Managing the employees and workforce of the organization is a holistic approach that focuses to cover all aspects of performance and achievement of personal and organizational goals in the workplace. According to Lee and Kin (2017), the management of authentic relationships with employees is a pivotal strategy for various objectives of achievement of favorable outcomes where people management, human resource management relationships, HRM policies, industrial relationships, etc. play an extraneous catalytic behavior in the same.
Managing the diversified and distinct clans of employees and people in the organization is a critical task for the managers and organizational leaders with the focus on positively engaging the vulnerable crust of employees. As stated by Muwanya-Banda (2019), for the radical growth of employees along with the organizational development, and to pace up the vulnerability in employment, precariousness in employment relationships must be assessed with the utilization of potential theories and concepts of human resource management and welfare.
Industrial culture, relationships and employee welfare, human resource management practices, and human resource policies and procedures along with the standard regulations integrate as a whole towards the acceleration of employee management and enhancement of employee engagement in the working institute.
According to Osborne and Hammoud (2017), exercising the human resources policies pose as a guideline for structured and improved employee engagement and stability in the working processes.
However, the considerable challenge for the human resource management system is the management and engagement of vulnerable i.e. intellectually disabled, physically disabled, or unnaturally sensitive employees in the place. To highlight, the leading challenge for organizations in view of its vulnerable employees is the problem of discrimination and alleging the specially-abled workforce. Hence company or institute must have focus on the routine repair and revision of its human resource management policy in place to minimize the area for the incidence of discrimination and allegations (Nafukho 2010).
Bangwal and Tiwari (2018) have researched that the organizational culture and environment have a higher significance in the encouragement and performance improvement aspects of employees in integration to the enhanced employee satisfaction.
Also, detailed by Itika (2011) in the study of human resource theories, to ensure compelling management of human entities and their performance in the organization is a dependent variable in the context of organizational and workplace culture. The supportive culture of working in the system has a higher linkage with competitive positioning and advantage.
As discovered by Meacham (2017), the question of stereotyping behavior in the workplace regarding disability and inoperativeness of one is the rationale for vulnerable employee candidates to gain employment as such situations negatively impact the employee and its behavioral ranges. Hence maintenance of a robust and impartial organizational culture and cultural practices must be even-handedly assessed and developed to provide similar platforms for presentation analysis of each individual in place.
Conclusive to the approach of workplace culture, the future of the corporate platform is supposed to create and provide an equitable and comparable position of workplace culture irrespective of the physical appearances, physical abilities, intellectual capabilities, etc. of the individuals concerned.
Human resource functions are a broader context in human resource development and not an isolated activity. The practices and functions of human resources development possess inclusion with the managerial functioning of human resources focused on the essentialities of the human resource management viz. recruitment and staffing, training and development, talent management, performance management, compensation management, diversity management, and many more.
Certain innovations in the organizations are dependent on knowledge and competencies of their human resources which further depends on the level and degree of human resource functions like recruitment, selection, training and development, and managing workforce diversity. The first step in the chain of this functional development and management is the recruitment of potential personnel.
Recruitment as an initial step in the chain of HR functions is usually the first barrier for a vulnerable person in the employment criteria (Meacham 2017). The people with any sort of disability are often marginalized in the industry and within the workforce. Also, the inhabitation of attribution barriers on the process of recruitment disadvantage the organization from the elimination of a more potential candidate and selection of low potent on the judgment of physical attributes and abilities (Niu et al. 2018). In support of this and the management of vulnerable employee in the organization, Karimi et al. (2019) has revealed the adoption of competency-based recruitment to establish and retain knowledgeable, competent, and potential employees in place and aid succession management.
In a like manner, workforce diversity as a core function of employee management to achieve a feasible and competitive edge and value creation (Kundu and Mor 2017). The utilization of diversity practices in the management of workforce and organizational activities in an optimal way has a higher rate of correlation and not only the organizational benefits but also for the all-round development of employee knowledge in multidisciplinary ways.
However, employees with disabilities or deficiency are usually overlooked in the work area (International Labour Organization 2010). In continuation to the above practice, has described the emergence of workforce diversity practices among the disabled and vulnerable sort of employees in the field of effective talent management. The management and equitable provision of workforce diversity opportunities to vulnerable employees be provided in order to bring out non-discriminated, diversity, creative and innovative knowledge dissemination, etc.
