Employees Management: The Part Of Successful Business Essay Example

Firing People for Legitimate Reasons

Managing the employees of the company is always one of the most difficult parts of running a successful business. Working together on a shared vision of success, workers, managers, and leaders all fulfill their own unique roles. In their level of influence, employees are placed below the leaders of any given organization, and the question of legally quantifying the relationship between the employee and employer comes up. In order to ensure its legal security while maximizing profitability derived from workers, it is necessary to find a form of cooperation that will be beneficial to both sides of the process. The Unleashing the Power of Human Capital: Mastering the Legal Aspects of Business document correctly states that most businesses try to establish an at-will relationship with their employee, where either party could stop the relationship at any moment for any reason (Bagley, 2008). However, the continued use of at-will contracts favors businesses much more heavily than individuals working for them, creating a power imbalance and a cause of potential future issues.

Successful businesses are able to balance their profits with the consideration for their workers, providing them with benefits and other forms of protection while employed. Giving employees a degree of power and security in their position makes them more likely to work hard for the success of the company and increases employee retention. When considering the benefits of at-will contracts compared to this solution, the most apparent upside is that businesses are able to save money and quickly cycle through new workers without standing responsible for potentially profiting off of their wellbeing. Aside from being immoral, this approach can open a business up to legal scrutiny and introduce a wide variety of human resource issues moving forward. To protect the company in the case of a dispute and promote the happiness and wellbeing of every worker, firings should only be initiated for a legitimate reason, such as poor work performance, absence, or undue conduct. This approach to terminating an employment relationship can ensure that organizations retain a stable workforce and a good reputation.

Fostering a Cooperative and Supportive Relationship

Creating the right workplace climate for an organization is a necessary and important task. In a business, many people have to interact continuously, work alongside each other, meet goals, and complete projects. As a result, there is a need to ensure that people are treated with the kindness, respect, and dignity they deserve. According to the document, a serious problem for many leaders and managers is considering their employees from an adversarial perspective (Bagley, 2008). In this view, workers are inherently seen as opposed to the goals of a company, requiring restrictive action and policies designed to make them more powerless against a business.

This is especially true in cases of contract termination, where companies often dread legal action initiated by their former colleagues. The issue, however, stems not from the overly-litigious nature of workers but from their wrongful treatment. The assertion that employees should necessarily be treated harshly or considered an adversary of a business is incorrect. It contributes to abuse, discrimination, and misuse of power. In order to lead a truly successful and sustainable company, it is necessary to embrace employees as a part of a business, respect their autonomy, understand their wishes, and empower them (Mazzei et al., 2019). Workers that feel content in their position are more likely to stay in their workplace and contribute to creating more value for their leader. Furthermore, a content workforce creates a happy workplace environment and a healthy office culture. The combination of these three factors can aid leaders and managers in fostering beneficial, long-term relations within the organization. In addition, it can be seen as a morally and ethically correct course of action.

Perform Tactful, Timely, and Helpful Performance Evaluations

One of the primary reasons for terminating employment contracts or firing a former employee is their inability to meet the needs of the organization adequately or their lack of good work performance. This can manifest in not meeting quotas, submitting subpar work, or contributing to toxic workplace culture. However, firing “bad” employees is far from the only possible solution in such cases. In particular, the guidance of other members of the company and performance evaluations can make a difference between a failing employee and a successful one. As stated in the resource, any evaluation and feedback should be timely, supportive, and tactful (Bagley, 2008). It is improper to scold or punish a worker for their bad performance. Instead, steps should be taken to identify the problems a particular employee faces and help them navigate them more successfully. A focus on open discussion, understanding, and problem-solving puts human dignity first in an effort to gain the trust of employees. In addition, it is also an ethically sound choice, as it is capable of promoting the happiness and wellbeing of the majority of people in the organization. In this way, employers can preserve the power and autonomy of their workers, retain a stable workforce, and improve performance.

References

Bagley, C. E. (2008). Unleashing the Power of Human Capital: Mastering the Legal Aspects of Business. Harvard Business Publishing Education. Web.

Mazzei, A., Kim, J., Togna, G., Lee, Y., & Lovari, A. (2019). Employees as advocates or adversaries during a corporate crisis. The role of perceived authenticity and employee empowerment. Sinergie Italian Journal of Management, 37(2), 195-212.

