in a predefined systematic manner. To accomplish this task, manager needs willing cooperation of the employees, which is possible only if employees are motivated to contribute in the growth of organization. In-depth understanding of motivation theories helps the managers to take best output from the employees with least management and supervision efforts reducing the overall production cost as well as making the whole process simple (Reese, 2003).

Motivated employees try their best to excel in their respective fields by applying and sharing their professional and personal skills, which strengthens the team spirit in an organization. Motivation theories are primarily based on human nature, so to understand, select and implement most suitable motivation theory one must understand human nature itself. Though human nature seems very simple, yet it is too complex to understand. Perfect understanding of human nature is a prerequisite for the managers to motivate employees and to prove managerial expertise (Soediono and Kleiner 2002).

For the success of any motivational policy, right way of introduction and implementation is very important. Before implementing any policy the answers of the questions like what to achieve, why to implement, how to measure the results, who would be more affected and is this the right time etc., should be clear to the mangers. For successful implementation of a motivation theory, mangers must make it sure that it is not going to transfer extra burden upon the employees.

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Even the best welfare policy creates some opposing reactions. Here management people are expected to show their talent in convincing the opposing people. The best way to reduce the opposition up to a minimum level is to involve the employees in planning and implementation of policies. Face-to-face communication is the best way to handle the reactions. Leaving the entire task to be handled by the middle ranked mangers may make the worse.

Inviting and involving junior grade employees never harms the status or repute of managers (Stone, 1996). The mangers must be able to craft new strategies to deal with the multilevel and multi-subjective effects that appear after the introduction of every new policy. From some departments managers may yield improved results while from some they may get poor results than before. Here it becomes a big task for the mangers to find out the reasons causing fall in output at the earliest (Reese, 2003).

Ethical Issues

The responsibilities of HR professionals are listed in the codes of ethics that are established by the company. Encoding of the ethical principles helps to determine the limits of unethical behaviour among the company’s workers. Still, the cases of unethical behaviour are used to indicate that professionals do not lose a chance to engage themselves in unethical practices. The present report identifies the major cases of unethical behaviour among the managers of information system. The case of Walton Jones Ltd shows that ostracism and isolation are unlawful and should be eliminated in any case.

The HR manager has no right to fire employee in accordance with contracting rules (Stone, 1996). Due to the OHS, dismissal should not happen in the workplace. For every person in organization, it is important to recognize that ethics is a core of business philosophy and interpersonal relations (Soediono and Kleiner 2002). Without ethics, the company will fail to meet communication norms and will be unable to establish positive human relations with partners and clients. Business ethics in the workplace is based on Christian moral principles and doctrines. According to OHS, the employee who have AIDS may have the insurance and not be dismissed if there is no risk to health conditions of other employees (Stone, 1996).

Conclusion

In order to meet ethical and legal principles, the organization should establish strict codes of ethics and stipulate the case of AIDS for all employees’ groups. Both the groups ranked job security at the top seeing the effects of the global recession on the job opportunities. Professional advancement, nature of work and company status like aspects were other prime concerns. The factors such as pay, allied benefits and working conditions were given low rating.

The HR manager should understand and follow OHS laws and statutory law in depth. The conclusions of the surveys like this vary from one organization to another because of the factors like location, employees’ grade, organization’s status, competition and scope of jobs etc. Policies carrying attractions, which cannot be offered for long term, should not be introduced. Withdrawal of a promotional or welfare scheme is as tough as the introduction and implementation of it. Because of the numerous HRM researches being conducted at various levels with different perspectives, we come across many motivational theories, concepts and experiences.

The motivation policy that takes care of maximum personal needs and professional expectations is the best. Such HRM trainings are designed incorporating various subjects that help the mangers to realize, understand and analyze the various motivation factors directly linked with employees’ expectations and prime requirements.

List of References

Cunningham, I., Hyman, J. 1995, Transforming the HRM vision into reality: The role of line managers and supervisors in implementing change. Employee Relations.17 (8), pp. 5-20.

Goetzel, Ron Z. Ronald J. Ozminkowski, Jennie Bowen, Maryam J. Tabrizi. 2008.

Employer integration of health promotion and health protection programs. International Jpurnal of workplace Health Management 1 (2), 109 – 122.

Friend, M. 2006. Fundamentals of Occupational Safety and Health. Government Institutes; 4 edition.

Farquhar, I., Sorkin, A., Summers, K. Weir, E. 2001. Estimating economic cost of HIV/AIDS-related diseases. Research in Human Capital and Development 14 (1), pp. 143 – 173.

Haupt, Theo C., Smallwood, J. 2003. HIV/AIDS IN CONSTRUCTION: ARE OLDER WORKERS AWARE? Journal of Engineering, Design and Technology. pp. 43 – 54.

Harris, P. G., Siplon, P. 2001. International Obligation and Human Health: Evolving Policy Responses to HIV/AIDS. Ethics & International Affairs, 15 (1), 43.

Higson, M. Wilson, J. P. 1995, Implementing personal development plans: a model for trainers, managers and supervisors. Industrial and Commercial Training 27 (6), pp. 25 – 29.

Lagone, C. A., & Rohs, F. R. 2003, Community Leadership Development: Process and Practice. Journal of the Community Development Society, 26 (4), 252-267.

Pao, Te-Hsin, Kleiner, Brian H. 2003. New developments concerning the occupational safety and health act. Managerial Law 43 (1/2), 138 – 146.

Papadopoulou, A.,Ineson, E. M., Wilkie, D.T. 1995, Convergence between sources of service job analysis data. International Journal of Contemporary Hospitality Management, 7 (2-3), pp. 12 – 47.

Reese, Ch. D. 2003. Occupational Health and Safety Management: A Practical Approach. CRC; 1 edition.

Soediono, M., Kleiner, B. H. 2002. Developments concerning the Occupational Safety and Health Act. Managerial Law 44 (1/2), pp. 37 – 44.

Stone, R. 1996. Managing Human Resources. 2nd ed. Wiley.

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