Dukes Human Resource Policies

HUMAN RESOURCE RULES AND REGULATIONS 4

DukesHuman Resource Policies

DukesHuman Resource Policies

Anorganization’s policy manual offers comprehensive information aboutthe organization`s human resources policies, procedures and forms. Itprovides the supervisors and staff with access to uniform informationin order to ascertain equitable and consistent application of theregulations. The rules are applicable to those categorized as regularstaff irrespective of whether they are paid a monthly or an hourlywage unless otherwise stipulated (Ivancevich 2004).

Thefirst rule deals with recruitment, hiring and transferring. The rulesstipulate that when planning for staff recruitment, the hiringsupervisor should update the job description, ensure that theposition has an affirmative recruitment goal before commencing thehiring process. The process should give priority to internalcandidates especially those who are on layoff, redeployment or areturn to work status. The justification for the rule is that Dukesrecruitment policies are designed to provide a fair and equitableselection process in order to ensure that there is a resultant matchfor the position and the staff. Attention is paid towards thecandidates’ skills, knowledge and experience with the positions jobrequirement. The effort is directed towards the organization`s pastemployees who are considered to have a substantial grasp of theorganization culture of work. As a result, they are given priority inthe hiring process (Ivancevich 2004).

Secondis the regulations that govern workplace expectations and guidelines.The rules stipulate that the hiring personnel should conduct regulardiscussions on job performance, behaviors and expectations of thestaff. In the case of a new staff, the hiring personnel should ensurethat the candidate fully understands the workplace expectations andany job specific requirements. The discussions are expected toinclude an annual review of the staff individual contributions, thestaff’s goals, and their future development opportunities. Theapproval for the regulation is that many factors need to beconsidered in order to create successful job perfomance amongstemployees. The employees should be provided with clear andwell-understood requirements for the employee’s commitment to theworkplace expectations. The commitment to their work enables them tocontribute successfully to the well-being of the organization(Ivancevich 2004).

Thirdinvolves the rules of staff development. The Duke Universityregulations stipulate that employees should be offered programs andresources that assist them to continue with their education. Thejustification is that, educational development improves theemployees’ performance by enhancing their work-related skills andfurther makes them more loyal to the organization (Ivancevich 2004).

Thefourth is the rule of benefits. Duke’s employees are entitled toseveral benefits such as health insurance, paid time off andretirement. There are also family and friends benefits that areunique to Duke. The organization reserves the right to change, amendor terminate the benefits based on the eligibility at any time. Thejustification is that the employees have something extra in additionto their pay. Benefits such as insurance eliminate worry andcontribute to the efficient performance of the employee. The employeegets the notion that the organization cares for them and more oftenthan not, they feel more obliged to give back in terms of performance(Ivancevich 2004).

Fifthis the rule of Pay Administration. The policy stipulates that Dukespay administration should be administered regardless of race,ethnicity, religion, national origin, veteran status, preference orgender. The rationality of the rule is to enhance equitable andcompetitive pay to employees based on the duties andresponsibilities, performance contributions, comparability ofbackgrounds and the available resources (Ivancevich 2004).

References

Ivancevich,J. (2004).&nbspHumanresource management&nbsp(9thed.). New York, NY: McGraw-Hill/Irwin.