Many methods of incorporating a diverse culture in the organization exist. There are various options for a human resource manager to choose depending on the size of the organization, goals, and objectives of a firm (Armstrong and Taylor, 2014 p12). The selection and recruitment process through interviewing is one of the surest methods of employing individuals from diverse backgrounds and with different skills and capabilities (Cascio, 2018 p98; Guchait and Cho, 2010 p209). Other methods include having different types of individuals in the management team, focus, and concentration on opportunities, and promotion of employees based on merit (Jiang et al., 2012 p77). The human resource manager interacts with potential employees during the recruitment process as a way to understand the type of people who will work at the facility. Therefore, the manager has an opportunity of selecting a team comprising of people with different skills, experience, knowledge, and wisdom as a way to create diversity in the workplace (Bratton and Gold, 2012 p45; (Huselid and Becker, 2011 23). After the employees start working at the premises, then they can easily assimilate into the culture of the organization and develop policies in which every member of staff has equal opportunities to grow (Wright and McMahan, 2011 p33). A human resource manager can also make the selection of people with diverse skills a culture in the organization, which the interviewing panel will always consider when conducting an interview.
How can training and development be used for different groups of employees?
Training and development can be used for different groups of employees depending on the skills, experience, the position held at the workplace, academic background, and willingness of staffs to increase the knowledge he possesses (Boxall and Purcell, 2011 p23). New employees must go through a training process where they become aware of the organizational culture and objectives as well as their roles in the workplace. However, employees who have worked at the premises need to go through training and development as a way to increase their knowledge and meet the demands in the industry (Reiche et al., 2016 p66). The most important thing the human resource manager can do is inform the staff members on the need of acquiring many skills and knowledge as it might help in the promotion process at the workplace (Guest, 2011 p76).
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers.
Boxall, P. and Purcell, J., 2011. Strategy and human resource management. Palgrave Macmillan.
Bratton, J. and Gold, J., 2012. Human resource management: theory and practice. Palgrave Macmillan.
Cascio, W., 2018. Managing human resources. McGraw-Hill Education.
Guchait, P. and Cho, S., 2010. The impact of human resource management practices on intention to leave of employees in the service industry in India: the mediating role of organizational commitment. The International Journal of Human Resource Management, 21(8), pp.1228-1247.
Guest, D.E., 2011. Human resource management and performance: still searching for some answers. Human resource management journal, 21(1), pp.3-13.
Huselid, M.A. and Becker, B.E., 2011. Bridging micro and macro domains: Workforce differentiation and strategic human resource management.
Jiang, K., Lepak, D.P., Hu, J. and 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), pp.1264-1294.
Reiche, B.S., Stahl, G.K., Mendenhall, M.E. and Oddou, G.R. eds., 2016. Readings and cases in international human resource management. Taylor & Francis.
Wright, P.M. and McMahan, G.C., 2011. Exploring human capital: putting humanback into strategic human resource management. Human Resource Management Journal, 21(2), pp.93-104.
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