Employees play a central role in the success Coursework Example

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Employees play a central role in the success and longevity of any organization (Aslam, 2013). Firms that hire enough qualified staff have a competitive advantage and perform better than their rivalries. To successfully attain the specified objectives, organizations should utilize evidence-based strategic approaches to managing their human resource.
Description of human resource planning
According to Aslam (2013), the management of any organization must forecast the workforce required in the organization. After determining the required number and qualifications for every position, the firm then advertises the vacancies. Through interviews, the HR picks the most suited persons who are assigned different roles in the organization. The firm then schedules regular training and development programs aimed at equipping the workers with exceptional skills and traits.
Due to better job opportunities in the labor market, some skilled workers may opt to resign in pursuit of greener pastures. As a precautionary measure, the HR must come up with interventions to retain the highly-skilled workers. Jahanian & Modaresi (2014) identified better salary, indiscrimination, reasonable terms of employment, better compensations, and adorable allowances as some of the ways an organization can use to retain employees.
The HR is also mandated with ensuring the company does not have more workers than it deserves (Aslam, 2013). Retrenchment and laying off some workers may be necessary during hard economic times.

The HR also punishes wayward employees, perhaps through firing them, cutting their salary, or worker displacement.
Importance of human resource management.
Just like any other factor of production, labor affects the overall performance of the organization. Human resource management is crucial in determining the quantity and quality of human resources required by an organization at the moment and in the future (Jiang et al., 2012).The company employees qualified staff and further exposes them to training and development programs that enhance their skills, creating a highly-talented team that works towards specified goals. Notwithstanding, the HR must balance the demand and the supply of labor in the firm. The HR reduces company expenditure during periods of negative economic growth through a reduction in salaries or retrenchment. Having enough qualified staff enables the company to thrive in an ever-competitive business environment
The HR can improve the image of the organization through human resource management. Employing personnel from different races, cultures, and religion can be used as an international strategy to enhance the company`s image (Jiang et al., 2012). Moreover, the company can also employ both women and men to promote gender equality in the society.
The HR forms the foundation for employees functioning. Through human resource management, the workers can present the grievances. At the same time, the HR puts in place the standards to be met by all the workers and the subsequent punishment in case of any mistakes. Furthermore, the HR establishes measures to curb losing highly-talented personnel to the labor market. Better salaries, indiscrimination, reasonable terms of employment, better compensations, and adorable allowances can be used by organizations to retain employees.
Proper human resource management leads to better utilization of the limited resources to attain the companies’ objectives (Jiang et al., 2012). On the contrary, inadequate resource management causes financial losses, hostile working environment, and loss of highly-skilled personnel to the labor market.
The steps for Human Resource Planning
The first step in Human Resource Planning is a review of the organization`s goals. In this initial phase, the objectives and the priorities of the firm are analyzed (Jahanian & Modaresi, 2014). Plus, the budget allocations are analyzed based on the highlighted preferences. At this point, the organization can use its need to expand or improve product quality to justify the need for more staff.
The second step entails scanning of the present labor force in the company. From the organizations` information storage systems, data about the number, the skills, and the experience of the current employees are obtained. The obtained data makes it clear whether the HR will source new employees internally or externally. A review of workforce composition is essential so that the company hires people of different expertise. On the same note, the organization must not discriminate anyone based on gender, religion, and race. The values and ethical considerations must be put into account when dealing with employees (Jahanian & Modaresi, 2014).
In the third phase, the organization narrows down to the current and future labor demands of the organization, to identify the gaps. The exact number of employees is specified. Furthermore, the qualification and skills required of every position are also highlighted (Jahanian & Modaresi, 2014).
At this stage, the company decides how it will promote diversity through employing people without discrimination. Some particular methods to be used in training and development of the employees are identified.
The fourth stage is limited to developing a plan to achieve the human resource priorities (Jahanian & Modaresi, 2014). Retrenchment, hiring, and interdepartmental transfers of the workers occurs at this stage. A budget is set aside for all the activities including the training and development of skills among the employees.
In the last phase, the company measures the performance of the interventions made. Indicators such as increased profits, better management, improved resource utilization, low employee turnout, and increased output per unit time can be assessed. The results of the assessment guide on the appropriate correctional measures to be implemented (Jahanian & Modaresi, 2014).
