Summative assessment (individual) customers often knows as the element that consider as everything to the business

Assignment 3Summative Assessment Individual Subject name Human Resource Management Student name & ID Lecturer Dr.. INTRODUCTION Human resourcemanagementstrategiesincreaseresilience,evolv

Assignment 3

Summative Assessment (Individual)

Subject name Human Resource Management

Student name &

ID

Lecturer Dr Alex Arokiasamy

Words count

We declare that in submitting all work for this assessment we have read, understood and agreed to the content and expectations of the Assessment declaration.

PARTA 2

Introduction 2

Question1 3

Question2: 5

PARTB 7

ArticleNumber4 7

ArticleNumber15: 7

REFERENCES: 8

APPENDIX: 11

INTRODUCTION

Human resourcemanagementstrategiesincreaseresilience,evolving through the organization's ability to manage human resourcesto establish strategiesto respond to possiblebadproblems(Lengnick-Haletal.2011).Inthemidstofacompetitivemarketin modern times,an organization'sinternalcapabilities,especialyitsability tobeflexible,

innovativeandcreativearethefactorsthatmakeitsuccessful(Chenetal.2015).Moreover, managingemployeeperformanceisa chalengebecauseemployeesareoneofthefactors

thathaveastrongimpactoncompanyproductvity.Thepurposeofthispaperistodebate

therelationshipbetweenemployeeperformanceandhumanresourcepracticesintermsof

groupworkandethicalmanagementoftheorganization

QUESTION1

ThedefinitionprovidedbyAproova(2019),teamworkisthecooperationwithothermembers

toachievethegoalssetbytheorganization.SomeresearchersbelievethatTeamworkaims

toincreasethenumberofideastocompletetheassignedtask,increasetheabilitytofocus on completing thework and reducetherisk ofthetask (Khan & Mashikhi2017).The importance ofTeamwork has been found to have a positive impact on organizational

productvity,withhighexpectationsforthedevelopmentofemployee-companyrelationships (Hanaysha2016).Currently,duetothedevelopmentoftechnologyandtheoutbreakofthe Covid-19 pandemic createsdifficulties forcommunication;however,Deloitte encourages

tryingtoform ateam,applyingcross-functionaltoestablishtheabilitytoreacteffectively long-term businessresponse (Deloitte n.d).Itcan be seen thatTeamwork bringsmany values,performanceandbenefitstotheactvitiesoftheorganization

Accordingtotheanalysis,teamworkalowsincreasingtheenhancementofthegroupand Each memberfrom speed,quality,creatvity,employeesatisfaction& productvity(Figure 1).Thesevaluesare demonstrated by Ford MotorCo,which thecompany stated thatit welcomesalcontributions,candifeedbackandworkstogetherasateam,asafamily(Ford n.d).In2015,aFordcarproductcaledF-150hadanupgradefrom steeltoaluminum (Matt Ford 2014),sothemodelattractedpeopleand consumersvoted bythecontest'Bestover TruckBrandfor2015'(DeRango2016).ToimplementtheF-150plan,theteamsmustwork

paralelondifferentaspectsofthevehicleandhaveameetingeverymonthin18monthsto

controlandensuretheworkprogress(Cheggn.d).Furthermore,JulieLodge-Jarrett-Chief TalentOfficerofFord MotorCo,stated thattalented ndividuals& diverseteamswould generatemoreideasforthecompanyandclients,whichwilhelpthem getmoreopportunity tocreatemorediversity.Indeed,creatvity& innovationhasbecomeacompetitivefactorin 21st-centurybusinesses(Gehani2011);sondividualcreatvitytoperceivethedevelopment ofnew products and processes.Therefore,at present,new researches and advanced technologieshavebeenwidelydisseminatedtoserveandsupporttheabilitytoform groups; itcanbeseenthatmanybusinesseshaveoptmizedtheirabilitytoworkingroups

Figure 1: Team contributions (Nankeris, Baird & Coffey 2019)

