Introduction
The role of the HR manager is evolving with a changing competitive market environment and the realization that human resource management must play a more strategic role in the success of the organization. Organizations that do not focus on attracting and retaining talent can be in terrible consequences, because their competitors can replay them in the strategic employment of their human resources.
With increasing competition at the local or global level, organizations must become more adaptable, flexible, flexible and customer-oriented in order to succeed. As part of this change in the environment, an HR professional must evolve to become a strategic partner, sponsor or lawyer of an employee, as well as a mentor of changes in the organization. To succeed, HR must be a business-driven function with a deep understanding of the organization’s overall picture and be able to influence key decisions and policies. In general, the focus of the HR-manager today is the strategic retention of staff and the development of talent. Human resources specialists will be trainers, consultants, mentors, and academic planners to help motivate members of the organization and their loyalty. The Human Resources Manager will also encourage and strive for values, ethics, beliefs, and spirituality in their organizations, especially in managing diversity in the workplace.
In this document, we will talk about how the HR manager can deal with diversity issues in the workplace, how to motivate employees through profit sharing and the executive information system through proper planning, organization, leadership and control over their human resources.
Variety of jobs
According to Thomas (1992), the size of workplace diversity includes, but is not limited to: age, ethnicity, pedigree, gender, physical abilities / qualities, racial, sexual orientation, education, geographical location, income, marital status, military experience, religious belief, parental status and work experience.
Problems of workplace diversity
The future success of any relationship of organizations with the ability to manage a diverse talent that can bring innovative ideas, perspectives and views on their work. The challenge and challenges faced by a variety of jobs can be turned into a strategic organizational asset if an organization can benefit from this melting bank with various talents. Through a combination of talents of different cultural backgrounds, gender, age, and lifestyle, an organization can respond quickly and creatively to business opportunities, especially in the global arena (Cox, 1993), which should be one of the important organizational goals to be achieved. More importantly, if the organizational environment does not support diversity in a broad sense, everyone risks losing talent for competitors.
This is especially true for multinational companies (MNCs), which carry out operations on a global scale and use people from different countries and ethnic and cultural traditions. Thus, the personnel manager should be aware of himself and can use the “smart global”, “Local Local” approach in most cases. The problem of job diversity is also widespread among small and medium enterprises in Singapore (SMEs). With a population of just four million and a nation, the country is committed to a high-tech and knowledge-based economy; Foreign talents are attracted to share experiences in these areas. Thus, many local HR managers need to be trained in culture-based human resource management to increase their ability to motivate a group of professionals who are highly skilled but culturally diverse. In addition, a personnel specialist must convince local professionals that these foreign talents do not pose a threat to their promotion (Toh, 1993). In many ways, the effectiveness of managing diversity in the workplace depends on the skillful balancing action of the personnel manager.
One of the main reasons for the ineffective management of diversity in the workplace is a predisposition for pigment wells, placing them in another bunker based on their diversity (Thomas, 1992). In the real world, diversity is not easy to classify, and those organizations that respond to human complexity using the talents of a wide workforce will be most effective in developing their business and their customer base.
Managing a variety of jobs
To effectively manage workplace diversity, Cox (1993) suggests that the personnel manager should change from an ethnocentric perspective (“our path is the best way”) to a cultural relative perspective (“Let & different ways”). This philosophy shift must be rooted in the administrative structure of the Human Resources Manager in his / her planning, organization, management and control of organizational resources.
As suggested by Thomas (1992) and Cox (1993), there are several best practices that a HR manager can adopt to ensure effective management of the diversity of workplaces to achieve organizational goals. They are:
Mentoring Program Planning -
One of the best ways to solve diversity problems in the workplace is to initiate the Mentoring Diversity Program. This may entail involving various departmental managers in a mentoring program to train and provide feedback to staff members who are different from them. For the successful implementation of the program, it is advisable to conduct practical training for these managers or to seek assistance from consultants and experts in this field. As a rule, such a program will encourage members to express their opinions and learn how to resolve conflicts due to their diversity. More importantly, the goal of the Multi-Level Mentoring Program is to encourage members to go beyond their own cultural system in order to recognize and fully exploit the potential of productivity inherent in a diverse population.
Organization of talents
Many companies now understand the benefits of a diverse workplace. As more and more companies become global in their market extensions either physically or substantially (for example, e-commerce companies), it is necessary to use different talents to understand different market niches. For example, when China opened its markets and exported its products around the world in the late 1980s, Chinese companies (such as China’s electronic giants such as Haier) were looking for marketing expertise from Singaporeans. This is due to the fact that Singapore’s talents in marketing were well aware of China’s local markets (almost 75% of Singaporeans are of Chinese origin), and they also have open economic policies and English language abilities in the West because of Singapore. (Toh, R, 1993)
Given this trend, the personnel manager should be able to organize a pool of diverse talents strategically for the organization. He / she must consider how a diverse workforce can enable a company to reach new markets and other organizational goals in order to tap the full potential of diversity in the workplace.
An organization that sees the existence of diverse work as an organizational asset, rather than a responsibility, will indirectly help the organization to positively treat some of the less positive aspects of labor force diversity.