Hurricane Maria And Community Response To Hazard

Hurricane Maria, which took place in the United States, Puerto Rico, and Dominica on September 20, 2017, is believed to be one of the most devastating natural disasters of the 21st century, taking the lives of 64 people, according to the official death poll. It was a tropical cyclone hurricane that compounded the consequences of another Hurricane Irma, which took place 2 weeks earlier. Hurricane Irma, which preceded Hurricane Maria led to damage to the roads, transportation system, electricity, and access to water, food, and medical supplies. The Hurricane Maria is included in the Category 5 Hurricanes according to the Saffir-Simpson hurricane wind scale, which is the highest category on the scale. The overall estimated damage from this tropical cyclone was $90 billion and is believed to be one of the most expensive damages done to the United States in the 21st century (“Tropical cyclones”, 2021). Despite the fact that the official number of deaths is 64, according to the Harvard Chan School paper, the actual number of deaths from Hurricane Maria is 70 times higher than the official estimate (Kishore et al., 2018).

A tropical cyclone is a phenomenon of nature that has disruptive consequences and poses a threat to people’s lives and property even in its initial stage of development. They are usually combined with other natural disasters as well, such as flooding, extreme winds and storms. A tropical cyclone represents a rotating storm that starts to develop in the tropical oceans. It has a low-pressure center, called an ‘eye’ that has no clouds and calm weather and is surrounded by the clouds spiraling around this ‘eye’. The diameter of a cyclone can range from 200 to 500 km, reaching its maximum observed diameter of 1000 km (“Tropical cyclones”, 2021). The tropical cyclone’s winds rotate counterclockwise or clockwise in the Northern and Southern Hemispheres, respectively. Tropical cyclones that take place in areas of the Caribbean Sea, the Gulf of Mexico, the North Atlantic Ocean and the eastern and central North Pacific Oceans are called “hurricanes”. The winds from tropical cyclones can reach the speed of 300km/h and sweep everything away on their way (“Tropical cyclones”, 2021). Hurricanes bring massive destruction to the community affected by them, damaging transportation systems, electricity, and telecommunication, interrupting water and food supplies, and, more significantly, leading to the population loss.

Hurricane Maria primarily originated from the African easterly tropical wave on September 10, and within the next 30 hours, underwent a dramatic intensification, jumping from a category 1 to category 5 hurricane (“Tropical cyclones”, 2021). Starting on the African coast, it was able to reach the Lesser Antilles on September 18, causing landfall on Dominica. While the hurricane itself was a hazard-driven disaster that was not influenced by human force, the rainfall that preceded the hurricane was worsened by the climate change caused by people (Keellings & Hernandez Ayala, 2019). This massive rainfall led to catastrophic flooding and landslides in Puerto Rico. According to the research by David Keellings (2019), the anthropogenic climate change is to blame for the extreme amount of precipitation and rainfall.

This natural disaster was a reason for the desperate humanitarian crisis in Puerto Rico. The most affected part of the population after Hurricane Maria was the poorest residents, as well as people living in the rural areas and mountains. As they did not have enough provisions and supplies and were located further from the residential areas, they found it more challenging to recover and rebuild facilities (Kishore et al., 2018). Moreover, the elderly and socially vulnerable people who mainly depended on the welfare system suffered the most from the aftermath of the disaster. The research says that children and youth were mainly affected psychologically, and it took some time for them to fully recover from the fear that they experienced (Orengo-Aguayo et al., 2019). In addition, because of the closure of public schools and educational institutions, the schoolchildren, as well as college and university students, suffered from the absence of access to education for at least 5 weeks (Knight, 2017). This fact vastly affected the level of education in Puerto Rico.

Furthermore, due to the unpreparedness of the government and local authorities, the remoteness of the area, and geographical factors such as the presence of mountains as well as lack of governmental support, the population of Puerto Rico was even more vulnerable to the damage caused by Hurricane Maria. Federal resources were not enough to combat the aftermath of the massive destruction, and no aid from other states was provided because of the distance and the lack of a mutual response (“Puerto Rico a year after Hurricane Maria,” 2021). In addition, as the local municipalities did not expect the magnitude of the hurricane to be on such a scale, they did not possess enough resources and supplies to provide their residents with basic necessities and medical care.

