Summary of article:
The article titled ‘Finding Employees and Keeping Them: Predicting Loyalty in the Small Business’ accounts for various factors that determine employee loyalty in small businesses.
The authors assert that employees in small businesses are expected to be more versatile and dynamic. This makes hiring the right people a little challenging. In larger businesses, each employee is a specialist in a particular facet of business. To this extent, job descriptions can be sharply defined and employees hired in numbers. (Dyer and Reda 2010)
Indeed, as the study identifies, small businesses which adopt a formalized hiring process tend to perform better than their less structured counterparts. For example, parameters such as financial performance, revenue growth, as well as owners’ success perception, all point to this correlation. More importantly, selection of personnel inadequately skilled for the role has a detrimental effect on . . . Read More
- Should the headquarters of U.S.-based multinationals promote diversity initiatives in their worldwide subsidiaries? If so, what’s the best way to accomplish this?
There is nothing wrong in U.S.-based headquarters taking the initiative for diversity promotion across other locations in the globe. The thoughts and measures of Brody and Shoemate are instructive, for they provide a framework that all MNCs could follow. Since American business culture and social values are somewhat different to that in the rest of the world, the HR Manager taking decisions from U.S. headquarters will have to be culturally sensitive. The HR Manager will also be cognizant of the fact that the definition of diversity is not constant across locations. Moreover, the HR Manager will have to heed to what configurations of diversity ideally suit local teams. Actually, Bestfoods’ diversity program is a good starting point for any company trying to achieve similar . . . Read More
The case study highlights a major recent transformation underwent by Britain’s global insurer Lloyd’s. The appointment of Suzy Black as HR Director in 2009 was unprecedented in the history of the company. It indicated a new competitive branding for its HR practices, breaking away from traditional personnel office style of functioning. Though there was initial apprehension from senior managers in the company, Black skillfully managed to get them on board to be part of her HR vision. In the milieu of an ever growing global presence for Lloyd’s, Black was able to create a challenging work environment, healthy incentive programs and meaningful community outreach programs. Black’s approach is flexible enough to modify HR programs to suit specific locations across the globe. Black was successfully able to pull off a balance between efficiency and team spirit which accounts for Lloyd’s ranking high in recent polls in the list of most . . . Read More
What should GS Plumbing be doing when employees leave the organization? How could such activities improve retention, recruitment and selection?
GS Plumbing, and especially Alan as the HR Manager, can take certain constructive steps in improving retention, recruitment and selection of employees. As the case clearly illustrates, GS Plumbing is ailing from high turnover rate, low levels of trust between managers and employees, and chronic bickering from certain employees. Hence it is high time for Alan and the founder Greg to take control of the situation.
The HR department of GS Plumbing can introduce/enhance employee welfare programs to keep the workforce motivated and satisfied. Employee welfare refers to the array of benefits (either monetary or as services) salaried employees are entitled to during their term of association with a company. Usually employee welfare measures include contributions to the pension fund, health insurance . . . Read More
Financial reward or pay is a core component of employee motivation. Eminent thinkers such as Maslow, McGregor, Tolman, Locke, Pavlov, etc have contributed to our understanding of workplace motivation. Based on a synthesis of their theories, we are in a position to ascertain how key a role pay plays in motivating employees and enhancing their performance. The rest of this essay will attempt to do the same.
Motivation theory is not a single monolithic framework of analysis, but rather a product of contributions from various fields/disciplines within humanities. The intellectuals mentioned above have offered their theories from the perspective of their respective fields/disciplines. For example, Maslow, McGregor, Alderfer, McClelland have emphasized the physiological basis of employee motivation, whereas scientists such as Locke, Vroom, Kelly and Tolman have presented the cognitive basis of motivation. Social/behaviourist theories of . . . Read More
Modern management theory and practice pay scant attention to the value or relevance of trade unions. It is believed by modern managers that the Human Resource Management department is sufficiently equipped to address employee concerns and grievances that no other form of representation is needed. But empirical evidence does not support this assertion. If anything, evidence points that top management tends to hold an upper-hand in its relation with lower-ranked employees, making a case for proper representation on behalf of the latter. History and labour tradition too matters. For example, in the United Kingdom, with a rich history of trade unions, employee voice continues to be relatively strong. But in the United States, where capitalist ideology is deeply entrenched in business and government circles, trade unions barely exist. Of course, a nation’s degree of participation in the neo-liberal program is also a factor. Indeed, the short forty year history of neo-liberalism has . . . Read More
Globalisation, and the effect that it has had on the theory and practice of selection and hiring personnel, has attracted the attention of numerous researchers and practitioners alike. Although problems and challenges associated with expatriation are at the centre of international human resource management (HRM) practice and discourse, the assimilation of superior business processes associated with the concept of impatriation (hiring foreign nationals for fixed-term temporary employment) is not widely adopted. This is true of many corporations that are based in the UK and the US as well, even though they “rely heavily on impatriates to develop and sustain their economies” (Woska, 2007). What follows is an overview of factors to be considered and provisions to be catered during the process of hiring employees from a global pool of workers.
Moreover, since the employment of a foreign national involves political formalities, the hiring process should be designed in this . . . Read More