The need for global mobility of resources including people in the international corporate market has come out as the greatest need for organizational global commitment. The practice of mobilization of resources from a country to another is referred to as expatriation that involves stakeholders and the assigning organization other than the expatriate employee. Management of employees as expatriates has a major offering in the success and failure of the global assignment and also for the developmental and growth perspectives of an expatriate in terms of knowledge assessment, well-being, competent development, etc. to employee or expatriate (McNulty 2019).
However, expatriate management, being a tough choice and responsibility towards success and failure in the assignment, has a higher scope of employee development and growth in the corporate sector as a result of enhanced knowledge, work experiences, etc. This has been seen as a problematic situation for people with cues of disability and vulnerability. Zhu et al. (2017) report that the assignment of disabled or vulnerable employees as an expatriate has a higher chance of maintenance and preservation of personal as well as organizational safety and preventive factors. Expatriation of such crust of employees may lead to certain issues to both the entities as a result of direct exposure to the individual in the new global market of work.
In response to these barriers of vulnerable employees as expatriates, must be provided an equitable opportunistic platform for the ease of showcasing the inherited skills of management and relocation with the safety focus. Kanstren and Makela (2020) have suggested that there must be a proper and equal provision of opportunity for vulnerable employees in the expatriation process irrespective of their appearances, ethnic groups, disability, and ability, etc. As already known, the process of expatriate assignment involves a list of pre-departure, post-departure, and expatriate training to the employee assigned, the provision of listed pieces of training can prove to be fruitful for the disabled employees in the same way as to a normal employee of the organization as an expatriate.
As a multidisciplinary field of strategic development, human resource management has been seen to be conserved with the approach of development, management, and expertizing the individuals, teams, and overall organizational system with the purpose of creating improvement and enhancement of global practices in a fruitful manner. Since learning is the main focus of any organization or field, there is a need for a continuous assessment and enhancement of the same among corporate people irrespective of their appearances, disabilities, abilities, skills, etc. A need for the equitable development of personnel, whether a vulnerable employee or non-vulnerable, must be done and incorporated.
In addition to the above concern, there has been a radical shift and progress in the acceptance of disabled or vulnerable or intellectually disabled people as employees in the global work market and the count has not paused yet. The future of global workforce diversity also aims to create a core field for invitation and entertainment of acceptance of such applications in the international and multidisciplinary progression of people in an even and comparable manner. The growth and expansion of management and acceptance of vulnerable employees have given acceleration to the global contextual acceptance of the same in the coming decade. The future years and age can thus be forecasted to be more opportunistic and open for the flexible management of people as compared to the present age.
International Labour Organization. 2010. Disability in the Workplace: Company practices. Available at: https://ilo.org/wcmsp5/groups/public/---ed_emp/---ifp_skills/documents/publications/wcms150658.pdf.
Itika, J. 2011. Fundamentals of human resource management: Emerging experiences from Sub-Saharan Africa. African Studies Centre, Mzumbe University.
Karimi, A., Teimouri, H., Shahin, A., and Barzoki, A. S. 2019. Competency-based recruitment and managerial succession. Human Systems Management, 37(4), pp.411-423. https://doi.org/10.3233/hsm-17184.
Kundu, S. C., and Mor, A. 2017. Workforce diversity and organizational performance: A study of the IT industry in India. Employee Relations, 39(2), pp.160-183. https://doi.org/10.1108/er-06-2015-0114.
Lee, Y. and Kim, J. N. 2017. Authentic enterprise, organization-employee relationship, and employee-generated managerial assets. Journal of Communication Management, 21(3), pp.236-253. https://doi.org/10.1108/jcom-02-2017-0011.
McNulty, Y., Lauring, J., Jonasson, C., and Selmer, J. 2019. Highway to hell? Managing expatriates in crisis. Journal of Global Mobility, 7(2), pp.157-180. https://doi.org/10.1108/JGM-10-2018-0054.
Muwanya_Banda, P. H. 2019. Protection of vulnerable employees in South African Labor Legislation. Doctoral Dissertation.
Niu, Y., Hirudayaraj, M., Sims, C. H., and Kawashima, Y. 2018. Lookism in the Chinese nursing industry: A content analysis of online recruitment advertisements. Journal of Asia-Pacific Business, 19(2), pp.96-113. https://doi.org/10.1080/10599231.2018.1453744.
Osborne, S., and Hammoud, M. S. 2017. Effective employee engagement in the workplace. International Journal of Applied Management and Technology, 16(1), pp.50-67. https://doi.org/10.5590/IJAMT.16.1.04.
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