Duringcovid-19,manybusinessescouldnotassemblaface-to-facemeetingteam,andthey appliedtechnologyapplicationstomeetface-to-facetoassembltheteam.However,some comments demonstrate contrasting consequences of group contributions to tablet performance.Organizationshavehighexpectationsfortaskstobeperformedeffectivelybya team ofperformersratherthanndividual’sperformance(Tripathy2018).However,ifthere isnoharmony ofviewsamong membersordisagreementwith theorganization brings

negativefactorstotheorganization (Knights& McCabe2000).Manyemployeesrefuseto workingroupsbecausetheybelievetheyarebetterabletoitcanleadtopoorperformance oftheassignedtasksandharasstherelationshipbetweenmember,andbuildingtrustisnot enoughtoconvinceemployeestoworkeffectivelyingroups(Nankeris,Baird& Coffey2019; Kiffin-Petersen& Cordery2010).In moredetail,when an ndividualwantstochangethe group'sworkstandardtohisstandard,productvitywilbeaffectedbecauseothermembers

wilbeannoyed by theirstandards,and theabilitytoexchangeinformation wilalsobe affectedwilbelmited.ThegroupthatIwantisthateveryonehasasenseofself-discipline andwantsalmemberstocontributeideastocreateauniform decision,butinreality,most

memberswantothermembersto folow theirown personalopinion so

thatitwiladd pressureandchaostothegroup.

In conclusion, it can be seen that the group's ability to operate has a substantial impact on task and business results To ensure operational performance, organizations need to have a team performance management strategy, set goals, and support group work knowledge education.

QUESTION2:

Customersoftenknowsastheelementthatconsideras'everything'tothebusiness.Even so,therewasapubliccasereleaseaboutUnitedAirlinesdraggingoffalate-flightcustomer

in 2017;Theincidenthada4% decreasein thebrand'smarketvalue(Kotasova2017).It wasreported thatthe man refused to 'giveup hisseat'during an overbooked flight,a situation thatshouldhavebeen resolvedthrough verbalcommunication ratherthan non-verbalcommunication ascoerciveaction.Evidencewasposted byvideofootagetaken by passengersontheflight.Indeed,Ghani(2020)hasevidencedthatfastfashionbrandssuch asZara,H&M andForever21manufacturesincountriesthatusechildandfemallabor, such as India,Pakistan,and Bangladesh.According to UNICEF (2020),the problems

becomeexigentcasethatmilionsofchildren and women areatrisk ofbeingforcedinto ilegallaborduetotheCOVID-19crisis.Therefore,thegovernmentofcountrieswithhigh laborresourcesneedtotakeactiontopreventit.Accordingtothedefinition ofMarkham (2007),‘ethics’isthecodeofconduct,attitudeandbehaviorsthatanndividualawareofthe differencebetweenrightandwrongorgoodandbad

Atpresent,businesses have been applying written ethics policies,operating with the purposeofdemonstratingtheethicalbehaviorofbusinessestomeetthestandardneedsof

corporatesocialresponsbilities(CSR)(Shin 2014).Inaddition,supportingandrewarding members with ethicalbehavioraswelas being in an ethicalenvironmentwithin the organizationhasapositiveimpactonjobsatisfactionandcommitment(Koh& Boo2001)

However,thereisnow muchwrongdoinghappeningintheworldingeneralandbusinesses in particular,so it has affected the way the organization operates, which in turn underscorestheneedforaneffectivetoolformanagingethicalissuesinbusiness(SnelMan 2015)

Itcan besaid thatorganizationalcultureincluding beliefs,goals,and practiceplaysan importantrolein buildingethicalbehaviorofemployeesand ithelpsemployeesperform optimaly(Parboteeahetal.2014).Therefore,HRmanagersmustberesponsibleforcreating and operating an ethicalenvironmentthatpromotesthedevelopmentofinternalethics; Severalstudies have demonstrated that although each ndividualhas unique ethical behaviors,in business-relationship context,employees frequently base themselves on supportand direction from managers to institute accountability and ethicalbehaviors (Ghosh2008).Forabetterunderstanding,Wesfarmers'scodeofconducthasoutlinedtheir

ethicalpracticesforemployees(Appendix1)andWesfarmersexpectreaderstobeableto

improvethrough thereading.In addition,when acompanystrivestoachievethehighest ethicalandbehavioralstandardsinthesupplychain,trainingsofethicalsources& modern slavery are provided to the manager to certain their capability to judge unethical (Wesfarmersn.d).Incontrast,therearebusinessesthatabusechildlaborandvulnerable women thatarepromoting short-term businessactvities,thereisa high probability of makingunethicaldecisionsin theorganization.theirposition.With Wesfarmers'reviews from employees,they receivepositivefeedback aboutthecompany'scultureand working environment.TheaboveshredsofevidencehavedemonstratedthesuccessofWesfarmersin

establishing and implementing ethical environmental organization rules, they have achievedtheirstatedgoals

