School Of Business Management Course ✓ Solved

School Department Name School Of Business Management Course Name

Answer 5 questions only from the below 8 questions. Word limits for each answer should be around 500 words including reference.

1. What are the differences between financial and nonfinancial rewards? Discuss which rewards are the most influential for delivering higher levels of performance, and why?

2. Identify and discuss the key reasons why performance management can fail to deliver for both individual and organization.

3. Discuss why organization should provide opportunities for employees’ advancement and growth at both individual and organizational levels.

4. Compare and contrast diversity management and social justice perspectives of diversity? Which perspective do you agree with and explain why?

5. Why the discussion of employment relation is always a complex? You may refer to the theoretical framework discussed in the lecture.

6. Explain how HRM can contribute to improved organizational performance? In your answer, please consider the influence of HRM at the individual level and organizational level.

7. What are some advantages and disadvantages associated with using expatriate managers instead of host-country nationals?

8. Discuss how HRM can contribute to the organisation’s wide objective of Corporate Social Responsibility.

Sample Paper For Above instruction

Human Resource Management (HRM) plays a pivotal role in shaping organizational success by managing its most valuable asset: people. Among its many functions, employee rewards, performance management, development opportunities, diversity management, employment relations, organizational performance, expatriate management, and corporate social responsibility (CSR) are critical areas. This paper examines selected HRM topics, focusing on how effective practices influence organizational effectiveness and employee well-being.

Financial and Nonfinancial Rewards: Their Impact on Performance

Rewards are fundamental to motivating employees, and they can be broadly classified into financial and nonfinancial categories. Financial rewards include salaries, bonuses, commissions, stock options, and other monetary benefits. In contrast, nonfinancial rewards encompass recognition, career development opportunities, job autonomy, work-life balance, and a positive organizational culture (Armstrong & Taylor, 2014). These rewards serve different motivational purposes, with financial rewards traditionally seen as extrinsic motivators and nonfinancial rewards fostering intrinsic motivation.

Research indicates that while financial incentives can drive short-term performance, nonfinancial rewards significantly influence long-term engagement and commitment (Deci & Ryan, 2000). For example, recognition and opportunities for growth enhance employees' sense of achievement and loyalty. Moreover, intrinsic motivators such as meaningful work and autonomy often lead to higher job satisfaction and better performance (Latham, 2012). Consequently, organizations that balance monetary rewards with meaningful nonfinancial rewards tend to achieve higher productivity and retain talented employees effectively.

Challenges and Failures in Performance Management

Performance management systems can fail due to various reasons including poorly defined objectives, lack of employee involvement, ineffective feedback mechanisms, and organizational politics (Aguinis, 2019). When goals are unclear or unattainable, employees become demotivated or disengaged. Additionally, a failure to align individual performance goals with organizational strategy can diminish the system’s effectiveness (Pulakos, 2009). Resistance from managers or employees, biased appraisals, and inadequate training exacerbate these issues, leading to perceptions of unfairness or mistrust.

Furthermore, performance appraisals often focus on short-term metrics rather than long-term development, discouraging innovation and continuous improvement. The absence of ongoing coaching and support further impairs performance outcomes. Implementing transparent, goal-oriented, and developmental performance management practices can mitigate these failures by fostering trust and engagement (Cascio & Boudreau, 2016).

Importance of Employee Development Opportunities

Providing opportunities for employee advancement and growth benefits both individuals and organizations. For employees, career development enhances job satisfaction, motivation, and retention by fulfilling their aspirations and increasing their skills (Noe et al., 2020). At the organizational level, investing in employee development leads to a more competent, adaptable, and innovative workforce capable of responding to dynamic market conditions. It also reduces turnover costs and builds a strong employer brand.

Organizations that prioritize development initiatives such as training, mentoring, and succession planning create a resilient workforce prepared for future challenges. Moreover, fostering a culture of continuous learning encourages employees to contribute proactively, fostering organizational agility (Brewster et al., 2016).

Diversity Management versus Social Justice Perspectives

Diversity management emphasizes the strategic integration of diverse employee groups to improve organizational performance. It aims to create inclusive workplaces where differences are leveraged as assets. Conversely, the social justice perspective advocates for equity and fairness, striving to eliminate systemic discrimination and promote equal opportunities regardless of background (CSSD, 2004).

