President Barack Obama Gave A State Of The Union Speech

President Barack Obama Gave A State Of The Union Speech On January 25

President Barack Obama gave a State of the Union speech on January 25, 2012. Part of his speech addressed how companies who move jobs and profits overseas are currently receiving tax breaks. President Obama stated, "My message is simple. It's time to stop rewarding businesses that ship jobs overseas, and start rewarding companies that create jobs right here in America." Do you agree or disagree with the President's statement? As a Human Resource Manager of a company who is considering outsourcing, how would you help keeps the job within your current organization? If the company decided to outsource, how would you help make the change a smooth process APA format.

Paper For Above instruction

The assertion by President Barack Obama during his 2012 State of the Union speech that the U.S. should cease rewarding companies that ship jobs overseas and instead incentivize those creating jobs domestically resonates with ongoing debates about economic patriotism and corporate social responsibility. From a human resource management perspective, this statement underscores the importance of strategic decision-making in talent retention and organizational stability. This paper examines the validity of the president's stance, explores strategies HR managers can implement to preserve jobs, and discusses how to manage outsourcing ethically and effectively to ensure smooth transitions.

Agreement or Disagreement with the President’s Statement

I largely agree with President Obama’s position. The movement of jobs offshore typically results in economic benefits for companies but can adversely affect the domestic workforce, leading to unemployment, reduced consumer spending, and social discontent (Blinder, 2006). Research indicates that outsourcing manufacturing and service jobs can diminish national economic stability and weaken middle-class incomes (Cappelli & Keller, 2014). Furthermore, tax incentives aimed at encouraging domestic job creation can be a powerful policy tool to stimulate economic growth and foster a resilient labor market. Therefore, reevaluating tax policies to favor companies that retain jobs domestically aligns with broader societal interests of economic fairness and long-term national prosperity.

Strategies for Human Resource Managers to Keep Jobs Within the Organization

As a human resource manager, there are multiple strategies to mitigate the risks associated with outsourcing and retain employment within the organization. Firstly, investing in employee skill development and continuous training can enhance workforce versatility and make internal talent more valuable, reducing the inclination for outsourcing (Kaufman, 2016). Establishing strong organizational culture and employee engagement initiatives fosters loyalty, which can serve as a deterrent to outsourcing decisions driven by cost-cutting motives.

Secondly, HR managers can advocate for corporate social responsibility initiatives that emphasize local job creation, aligning organizational goals with community development. Transparency in communication also plays a crucial role; keeping employees informed about business changes and involving them in decision-making processes can build trust and reduce resistance to internal initiatives.

Thirdly, exploring automation and technological upgrades can help improve productivity without necessarily downsizing employment, allowing companies to stay competitive without eliminating jobs (Brynjolfsson & McAfee, 2014). These technological investments can supplement workforce efforts, leading to sustainable employment growth.

Managing Outsourcing to Ensure a Smooth Transition

When outsourcing becomes unavoidable, HR managers must focus on comprehensive change management strategies to facilitate a smooth transition. This includes transparent communication about the reasons for outsourcing, how it will impact employees, and what support will be available (Kotter, 1998). Offering retraining programs, career counseling, and assistance in job placement can ease employee anxiety and foster goodwill.

Developing phased implementation plans allows the organization to gradually shift responsibilities, minimizing disruptions. It is also vital to engage external partners responsibly, ensuring that outsourcing vendors uphold fair labor practices and comply with legal standards, thereby safeguarding the company's reputation (Dibben, 2020).

Furthermore, maintaining a focus on organizational ethics and corporate responsibility during outsourcing initiatives can enhance stakeholder trust. Providing severance packages and honoring existing benefits reflect a commitment to employee welfare, which is critical for organizational reputation and employee morale.

Conclusion

President Obama’s call to reward companies that create jobs domestically aligns with broader economic and social objectives. As a human resource manager, proactively implementing strategies such as skill development, employee engagement, technological innovation, and responsible outsourcing management can help retain jobs and ensure organizational resilience. Ultimately, balancing economic efficiency with corporate social responsibility fosters sustainable growth and maintains organizational integrity in the face of evolving global economic pressures.

References

• Blinder, A. S. (2006). Offshoring: The next industrial revolution? Foreign Affairs, 85(2), 86-96.
• Cappelli, P., & Keller, J. R. (2014). Talent Management: Conceptual Approaches and Practical Challenges. Annual Review of Organizational Psychology and Organizational Behavior, 1, 305-331.
• Brynjolfsson, E., & McAfee, A. (2014). The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies. W.W. Norton & Company.
• Kaufman, B. E. (2016). The evolution of strategic HRM and organizational performance. Human Resource Management Review, 26(1), 11-23.
• Kotter, J. P. (1998). Leading Change. Harvard Business Review Press.
• Dibben, M. (2020). Ethical outsourcing: Managing corporate social responsibility and ethical issues in global supply chains. Journal of Business Ethics, 162, 645-660.