Human Resources Strategies - Essay Example

? Human Resource Strategies Unethical behavior of job applicants has detrimental effect on the performance of the organization. Misrepresenting background and skills is a common unethical behavior with most job applicants. This occurs when a job recruiter demands for particular skills and the job applicant in desperation chooses to deliberately misrepresent his or her background and skills so as to get the job. This may lead to recruitment of incompetent and unskilled personnel to the job position. In such a situation, the organization end up employing somebody who lucks the required background and skills which translates to low and poor performance .This will definitely lower the production and performance of the organization (Kleiman, 2009). Job applicants who take on-site interviews without seriously considering the prospective employer emerge to be ethically incorrect. Such candidates in most cases do not attend the interviews or written test as it is a requirement of any organization before employment (Kleiman, 2009). Ethical job applicants are prepared at all times and when unable to attend the interviews or written tests due to an important reason, they always inform their employer well in advance and ask him or her to make another arrangement if possible. Unethical job applicants who only take the on-site interviews knowing very well that they are not considering the organization a potential employer makes the organization to lose both financially and man hours in preparing interviews and written test. Job applicants who engage in unethical behaviors pose a great negative impact to the production of the organization. Such behaviors as laziness hastiness, being late for work and leaving early or not taking responsibilities of the new job seriously gives a strong negative impression to the employer. Candidates of this kind are less productive and do not perform to the standards expected by the employer. As such a conflict is likely to arise between the employer and the employee. This can often lead to organization failure in achieving its goals (Kleiman, 2009). There are job applicants who engage in unethical behavior such as bribery in order to get employed. Job recruiters when confronted by such situations may fail to make rational decision and avoid errors and this ending up in an unfair recruitment. This significantly lowers the reputation and tarnishes the name of the organization. Unethical job applicants may lead to hiring of employees and over staffing due to overoptimistic projections. When this projection are not met, unpleasant measures by the organization are employed in order to please the stakeholders and keep in pace with the competitors. These are measures in an attempt to cutback, restructure and downsize the organization are undertaken (Kleiman, 2009). Such an undertaking harms the future recruitment efforts of the organization, as potential employees will develop a perception of job insecurity in the particular organization. Furthermore, over staffing directly leads to underutilization of the talented recruits that leads to dissatisfaction. As such the corporate loyalty of the organization is impacted negatively. Each member of the human resource is therefore faced with the challenge of developing convincing ideas and priorities in trying to come up with the solutions to the problem. Furthermore, unethical job applicants leads to a decrease in morale among the workers in an organization. The middle class managers and those who are actually involve in bringing the positive change to the organization become pessimistic about the possibility of sustained future change. This way, they start questioning their ability to make reasonable profit to the organization. Such a situation calls for the each member of the human resource to see into ways of totally transforming the organization. The corporate culture, knowledge base, skills level, style of leadership and team orientation would have to undergo change, for all the employees. The human each member of the human resource has to keenly and carefully execute these strategies in order to reap maximum positive expectation with minimal costs. CASE STUDY 1: DOWNSIZING: ANATHEMA TO CORPORATE LOYALTY? Daniels is sensitive to the recruitment efforts because while he tries to recruit more employees, most of the competing firms are reluctant and he feels that he may not benefit optimally from the employees recruited. Additionally, he is sensitive of losing top cream employees and hence to him, layoffs, and termination appears to be poor alternative with a turbulent environment. Daniels does not want to follow what the other firms are doing because he may risk losing important irreparable employees. One of the potential problems for the current class of engineers recruited at DSI is the issue of overstaffing. Overstaffing is associated with a number of problems such as inefficient welfare provision, poor payment, and minimal employee engagement. Additionally, overstaffing stresses the resources and hence limiting DSI from advancing financially. Using temporaries, student interns, or sub-contractors is bound to potentially help DSI in many ways. Firstly, it would ensure that bright young engineers get room to exercise their skills. According to the case, it is clear that older engineers tend to have constant leave of which they are paid for. This means that recruiting student interns and subcontractors is bound to reduce the unnecessary spending of money. Additionally, it is clear that the productivity levels of the older employees are low and hence involving the students and sub-contractors would reduce this problem. According to Daniels, a number of alternatives can be adopted by DSI to reduce the labor surplus. The first alternative is by using temporaries, student interns or sub-contractors. This alternative would ensure that enough employees are recruited during the peak season. Additionally, this would enhance the proper utilization of the money used to pay the employees. This is because during low season, few employees would be recruited and this would save the extra money that could have otherwise been spent to pay the permanent employees. Daniels is also for the idea that training should be done for a relatively longer time to ensure that the labor force is skillful and knowledgeable. This is bound to remove slack from the system and at the same time preserve as many jobs as possible. CASE STUDY 2: SEEING THE FOREST AND TREES It is clear that Parker, director of executive development at FPC has a big responsibility of restructuring and transforming the organization. A number of aspects of organization need to be restructured or reorganized. These include the corporate culture, knowledge base, skills levels, styles of leadership and team orientation. The first thing that Parker should consider is the fact that he must understand why and how the current arrangement came to be and why it exists. After having a thorough understanding of what constitutes the current organization, Parker would be expected to build the knowledge and skills levels by creating acute awareness of how things are and how the current state is inefficient. The next thing is to focus on team orientation by soliciting input from other members of the organization regarding what can be done. Styles of leadership and corporate culture can then be introduced depending on how people perceive the proposed change (Kleiman, 2009). Developing the above programs is not an easy task. Every individual in the organization is expected to participate because the overall change would influence each of the employees in one way or another. This means that parker must collaboratively work with his coworkers as well as the employees in implementing the above mentioned programs. He cannot do it by himself. Additionally, he should not that there is no shortcut of achieving these programs because they cannot be bought off-the-shelf (Kleiman, 2009). Adopting change takes quite long time. This is because resistance that people have on the change may limit the adoption process. Most people prefer to stay in status quo because of the uncertainty associated with change. This means that it will take quite long period for parker to implement the programs successfully. Another important fact that Parker must note is that change, whether it is for executive development programs or not should include virtually everybody in an organization. Therefore, if Parker wants to bring change on executive development program, he should include the middle managers and those below it. He can achieve this by making a comprehensive introduction of his intention and the benefit of such intention. Reference Kleiman, C. (2009). Human Resource strategies for the new pro-labor era. Fort Worth Business Press, 23 (14), p25-25. Read More