Influence of Employment Laws on Human Resource Management

Introduction

In many countries, the governmental pressure regarding employment issues is considered pervasive. The influence seems to be growing with time. The laws are passed at the state, federal and local levels and the implications are outlined for employers who violate them. Rothwell & Kazanas (2003) explain that three areas have become of principal significance to human resource planners. The areas include equal employment, labor laws, regulations as well as employment-at-will (p. 12).

The best way to ensure that an organization is complying with employment laws

The best way to ensure that an organization complies with the employment laws is to consider employing professional human resource and staff. The appropriate organizational culture begins with the proper managerial attitude. Effective employment process enforces a culture of compliance with the laws that govern the organization well as government laws.

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Recruiting professional staff and human resource managers adds value to the organization’s efforts toward ensuring that all legal requirements are well adhered to. Management of the employment process is the starting point in ensuring that the organizational doctrines comply with the law.

Additionally, regular evaluation of the labor laws in relation to the organizational activities and human resource management ensures that the legal requirements and policies are continuously observed and that the necessary adjustments are made to the organizational procedures in accordance with the employment and labor laws (Singh, 2006).

How to ensure that employees embrace change

Human resource management needs to take into consideration, the input of the employees and especially by allowing them to participate in creating the change. This builds their confidence in the new changes and reduces the chances of resisting the change.

Change in business requires training of the employees regarding the use of the new technology, the new products and services as well and the new job responsibilities. Therefore, organizing training and educational programs prepares the employees for the change and helps them to view the change positively.

Bogardus (2004) explains that preparing the employees for the proposed change is an important facet of business and that organizations need to be proactive in recognizing the trends and factors that are likely to act as a hindrance to the change (p. 175). Another important facet is to effectively communicate the change to the employees.

The human resource management can ensure an effective communication regarding the change by creating a two-way communication plan that ensures the direct involvement and participation of the employees and the management in implementing the change. In order for the employees to become well accustomed and accept the change, the communication must be done early and appropriately. This enhances the level of commitment to the realization of the proposed change (Bogardus, 2004).

When an organization unionizes it is because of the failure of management

Most organizations unionize for many reasons including poor or dissatisfying wages and employee benefits, oppression and exploitation by the management officials such as the first line supervisors. Research has revealed that unionization in organizations arises as a result of the pressing economic needs, general dissatisfaction with managerial functions as well the poor response from the organization administration to the social and status needs of the employees.

Employees therefore consider unionism as away pushing the administration to work toward addressing their needs. When employees are dissatisfied with the wages, rewards and working conditions it indicates that the management is not doing its best to address the employees’ interests. The dissatisfying working conditions are strongly attributed to poor management. It is therefore clear that that when an organization unionizes it is because of the failure of management (Snell & Bohlander, 2012).

References

Bogardus, A.M. (2004). Human resources jumpstart. New York: John Wiley & Sons. pp.174-198.

Rothwell, W.J., & Kazanas, H.C. (2003). Planning and managing human resources: Strategic planning for human resources management (2nd ed.). Batavia, NY: Human Resource Development.pp.10-20.

Singh, S. (2006). Human resource and managerial development. Delhi: Global Vision Publishing Ho. pp.59-67.

Snell, A., & Bohlander, G.W. (2012). Managing human resources. Boston: Cengage Learning (16th ed.). pp.610-621.

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