My HR blog

The Ethical context of HRM It is understood that human resource management is considered to be the effective management of the people to achieve the organisational objectives and goals. Accordingly, it is a known fact that Ethics would play a crucial and important role within the organisation as it would be the general guideline for human resource management. Consequently, Ethics is considered to be the study of of individual and collective moral awareness, judgement, character and conduct (Armstrong, 2009). Accordingly, Armstrong (2009) has stated that there are several ethical concepts which include deontology, utilitarianism, stakeholder theory and discourse theory. The deontology states that some actions are correct or incorrect, regardless of their consequences. While utilitarianism is the belief that the highest principle of morality is maximum happiness, a general balance of pleasure and pain. Actions are justified when they bring the greatest benefit to the greatest

Organisational Culture Organisational culture is considered to be one of the most important factors within the organisation, which helps the organisation to enhance their performance. Organisational culture could be identified as the collective effect of the common beliefs, values, behaviors and norms within the organisation (Armstrong, 2009). Similarly, culture also includes organisation’s vision, values, norms, systems, language and habits states (Needle, 2010). Above all definitions, organisation culture is simply the way things are done within the organisation. Organisational culture would enhance the morale and the motivational level of the employees of the organisations. Further, when the employees are motivated, they will always satisfy their customers by way of offering them a better service (McKay, 2016). Additionally, a strong organisational culture is critical to organisation success. According to Whipple (2009), Organisation’s management is responsible for cr

The Global Context for HRM Today, human resource management is considered to be change rapidly due to globalization and with the technology advancements in the modern business world. Globalization has increased the workforce diversity and cultural sensitivities have emerged like never before. International dimensions of business and the globalization of business have a significant impact on human resource management. Thereby, the organisations create and adopt for the new human resource concepts to match the global requirements. In the global context, human resource management, could create a pathway to reach the top levels of the global market with the effective utilization of the human resources (Armstrong, 2009). Similarly, Global HRM is the process of recruiting, distributing and efficiently utilising human resources in transnational corporations across national borders. Companies operating in international markets face different conditions and competencies. Multi

Employee Engagement Employee engagement is used at different times to indicate psychological states, character traits and behavior. Employee engagement is defined differently, and the definition often sounds like organisational commitment and citizenship (Robinson, Perryman and Hayday, 2004). In particular, many argue that employee engagement predicts employee performance, organisational success and financial performance (Saks, 2006). In addition, it points to a convincing and compelling relationship between engagement and profitability through increased productivity, sales, employee retention and customer satisfaction. However, it was reported that most workers today are not fully engagement. Engagement in work is reduced, and today among employees, employment is deepening (Macey and Schneider, 2008). Key factors that would stimulate the employee and increase his level of employment. In addition, a strong relationship between the manager and the employee is an essentia