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Westonwich District Council Case Study 1Westonwich District Council Case StudyStudent’s NameHuman Resource Management SHR018-2ProfessorInstitutional affiliationCityDue Date
Westonwich District Council Case Study 2Westonwich District Council Case StudyIntroductionThe contemporary corporate dynamics have resulted in a growing interest in businessethics, in both academics and professional practices. However, moral lapses have beencontinuously experienced in human resource management (HRM) activities, prompting HRscholars and professionals to devise means of reinventing new strategies to manage improvecorporate ethics in HRM activities (Bratton and Gold, 2017). There are various HRM practicesand theories which accentuates how ethical expectations are met in HR practices while assessingtheir contribution to HRM (Bernardin and Russell, 2006). These theories are based onmanagement theories that depend on observation and mathematical probability to establish theperfect business model and HRM practices, drawing upon various case studies and relevantexperience to improve the organization (Ombanda and K’Obonyo, 2019). Considering theWestonwich District council case study, this essay seeks to debate and critique key and currentarguments about HRM theories and practices and how ethical expectations are met in practicewhilst assessing its contribution to the organization. Moreover, the paper will evaluate andanalyze workplace scenarios relating to relevant business strategies for professional, ethical,effective, and efficient HRM within current organizational contexts.Themes Identified In the Case StudyCompensation and RemunerationAccording to motivation theory, especially Maslow’s Hierarchy of Needs, an organizationneeds to identify what motivates employees. The first important need that motivates employeesis the ability of an organization to meet its employees’ psychological needs, meaning that
Westonwich District Council Case Study 3physical needs like food and water should be fulfilled first before moving to the next level ofemployees' needs (Pardee, 1990). Therefore, if a company offers low compensation andremuneration rate, their employees are unable to meet their psychological needs, resulting inboth low productivity and job satisfaction. Nevertheless, motivation theory does not considerfactors that impact the success or failure of the motivation process (Ramall, 2004). Indeedemployees can be motivated by factors such as passion, work environment, among others.Indeed, despite unsatisfactory pay, 64 percent of the Westonwich District council look forward togoing to work in the morning, 61 percent find the work rewarding, and 72 percent feel valued bytheir colleagues and the management. Employees' pay and benefits planning often involves many complex decisions, based onvarious employee and organization factors. An important decision is determining salary or wagesas opposed to performance-related compensation (Bratton and Gold, 2017). All major decisions