Unfortunately, the government’s response to the hazard’s consequences was not sufficient and prompt. According to the research done by Jose Rivera (2020), local authorities and other agencies did not conduct all the necessary DRR (Disaster Risk Reduction) procedures during all stages of the hazard development, before, during, or after the disaster. Moreover, the situation worsened due to the magnitude of the catastrophe and the initial financial struggle that Puerto Rico faced. From the reports by FEMA and AEMEAD, the level of preparedness to the Hurricane Maria was also inadequate (Rivera, 2020). The emergency management process during Hurricane Maria was not sufficiently funded as a number of other hazards also took place in the United States. The emergency management process was assessed based on the four stages mitigation, preparedness, response and recovery. In terms of preparedness, the local authorities did not follow the Catastrophic Plan and overestimated their level of preparedness and security (Rivera, 2020). As they easily tolerated Hurricane Irma, which was expected to have much worse consequences than it actually did, the Puerto Rican officials just mobilized a part of the Puerto Rican population. The sense of urgency as well did not properly address the severity of the hurricane as well.

In the case of the mitigation process, the Puerto Rican government again failed to follow its Mitigation Plan properly. The collapse of the infrastructure in Puerto Rico demonstrates that the local authorities did not prioritize the mitigation plan procedures and overlooked an essential part of this plan. Particularly, the insufficient maintenance of the power grid in Puerto Rico led to its failure during the hurricane (Rivera, 2020). In addition, all of the stages were not sufficiently funded by the FEMA and the financial damage done by the hazard in Puerto Rico was underestimated.

In order to prevent such tremendous consequences from hurricanes and other tropical cyclones, the local government should follow its Catastrophic and Mitigation plans fully. In other words, there should be a sufficient level of preparedness in the face of approaching disaster, such as infrastructure maintenance, the sense of emergency and mobilization of the whole population. The local authorities should determine the potential risks posed by the hurricane and prepare enough supplies for the case of an emergency (Schultz et al., 2018). In addition, there should be implemented adequate mitigation measures such as the application of building standards for hurricane winds, planting of windbreaks, and building facilities farther from the places where potential floods and storm surges may happen (Schultz et al., 2018). All of these steps require the government to gather a large number of records from previous years as well as allocate huge resources like time and money. However, spending some time and funds on the appropriate emergency management process and other DRR procedures will result in fewer levels of population loss and financial damage.

References

Keellings, D., & Hernandez Ayala, J. J. (2019). Extreme rainfall associated with Hurricane Maria over Puerto Rico and its connections to climate variability and change. Geophysical Research Letters, 46, 2964-2973.

Kishore, N., Marques, D., Mahmud, A., Kiang, M. V., Rodriguez, I., Fuller, A., Ebner, P., Sorensen, C., Racy, F., Lemery, J., Maas, L., Leaning, J., Irizarry, R. A., Balsari, S., & Buckee, C. O. (2018). Mortality in Puerto Rico after Hurricane Maria. New England Journal of Medicine, 379(2), 162-170. Web.

Knight, P. (2017). Hurricane Maria aftermath: Children’s education on hold in Dominica. UNICEF.

Orengo-Aguayo, R., Stewart, R. W., De Arellano, M. A., Suarez-Kindy, J. L., & Young, J. (2019). Disaster exposure and mental health among Puerto Rican youths after Hurricane Maria. JAMA Network Open, 2(4), e192619.

Puerto Rico a year after Hurricane Maria. (2021). Amnesty International.

Rivera, J. (2020). A content analysis on the phases of emergency management for Hurricane Maria in Puerto Rico. The Pegasus Review: UCF Undergraduate Research Journal (URJ), 11(1), 1-7.

Shultz, J. M., Shepherd, J. M., Kelman, I., Rechkemmer, A., & Galea, S. (2018). Mitigating tropical cyclone risks and health consequences: Urgencies and innovations. The Lancet Planetary Health, 2(3), e103-e104.

Tropical cyclones. (2021). World Meteorological Organization.

