Some people believe human resource management’s key role is to control employees and the HR managers are ‘power hungry’ people. Why do you think this belief has emerged? Is there any factual basis for it?
Human resource management (HRM) is a critical practice in every organisation. The HRM department should always support and address the needs of every employee. I encourage every HR manager to protect his or her employees. The practice improves the employees’ confidence. The employees and stakeholders will work hard in order to achieve the organisation’s goals.
Every HR manager should deal with every abuse or allegation at the workplace. The practice will make every organisation successful. The undeniable fact is that most of these managers are selfish and ineffective. This situation has affected the performance of many employees. According to me, most of these HR departments control the employees instead of supporting their needs (Maddock 361). Most of these HR managers “are also power hungry” (Maddock 362).
According to me, this situation has emerged because many HR managers do not address the needs of their employees (Hitt, Ireland, and Hoskisson 58). They instead control and oppress their employees. Most of the HR managers ignore the challenges affecting every employee. Some managers engage in frivolous or unlawful practices. They also fail to deal with allegations and abuses at the workplace. The HR department also supports the interests of the company (Maddock 361). The above facts explain why such beliefs have emerged.
Suggest some ways a manager can make changes in work design so that employees are able to achieve greater work-life balance.
Business managers should promote the best work-life balance in their organisations. A greater work-life balance promotes employees’ productivity. I believe a weaker work-life balance will decrease the level of performance and productivity. I am proposing some of the best ways to ensure every employee achieves a greater work-life balance. Managers should create enough time for every employee.
The managers will achieve this goal by designing the best schedules. The practice will address the needs of every employee. The practice will ensure the employees get enough time to relax and complete their duties. This “managerial approach will discourage every traditional practice” (Sims 52). These work schedules will ensure the employees get enough rest. The practice will empower the employee to work harder in order to achieve their goals.
Every manager should use different training programs in order to produce a greater work-life balance (Willemyns 3). The practice will ensure every employee completes his or her parenting roles. The practice will improve the employees’ level of satisfaction. Managers should monitor their employees in order to deal with stress. Such flexible work patterns will “ensure every employee achieves a greater work-life balance” (Sims 56).
In what ways are emirati managers likely to face difficulties in their relationships with employees in foreign operations? How can these difficulties be minimized?
Many Emirati managers have worked hard to transform their organisations. They have improved the performance of every corporation in the United Arab Emirates. These managers work hard in order to support their employees and stakeholders. Most of these managers will encounter many difficulties in foreign countries. Such challenges arise from socio-cultural, religious, and leadership differences (Rothwell, Prescott, and Taylor 74). Most of these leaders possess unique religious and traditional ideas. These managers cannot address the needs of their employees. Such managers can use different strategies in order to deal with these difficulties.
The first approach is reconciling their traditional leadership approaches. Every Emirati manager should use a transformational leadership approach in order to deal with these difficulties. This leadership strategy embraces a modernistic approach in order to support the needs of every employee (Maddock 361). The practice will also deal with the above challenges. The second approach is using cross-cultural training programs (Simons 65). The practice will ensure every Emirati manager embraces the best leadership strategies. I believe the above plan will address every issue encountered in a foreign society.
Hitt, Michael, Duane Ireland and Robert Hoskisson. Strategic Management: Concepts: Competitiveness and Globalisation, Cengage: Cengage Learning, 2010. Print.
Maddock, Kenneth. “Ten ways managers can improve their employees’ work-life balance.” Biomedical Instrumentation and Technology, 1.1 (2012): 360-362. Print.
Rothwell, William, Robert Prescott and Maria Taylor. Human Resource Transformation: Demonstrating Strategic Leadership in the Face of Future Trends, New York: Nicholas Brealey Publishing, 2008. Print.
Simons, Rae. Human Resource Management: Issues, Challenges and Opportunities, New York: CRC Press, Print, 2011. Print.
Sims, Ronald. Human Resource Management: Contemporary Issues, Challenges, and Opportunities, New York: IAP Press.
Willemyns, Michael, 2008, The Rapid Transformation of Emirati Managers’ Values in the United Arab Emirates. Web.