ECE _DSST _ Human Resource MGMT

The hr manager line manager and employees share

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The HR Manager, Line Manager and employees share overall responsibility for effective HRM. Employees are active participants in the HRM process. For example, many employees write up their own job descriptions; others provide feedback for their job appraisals or instigate change by filling out surveys expressing their views on HR policies. In recent years, there has been an increasing call for employers to display a greater social responsibility in managing HR. Workers and the general public are more aware of employee rights with regards to discrimination of ethnic minorities/disabled, workplace health and safety, equal pay and so on . Apart from abiding by the legal requirements of HRM, managers should also make HR decisions based on a code of ethics to ensure fair and acceptable conduct. The HRM code of ethics states that practitioners should implement public objectives and protect the public interest before blind loyalty to their employer’s preferences. It is the behavioral treatment of employees that matter. For example, making empty or misleading promises to employees would normally be considered unethical. The main challenges to HRM today are the impact of globalization, technological advances, change management and handling worker diversity. Globalization has introduced many complexities for the HRM. In dealing with other countries, issues such as cultures, laws and business practices need to be considered when exploring opportunities abroad. Expatriate managers must be appropriately trained, compensated and guided along a suitable career path. According to Douglas McGregor, Theory X states that some managers assume that employees dislike work, are lazy , and must be coerced to perform. Theory X managers assume that employees must be controlled or threatened with punishment to achieve goals. This type of manager also assumes that employees will avoid responsibilities and seek formal direction whenever possible. The last assumption made by this type of manager is that most workers place security above all other factors associated with work and will display little ambition.
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According to Douglas McGregor, Theory Y states that some managers assume that employees like work, are creative, seek responsibility, and can exercise self-direction. Theory Y states that employees can view work as being as natural as rest or play and will exercise self-direction and self-control if they are committed to the objectives. Additionally, the ability to make innovative decisions is widely dispersed throughout the population and is not necessarily the sole province of those in management positions. Douglas McGregor explained that managers oriented towards Theory Y assumptions believe that employees like work and will be motivated by intrinsic rewards that promote growth and self-direction.
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