Conference: Human Resources Department

Attrition: The Two-Factor Motivation Theory

The success of a business organization depends on the HR department’s ability to establish and maintain high levels of satisfaction among the employees. If the employees’ satisfaction level declines, the business might face attrition, which affects the operations and profitability of the organization. Therefore, the Human Resource department in any business organization or company is tasked with ensuring high levels of employee satisfaction to minimize chances of attrition. The HR department identifies the cause of deterioration and develops effective strategies to address it. The scenario describes a company that has experienced a high level of attrition, 40%, but cannot tell what led to it. The company has six departments and 600 employees, meaning each department has approximately 100 employees. The two-factor theory of hygiene and motivators would be essential to analyze and determine the main reason for the high level of attrition faced by the company.

The two-factor theory reveals that job satisfaction and dissatisfaction occur independently in any workplace. Some factors lead to employees’ satisfaction, and factors lead to employees’ dissatisfaction. The factors that lead to employee satisfaction are classified as motivators, while those that lead to dissatisfaction are classified as hygienic. From the scenario of the company with six departments and 600 employees, one clean factor leading to dissatisfaction among the employees is the high number of employees compared to the number of departments. In a department with 100 employees, it would be challenging to coordinate the employees effectively; thus, performance in the business organization might decline. Besides, the HR department in charge of 100 employees might not be able to identify the workplace-related issues that affect the employees. As a result, problems that affect employees’ motivation and performance are not effectively addressed.

Another hygienic factor that has led to the high level of attrition in the company is the multiple number of HR business partners. HR business partners help organizations align their operations with the market needs and the goals it needs to achieve. However, if a business organization has many HR business partners, they might differ in their opinions and lead the company to make wrong decisions. For instance, the HR department has only four employees tasked with handling 600 employees. Therefore, the HR department cannot effectively manage the high number of employees, which might result in employees resigning and underperforming. There ought to be a standard staff ratio to ensure efficacy and prevent employees from quitting and underperforming. Part of the high attrition for the business organization in the case study results from an unbalanced staff ratio. Business organizations and companies that do not have a balanced staff ratio underperform and experience numerous employee-related challenges.

The employee-supervisor relationship is the other hygiene factor leading to the high attrition in the business organization presented in the scenario. The HR operations manager is new in the business organization, meaning there is no established relationship with the employees. A lack of a good relationship between employees and supervisors might result in attrition because of a lack of motivation and trust. Employees’ motivation and willingness to perform well emanate from good workplace relationships with their seniors. The issue of establishing a good relationship between the new HR operations manager and the employees ought to be addressed to help mitigate the high attrition experienced by the business organization. To ensure the issue of attrition is fully managed, the HR department should provide opportunities for the employees to advance their knowledge and skills, implement programs that support employees’ personal growth, recognize the work done by the employees and reward them, and address the job status of the employees.

The How of HR Operations

Project One: The Onboarding Process

The Onboarding process is part of the ‘how’ of human resources operations. It is an essential function that facilitates the human resources operation to run effectively and smoothly. It entails ensuring that the employees of a particular project can follow through with it from start to end. HR uses all the steps available in the onboarding process to ensure the project runs smoothly. For instance, in a dam-building project, HR has to make sure they hire employees who have the suitable capacity to take part in the project. The dam building project managers get recommendations from the HR department, which facilitates assimilating and transitioning employees. It also ensures that the project does not fail to succeed, as it is well-equipped with a team to deliver the desired results. Hence the need to have an onboarding process for HR operations.

Project Two: The Onboarding Process

The onboarding process becomes an essential part of HR operations when looking at cultural change for an organization as a project. Changing an organization’s culture is difficult, as it requires a lot to be one and make employees support it. The onboarding process is essential in the project as it helps the organization make significant decisions. The process of assembling the team members and resources needed to guarantee a project is finished correctly is known as project onboarding. The project manager front-loads the planning phase during project onboarding to ensure that projects are completed on schedule and with all necessary deliverables. The onboarding procedure also tries to foster relationships between new hires and other stakeholders in the business. Attempt to foster meaningful connections between the recruit and their team, management, customers, and vendors, unless your working culture is one of icy isolation.