Possible effects of skill shortage on HR Functions
An unskilled HR personnel will eventually lead to employment of unqualified and incompetent employees (Bratton & Gold, 2017). This leads to decreased productivity, low-quality goods and services, and reduced organizational performance. Understaffing and overstaffing is a common phenomenon in such scenarios.
Also, the firm will incur substantial financial losses and waste time training the new unqualified staff (Bratton & Gold, 2017). Besides, the HR may spend money on educational programs that do not benefit the employees. As far as placement is concerned, the HR may not match the employee skills to the respective jobs leading to poor performance and lack of customer satisfaction.
In the long run, the company is likely to lose highly-skilled personnel to the labor market because of the unfavorable terms of service put in place by the incompetent HR personnel. Overall, fewer profits will be made, and the company may not withstand the competition from the competitors (Bratton & Gold, 2017).
Case study: Religious Discrimination and Racial Harassment of Maalick.
Question 1.
Maalick`s (formerly known as DeMur) tribulation began when he moved to Kansas and joined the Church of International Spirituality. Some employees teased Maalick and referred to internationalists as ‘voodooists and partakers of sorcery and witchcraft’ (Combs, 2009).When Maalick asked for permission from the facility director, Clive Jenkins, to go for spiritual preparation and confirmation process, Jenkins was reluctant to give the permission. From Jenkins` standpoint, Maalick`s religion was strange and not authentic (Combs, 2009). Clive was expecting Maalick to join their church; he had even taken him there before the interview.
After the confirmation process, co-workers acted strangely towards Maalick. Upon greeting them, some of them just laughed, others nodded their heads and walked away from him as if he had leprosy. On entering his office, he discovered there were witch hats, dolls stuck with pins, and incense was burning. A disappointed Maalick sought Jenkins help. When Jenkin came and saw what was in Maalick`s office, he laughed off and reminded Maalick that he was an African-American who had joined a strange religion and that his colleagues would make fun of him and ‘do some weird things.’
On several occasions, Maalick found notes on his desk. Some letters were addressing the disappearance of DeMur, while others talked about palm readings, black magic, and black cats. Maalick decided to stay calm for some time despite the harassment. Nonetheless, he could not hold back his anger when he found several sheets addressing “prayers for the Black Folk” and the mystical practices of the Black generation. He went straight to the human resource director, Marta Ford. Mrs Ford apologized to Maalick and subsequently called for several meetings to remind employees of Treton Communications, Inc. about racial and religious discrimination.
Although Maalick had all the qualifications required for a system manager, he was not picked for the position. Instead, Jenkin, the interviewer, gave the job to an outsider with no experience. Charles Bartlett, a white and a member of Jenkin`s church was offered the job.
It is evident that the co-workers of Maalick discriminated and harassed him because he was black, and he was an internationalist (Combs, 2009).
The elements of the law to be considered by Treton include anti-discrimination policies and policies relating to equal employment opportunities. In particular, employees should be given freedom to worship.
Question 3.
Clive Jenkin`s behavior was uncalled for and very unprofessional. Although he refers to Treton as ‘one big happy family,’ his actions are directed towards an unhappy and divided family. Jenkin was annoyed when Maalick refused to join their church and rather preferred to be an internationalist. When Maalick asked for permission to go through the confirmation process, Jenkin is reluctant to grant the permission since he considered Maalick`s religion unauthentic and strange. He laughs at Maalick`s predicament and reminds him that his co-workers were to make fun of him since he has African roots and he has become an internationalist. Jenkins does little to stop Maalick`s harassment.
Jenkin interviewed both Maalick and Charles Bartlett for the system manager position. Although Jenkin knew Maalick had all it required for that particular post, he preferred Charles Bartlett who was an outsider but a member of Jenkin`s church (Combs, 2009). Very unfortunate.
References
Aslam, H. D. (2013). Human resource planning practice in managing human resource: a literature review. International Journal of Human Resource Studies, 3(1), 200.
Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. Palgrave.
Combs, G. (2009). Religious Discrimination and Racial Harassment: What Ever Happened to MarShawn DeMur?–Student Workbook. Management Department Faculty Publications, 52.
Jahanian, R., & Modaresi, M. (2014). Human resource planning management and their improving method. Asian Journal of Economics and Empirical Research, 1(2), 29-31.
Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management Journal, 55(6), 1264-1294.