HRM ROLES AND DIVERSE WORKFORCE 4
Wk1 DB: Rolesof the Human Resource Management
Theimportance and significance of the human resource management arevalued based on the roles that the function plays in an organization.One of the roles is planning for the human resource needs of theorganization, as it grows. According to Collings and Wood (2009), isaccomplished by monitoring the needs of the organization and planningthe human resource function to serve a firm. Secondly, the humanresource management plays the role of hiring new employees andmanaging their relationship with the organization. The third role istermination of the human resources by evaluating their performancesas per the respective job descriptions. This is, however, done inaccordance with the respective labor laws.
Thefourth role is to build employee capacity through training. Accordingto Williams and Kinicki (2006), the human resource managementevaluates the job descriptions and the changing demands of theorganization so as to determine the appropriate training for each andevery employee (Collings & Wood, 2009). The fifth role is toorganize the employees so that each can match his or her specialtyand skills of expertise.
Thehuman resource management is also responsible for the organization ofthe functions of the organization to match different departments(Williams & Kinicki, 2006). However, this function is donethrough the consultation with other management functions such asproduction, IT and communication. The seventh role is to compensateemployees and manage the compensation procedures. In executing thesefunctions, the human resource management considers various benefitsof the employees and the value they give the company.
Afterdiscussion with the group of students, we determined that humanresource planning, hiring and training of employees are the threemost important roles of the human resource management function. Thisis because these are the most recurrent functions that determine theability of the employees to add value to the organization.
Wk1 DB-1: DiverseWorkforce in Organizations
Organizationsare increasingly recruiting a diverse workforce in a bid to promoteinclusivity of different human diversities. One of the main reasonsis the globalization of business operations in different countriesthrough operational expansion (Cascio, 2006). This is because thedevelopment of these new ventures requires employees with differentabilities and language skills (Cascio, 2006). The other major reasonis to promote ethnic and racial balance in organizations that havedifferent abilities. Another major reason is the response to thepressure from civil societies and government agencies that seek topromote inclusivity of the minority groups such as women, AfricanAmericans and Latinos (Werner, 2012).
Toinclude women, African Americans and Latinos, a number of differentways that seek to appeal to these diverse groups could be used. Oneof the ways the recruiting exercise would be different is through theuse of interviewing questions that relate to the social lives of theminority groups (Werner, 2012). In addition, the qualification of thecandidates from these minority groups could be lowered to allow themto qualify for some positions.
Inaddition to different ways of recruiting, training would also be donedifferently to the minority group of women, African Americans andLatinos. One of the ways is using different language for those whocannot understand the Standard English communication. Anotherdifference would be the use of trainers that are of these minoritygroups, or identify with them. An organization would use women totrain women, African American trainers to train African Americans andLatino trainers for Latinos. This would reduce the possibility offailure of the training program arising from the social diversities.Through such training, organizations would benefit from the social,functional and strategic benefits of a diverse workforce.
CollingsD. & G. Wood. (2009). Humanresource management: A critical approach.London: Routledge
Cascio,W.(2006). “Managing Human Resources:Productivity, Quality Of Work Life, And
Profits”,(7th ed.). New York: Irwin/McGraw-Hill.
Werner,S. (2012). Human Resource Management.Stamford,: Cengage Learning
Williams,B., & Kinicki, A. (2006). Management:A practical introduction. (2nd ed.).New