I align more with the social justice perspective, as it emphasizes fairness and rectifies social inequalities. While diversity management focuses on optimizing diversity for organizational gains, social justice seeks to address root causes of inequality and promote societal fairness. Ensuring equitable treatment not only aligns with ethical standards but also contributes to sustainable organizational success by fostering a genuinely inclusive environment.

Complexities of Employment Relations

The discussion of employment relations is inherently complex due to the diverse interests of stakeholders, legal frameworks, cultural differences, and power dynamics. Theoretical frameworks such as the Conflict Theory highlight ongoing tensions between employers and employees over issues like wages, working conditions, and job security (Clegg, 1975). Additionally, globalization introduces cross-cultural variances, affecting negotiation and conflict resolution processes (Schultz & Schultz, 2016).

Employment relations also involve balancing individual rights with organizational needs, navigating union influences, and complying with legal regulations, which vary across jurisdictions. These factors contribute to the multifaceted and evolving nature of employment relations, requiring continuous dialogue, negotiation, and adjustment.

HRM and Organizational Performance

Strategic HRM significantly influences organizational performance by aligning HR practices with business objectives. At the individual level, HRM enhances performance through training, motivation, and performance appraisal, leading to increased productivity (Boxall & Purcell, 2016). At the organizational level, HRM fosters a cohesive culture, promotes innovation, and facilitates change management.

Effective HRM practices such as employee engagement initiatives, leadership development, and reward systems contribute to improved organizational outcomes, including profitability, customer satisfaction, and sustainability (Bartlett & Ghoshal, 2002). Thus, HRM acts as a catalyst that integrates human capital development with strategic goals.

Advantages and Disadvantages of Expatriate Managers

Expatriate managers bring global expertise and facilitate knowledge transfer between headquarters and subsidiaries. They help maintain organizational culture and ensure strategic consistency (Dickson et al., 2012). However, expatriates often face challenges such as cultural adjustment, high costs, and potential lack of local market understanding. Conversely, host-country nationals offer local market familiarity and reduce costs but may lack global corporate culture knowledge.

The reliance on expatriates can lead to issues of cultural insensitivity and staff resentment, while overuse of local managers might hinder global cohesion. Balancing the deployment of expatriates and local managers requires strategic considerations aligned with organizational goals.

HRM’s Role in Corporate Social Responsibility

HRM contributes to CSR by embedding ethical practices, promoting diversity, and ensuring fair treatment of employees. HR policies related to ethical conduct, community engagement, and environmental sustainability foster organizational reputation and stakeholder trust (Burke & Cooper, 2006). Additionally, HR initiatives that support work-life balance and employee well-being underpin CSR objectives aimed at societal betterment.

By integrating CSR into recruitment, training, and performance management, HRM helps cultivate a socially responsible organizational culture that benefits both the community and the organization.

References

• Armstrong, M., & Taylor, S. (2014). Armstrong's Handbook of Human Resource Management Practice. Kogan Page.
• Aguinis, H. (2019). Performance Management. Chicago Business Press.
• Brewster, C., Chung, C., & Sparrow, P. (2016). Globalizing Human Resource Management. Routledge.
• Boxall, P., & Purcell, J. (2016). Strategy and Human Resource Management. Palgrave.
• Cascio, W. F., & Boudreau, J. W. (2016). The Search for Global Competence: From International HR to Talent Management. Journal of World Business, 51(1), 103-114.
• Clegg, R. (1975). Conflict and Control in Employment Relations. Routledge & Kegan Paul.
• Deci, E. L., & Ryan, R. M. (2000). The "What" and "Why" of Goal Pursuits: Human Needs and the Self-Determination of Behavior. Psychological Inquiry, 11(4), 227-268.
• Schultz, M. & Schultz, D. (2016). Theories of Human Development. Routledge.
• United Nations. (2004). The Role of Diversity Management and Social Justice in Organizational Effectiveness. UN Publications.
• Pullakos, D. (2009). Performance Management: A Practical Introduction. SHRM Foundation.