Lead Talk-
The personnel manager should promote a variety of work, making diversity evident at all organizational levels. Otherwise, some employees will quickly come to the conclusion that the company has no future for them. As a personnel manager, it is appropriate to show respect for diversity issues and to promote clear and positive responses to them. He / she must also demonstrate a high level of commitment and be able to tackle workplace diversity in an ethical and responsible manner.
Results of control and measurement -
The Human Resources Manager should conduct regular organizational evaluations on issues such as pay, benefits, work environment, management, and advertising opportunities to evaluate progress in the long run. Appropriate measurement tools should also be developed to assess the impact of diversity initiatives in an organization through nationwide feedback surveys and other methods. Without proper monitoring and evaluation, some of these initiatives in the field of diversity may simply run out of steam, without solving any real problems that may arise from diversity in the workplace.
Motivational approaches
Motivation in the workplace can be defined as an influence that forces us to do something to achieve organizational goals: this is the result of meeting our individual needs (or satisfaction) so that we are motivated to effectively accomplish organizational tasks. Since these needs vary from person to person, an organization must be able to use various motivational tools to encourage its employees to make the necessary efforts and increase productivity for the company.
Why do we need motivated employees? The answer is survival (Smith, 1994). In our changing workplace and competitive market environment, motivated employees and their input are the necessary currency for the survival and success of an organization. Motivational factors in the organizational context include the work environment, job characteristics, appropriate organizational remuneration system, etc.
The development of an appropriate organizational reward system is probably one of the most powerful motivational factors. This can affect both job satisfaction and employee motivation. The reward system affects job satisfaction, making the employee more comfortable and contented as a result of the rewards received. The reward system affects motivation primarily due to the perceived value of rewards and their unforeseen circumstances (Hickins, 1998).
To be effective, the system of organizational rewards should be based on a reasonable understanding of the motivation of people at work. In this article I will deal with one of the most popular methods of remuneration, benefit sharing.
Strengthening the exchange:
Benefit-sharing programs usually refer to incentive plans that include employees in the overall effort to improve the performance of an organization and are based on the concept that the resulting additional economic benefits are shared between employees and the company.
In most cases, workers voluntarily participate in management to take responsibility for major reforms. This type of payment is based on factors directly related to employee control (i.e., productivity or cost). Gains are measured, and distribution is often made through a given formula. Since this salary is realized only when success is achieved, profit distribution plans do not adversely affect the value of the company (Paulsen, 1991).
Sharing management
In order for the benefit-sharing program to meet the minimum requirements for success, Paulsen (1991) and Boyette (1988) proposed several points for effectively managing a profit-sharing program. They are as follows:
- The personnel manager must ensure that the people who will participate in the plan have a significant impact on performance, as measured by the profit distribution formula, by changing their daily behavior. The main idea of sharing benefits is to encourage members to increase productivity through their behavioral changes and working relationships. If the increase in productivity measurement was due to external factors, this would lead to victory in the goal of using the profit sharing program.
- An effective manager must ensure that profit sharing objectives are complex, but legitimate and achievable. In addition, the goals should be specific and complex, but reasonable and justifiable, given the historical performance, business strategy and competitive environment. If the participants in the exchange of experience perceive the goal as impossibility and are not motivated at all, the whole program will be a disaster.
- The manager must provide useful feedback as a guide to participants in the distribution of profits, on how they need to change their behavior in order to realize benefits on the distribution of profits. Feedback should be frequent, objective and clearly based on members. performance in relation to the goal of profit sharing.
- The manager should have an effective mechanism to enable participants to share benefits to initiate changes in working procedures and methods and / or to request new or additional resources, such as new technologies to increase productivity and achieve profit. Although the manager should have tight control over the company's resources, reasonable and reasonable requests for additional resources and / or changes in work methods from the benefit-sharing participants should be considered.
Executive Information Systems
An executive information system (EIS) is the most common term used for unified collections of computer hardware and software that track the basic data of business daily work and present it to managers as an aid to their planning and decision making (Choo, 1991). With EIS, a company can track inventories, sales, and receivables, and compare today's data with historical patterns. In addition, the EIS will help identify significant deviations from “normal” trends almost immediately after its development, giving the company maximum time to make decisions and make the necessary changes to get your business back on the right path. This would allow the EIS to become a useful tool in the strategic planning of the organization, as well as in day-to-day management (Laudon, K and Laudon, J, 2003).
EIS Management
Since information is the basis for decision-making in an organization, there is a great need for effective management control. A good monitoring system will ensure the timely transmission of the right information and will send the right people to take urgent action.
When managing the Executive Information System, the personnel manager must first find out what information decision makers would like to have in the field of human resource management, and then include it in the EIS. This is due to the fact that if people simply use an EIS that does not have critical information, this does not add value to the organization. In addition, the manager must ensure that the use of information technology must be aligned with strategic business objectives (Laudon, K and Laudon, J, 2003).
Conclusion
The role of the HR manager should be parallel to the needs of a changing organization. Successful organizations are becoming more adaptable, flexible, rapidly changing directions and customer-oriented. In this environment, an HR professional must learn to effectively manage through planning, organizing, directing and controlling human resources and be aware of new trends in employee training and development.
