Question 4
Part A
Multiculturalism and diversity are critical aspects of organizations, which strive to maximize profits. Apart from federal laws, culture also influences the two practices. Given that organizational culture can impact diversity and multiculturalism, human resource managers should inspire a positive culture in their firms to facilitate a better working environment.
An organization’s culture can impact diversity and multiculturalism by fostering favorable workplace guidelines. For instance, if a firm has a custom of establishing and acting as per anti-discrimination policies, it can easily nurture diversity and multiculturalism. Therefore, by fostering policies that govern employee behavior, an organization’s culture can enhance diversity and multiculturalism.
HR managers can influence organizational culture to support diversity and multiculturalism. Notably, this can be achieved by offering mentoring programs to enlighten employees on invisible power and privileges that exist in the workplace. Training employees on invisible rights that people of a certain race or ethnicity enjoy at work can help them understand the unfairness and discrimination that exists, hence trigger them to rethink the prevailing practices. Through such efforts, HR managers can easily foster a new culture of diversity and multiculturalism.
Part B
To support diversity and multiculturalism, the HR manager can also establish organizational policies and practices and communicate them to senior leaders. Such policies may include anti-harassment and anti-discrimination guidelines to promote an environment where all individuals are respected at the workplace (“About Us,” n.d). The HR manager can also establish a set pay schedule to prevent gender-based compensation (“Employment, Education,” n.d; Bishu & Alkadry, 2016). Furthermore, the HR manager can introduce unbiased mediums for job adverts to ensure that the practice is fair. For approval, the policies can be communicated to senior leaders through formal channels, such as emails, memos, or presented orally during meetings. Instituting the proposed plans and practices can support diversity and multiculturalism.
Diversity and multiculturalism are practically enforceable. In my organization, the policy stated: “employment and promotion depend on accomplishments.” The policy promoted diversity in the sense that recruitment and promotion initiatives were unbiased. Besides, the organizational culture influenced diversity and multiculturalism. All employees were involved in decision-making processes. Such a culture influenced diversity and multiculturalism because the employees’ views were integrated into the venture.
Hence, organizational culture can influence diversity and multiculturalism. The practice can nurture the two concepts through favorable customs that govern workplace relationships. Training employees can support diversity and multiculturalism.
References
“About us” (N.d). Zappos.com. Retrieved from https://www.zappos.com/about/
“Employment, education & economic change” (N.d). Institute for Women’s Policy Research. Retrieved from https://iwpr.org/issue/employment-education-economic-change/pay-equity-discrimination/#publications.
Bishu, S., & Alkadry, M. (2016). A systematic review of the gender-pay gap and factors that predict it. Administration & Society, 49(1), 65-104.
Question 7
Part A
Organizations use the selection process to determine individuals that fit job openings. Firms may choose either a streamlined or a lengthy, sophisticated approach for the procedure. While some employers perceive the latter approach as more effective, it may be disadvantageous to entities and job seekers due to the associated high costs and inefficiency.
Unlike a streamlined process, a lengthy approach is strategic because of its effectiveness in candidate selection. Notably, scholars argue that an extensive selection procedure positively correlates with firm profits (Ekwoaba, Ikeije & Ufoma, 2015). A streamlined system may miss the traits and skills required for better performance of the job. However, a lengthy process facilitates more in-depth tests to evaluate the best candidate, making it more effective compared to a simple, streamlined approach.
Nevertheless, inefficiency and high costs associated with lengthy procedures may be disadvantageous to job seekers and the organization. Firms incur huge expenses during personnel hiring and selection processes (Li, 2015; Leroy, n.d). Thus, lengthy approaches can be costly compared to streamlined processes. The strategy also may be inefficient to job seekers because more time is spent awaiting feedback from recruiters. As a job seeker, I would prefer the streamlined process because of prompt feedback. The high costs and waiting time of lengthy selection procedures make it disadvantageous to firms and job seekers.
Part B
Lengthy and complicated selection processes are practically applicable. An organization in which I received a job placement utilized a lengthy process. A statistical model was applied, whereby test scores were used for each candidate. From a candidate’s perspective, I would describe the process as cumbersome because several steps were involved in the approach. However, I believe that the process was effective since recruiters were able to identify a candidate with outstanding skills required to do the job competently.
Although a lengthy process of job selection has pros and cons, the method is useful in selecting suitable candidates. However, it is also inefficient and costly for organizations and job seekers.
References
Ekwoaba, J., Ikeije, U., & Ufoma, N. (2015). The impact of recruitment and selection criteria on organizational performance. Global Journal of Human Resource Management, 3(2), 22-33.
Leroy, H. (N.d). Pre-employment testing. IHD Corporation. Retrieved from https://www.ihdcorp.com/assets/ihdcorp_pre-employmenttesting.pdf
Li, T. (2015). Nestle employee recruitment research. International Journal of Business and Social Science, 6(4), 97-113.
Question 10
Part A
Organizations choose to retain their employees for many reasons. Among them include the substantial financial losses attributed to a high employee turnover rate. Given the adversities associated with a high employee turnover rate, firms should promote motivation and engagement to foster job satisfaction and retain their staff.