Project Three: Payroll Process

The payroll process is an instrumental aspect that facilitates human resources operations. In a given project, such as the construction of a social hall, the payroll process would reduce the payment of all employees. The HR manager’s crucial duty is to ensure everyone gets paid fairly and on time. Employee trust and the organization’s reputation can be harmed by even one error. Therefore, processing payroll is a crucial duty that must be carried out correctly. Additionally, reporting and paying employment taxes are involved. Thus, all the employees assimilated into the project will receive their salaries as specified through the payroll process. A good example is the employees working on the construction of the social hall, as they are the carpenters who are paid differently from the mason dealing with concrete. The payroll will specify the amount each receives and the total expenditure for the employees on the project.

Project Four: The Offboarding Process

Offboarding occurs when a worker decides to leave the company or is let go. The HR operations use this to have a clear record of the employees being cut off from the workforce through the project. For instance, a company is looking to lay off its employee over some time to accommodate the use of machines. The administration must ensure the employee returns business property, inform IT and payroll of personnel changes, and prepare any documents the employee might be required to sign. Exit interviews, which are discussions involving the employee, manager, HR, and leadership team, are another component of offboarding. HR Operations is seeking input from the departing team member on ways to improve the working environment and employee experience for the present and future employees during this discussion. It is hence essential for human resources to use the offboarding process when on projects.

HRMS Implementation

HRMS Tool Implementation in Talent Acquisition and Onboarding

The HRMS tool implemented will manage and overlook the overall employee cycle in the company. The TA properties will be implemented to monitor employee performance in identifying the employees needed for the organization. Information from talent management, the foundation of helpful software, can pinpoint the skills and knowledge required for which roles and where to find them internally and externally for recruitment. Creating talent communities and pipelines, utilizing social media, and gamifying aspects of the assessment procedure are all examples of ways talent management tools can automate elements of the organization’s hiring process. Using gamification can make the company more appealing to some candidates, especially Millennials, because it shows the organization as a tech-savvy, forward-thinking employer. Again, the tool can optimize onboarding and training strategies since it can find out which tasks work best for which kinds of employees, and then they can be tailored to give identified talent the training and support they need to reach their full potential. The tools will create onboard tasks, assign them to employees and monitor their progress.

HRMS Tool Implementation in Performance System

Human Resource Management software can access all company HR and workforce data when used as part of an integrated system. This data can provide targeted feedback and enhance individual performance and teamwork because most interactions today are electronic and recordable. It is a valuable tool for developing individuals with potential in talent management. The targeted data include employee outcomes, income generated from an employee, and the impact of an employee on company progress. The tool will monitor how employees work and manage their time during work hours. The tool will set individual goals, assign weights, work together, evaluate organization employees individually through comprehensive performance reviews, develop a development plan that aligns with the organization’s values, and evaluate each employee. The tool should store and recover all current employee-related statistics, such as basic profile, employment and performance history, and role. On a single, centralized database accessible easily and digitally from any location to make decisions about the workforce or the organization based on how well they do. For efficient workforce planning and management between processes, utilize trends forecasts and pre-defined templates to optimize daily headcount.

HRMS Tool Implementation in Payroll System

Payroll processing can be made easier by offering a wide range of services, such as an integrated accounting module, automated tax computations, a tool for frequent audits and reports, and tabular data storage. The analytical features of the tool will allow for flexible support for employee payroll relocation and all other company workforce management tasks. Use payroll and other modules to seamlessly analyze employee performance and make cost estimates for the entire organization based on various parameters: employee, division, customer, position, project, or activity. Automate the approval procedure for timesheets that must be paid, including the amount due. Create and oversee comprehensive employee compensation plans for various teams, departments, and locations. Collect compensation data to view and edit anytime, connecting it to performance and organizational goals. The tool will also be linked to a performance evaluation system to generate rewards for employees who perform better and keep rewarding real-time data. Table 1 below summarizes the implementation process of the HRMS tool in various business processes.

Table 1. HRMS implementation summary.

Key Business Processes and Systems Specific Point of Implementation Duration Concerned Providers
Talent Acquisition and Onboarding Onboard Task Creation and Monitoring Dashboard 2-4 Weeks Bitrix24 and Workday HCM
Performance System Performance monitoring and Feedback Report Generation 3-6 Weeks Bitrix24 and Workday HCM
Payroll System Payroll Dashboard for employees

Generating Paycheck and payment reports

4 Weeks Bitrix24 and Workday HCM

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