Motivation and engagement are highly associated with staff retention. Allowing employees to be engaged through sharing decision-making power with leaders makes the staff feel appreciated and part of the venture, thus increasing their chances of remaining and working with the organization for many years (Khalid & Nawab, 2018; Simha & Vardhan, 2015). Similarly, extrinsic motivation, either in the form of a job promotion or salary increase, stimulates the staff’s efforts and increases their chances of remaining in the organization (Shah & Asad, 2018). Therefore, motivation and engagement can enhance the retention rate.
While job satisfaction and engagement relate to employee retention, the two concepts are different. Job satisfaction characterizes employees’ contentedness with the overall nature of their work. Organizational factors such as an unbiased compensation system can contribute to job satisfaction. Arguably, receiving compensation that matches one’s job may make employees feel satisfied with their work. On the other hand, employee engagement is the extent to which the staff is involved in the everyday decision of the venture. Organizational factors such as transparency can contribute to employee engagement. In particular, transparency boosts trust among employees because their concerns and ideas are addressed while the feedback is provided; hence, stimulating their willingness to be engaged in the firm’s activities. Based on the identified factors and definitions, it is evident that employees’ satisfaction and engagement are different concepts.
Part B
Various factors can influence job satisfaction and dissatisfaction. In one of the firms where I served for a long tenure, I experienced job satisfaction due to organizational factors. The company’s employment policies encouraged multiculturalism and diversity, promoting a conducive working environment that made me feel contented. The policies also made the working environment safe for everyone, thus influencing my stay. Contrarily, I also served in another firm for a short tenure and resigned due to job dissatisfaction. The ineffective pay system and unsupportive management were among the main factors that created job dissatisfaction. However, if the HR manager had reviewed the pay system and fostered a culture of motivation, I would have remained in the organization. In my opinion, both the pay system and unsupportive management were within the organization’s control.
Motivation and engagement can enhance employee retention. Factors such as unbiased compensation systems and transparency encourage employee engagement and job satisfaction. Firms should focus on factors that are within their control to promote job satisfaction and employee retention.
References
Khalid, K., & Nawab, S. (2018). Employee participation and employee retention in view of compensation. SAGE Open, 8(4), 1-17.
Shah, M., & Asad, M. (2018). Effect of motivation on employee retention: Mediating role of perceived organizational support. European Online Journal of Natural and Social Sciences, 7(2), 511-520.
Simha, S., & Vardhan, V. (2015). Enhancing “performance and retention” through employee engagement. International Journal of Scientific and Research Publications, 5(8), 1-6.
Question 12
Part A
Evaluating employee retention enlightens the HR manager about the nature of the organizational workforce. The process also enables the management to make informed decisions about employment and selection programs. Given the criticality of the process, as a human resource manager, I would use HRIS and appropriate employee-oriented metrics, such as staff happiness and the voluntary and involuntary turnover rate, to obtain and evaluate employee retention.
As a human resource manager, I would consider employee-oriented metrics when evaluating employee retention. Parameters such as staff happiness would enhance my understanding of the employees’ sense of feeling concerning working in the venture and its relation to workers’ retention rate (Hamill, 2019). Similarly, the voluntary and involuntary turnover rate would determine internal and external factors that influence the chances of employees to remain or leave the organization (Chowdhury & Nazmul, 2017). For instance, age and involuntary dismissal may be evaluated in such a metric. Using the employee-oriented metrics, I would appraise employee retention in the organization.
To obtain the employee-oriented metrics, I would use the HRIS. Notably, the HRIS would be useful in gathering pertinent information regarding the number of employees that have resigned voluntary and involuntary (Quaosar, 2018). Considering that the data in HRIS is stored electronically, it would be easy to use the system to obtain and manipulate the employee-oriented metrics.
Part B
The total rewards strategy is strongly correlated with staff retention and can be evaluated through a comparison of data and facts obtained before and after implementing a plan. Notably, the approach integrates compensation, employment benefits, and growth and development opportunities within the work environment for employees that attain specific goals. Arguably, introducing such a strategy that not only meets the staff’s need for growth but also motivates them extrinsically after their achievements can stimulate their willingness to remain in the organization. As a human resource manager, I would evaluate the total rewards program by comparing the pre and post data and facts to establish whether the implementation of the strategy facilitated employee retention.
Overall, employee-oriented metrics can be used to evaluate staff retention. The HRIS can be utilized to obtain the employee-oriented parameters required for evaluation. To facilitate staff retention, the HR manager can use the total rewards strategy. Thus, to evaluate its efficiency, pre and post data from the program should be assessed.
References
Chowdhury, M., & Nazmul, H. (2017). Factors affecting employee turnover and sound retention strategies in business organization: a conceptual view. Problems and Perspectives in Management, 15(1), 63-71.
Quaosar, A. (2018). Adoption of human resource information systems in developing countries: An empirical study. International Business Research, 11(4), 133-141.
Hamill, L. (2019, November 19). Five ways to measure the impact of a great employee experience. Forbes. Retrieved from https://www.forbes.com/sites/forbeshumanresourcescouncil/2019/11/19/five-ways-to-measure-the-impact-of-a-great-employee-experience/#326a1b8720ce
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