ThescandalsofUnitedAirlinesmentionedabovedemonstratethatethicalbehaviourisstil possibledespitethestandardssetandtheorganization'ssupportoftheethicaljudgement Fairiesapproachtheircustomersinaviolentmanner,whichgoesagainsttheorganization code

of conduct Furthermore, United Airlines clearly states every person in the organization commitment deal honestly, ethicaly and behave fairly with customers, competitors,and everyonewhointeractswith theorganization (UnitedAirlines2017).As proofoftheabove,Mooreetal.(2012)pointoutthatinadditiontoethicalissuesraisedby the organization,ndividuals also contribute to unethicalchoices that make up the

workplace.Therefore,itcan besaidthatethicscomesfrom

peopleinseniorpositionsand ndividualworkingintheorganization.

Inconclusion,referencesto'enthicalscandals'haveemergedworldwideandthatpatternis becomingmorecomplexduetoprofitoptmizationanddiscrminatorytendencies.Indeed,it

isclearthatthehuman resourcesdepartmentplaysan importantrolein developingand

enhancingethicalpracticesforbusinessesbyestablishingandensuringsustainability.The chalenge isforbusinessesto expose and elminate unethicalbehaviorand theactions

associated with it.Therefore,to ensure optimalbusiness performance,HR managers

requireoptimalobservation,investigationofunethicalbehavior

PARTB

Articlenumber4

● Ehnert, I, Parsa, S, Roper, I, Wagner, M & Muller-Camen, M 2016, ‘Reporting on

sustainability and HRM: A comparative study of sustainability reporting practices by the world's

largest companies’, The International Journal of Human Resource Management, vol 27(1), pp

88-108 https://rmitlibraryvn.rmit.edu.vn/discovery/fulldisplay?

context=PC&vid=84RVI_INST:84RVI&search_scope=MyInst_and_CI&tab=Everything&docid=

cdi_gale_businessinsightsgauss_A481235464

ArticlecreatedbesideEhnertetal.identfied& comparedtheassessmentofHRM practices and environmental performance through reports with the purpose of sustainable development

of MNCs across the globe.Intending to meet public awareness ofthe

importanceoftheorganization'scontributiontosustainabledevelopment,corporationshave anadditionalincentivetoreportonthecompany'ssustainabilityperformance.Theauthor

hasgatheredsustainabilityreportsgain from 138biggestglobalfirms,classfiedthem as companiesinLMES,coordinatedmarketeconomiesandlibertymarketeconomiesorCMEs

.Ehnertetal.folw threecriteriaofGRIguidelinestodeveloptheabovethreetypesof

hypotheses.Folowing the test,theresultsshow thatlabour-related ndicatorshave the samevalueasenvironment-related values;thereporton sustainable HRM isnotmuch differentfrom theinternationalone;theinternalworkforceisbeingfocusedmorethanstaff inthesupplychain.Thearticleclarfiesthemeaningandprovisionofnew perspectiveson 'sustainableHRM'throughresearchreports.However,within-depthanalystsonthisissue,

forexample,ifthere isa potentialdifference between companiesusing thesame HRM

model,the possbilities wilbe lmited due to the lack ofqualfied human resources Avaiable and sample size selected.In conclusion,the author emphasizes the need for sustainable development and consistency ofbusinesses,including HRM practices and stakeholders.Afterresearchingthisarticle,HR managersshouldbroaden theirhorizons, carefulyconsideringwhethersustainabilitymanagementworksintheircontext

Articlenumber15:

● Akkermans, J, Tims, M, Beijer, S, & De Cuyper, N 2019, ‘Should employers invest in employability? Examining employability as a mediator in the HRM–commitment relationship’, Frontiers in Psychology, vol 10, pp 717 < https://rmitlibraryvn.rmit.edu.vn/discovery/fulldisplay? context=PC&vid=84RVI_INST:84RVI&search_scope=MyInst_and_CI&tab=Everything&docid= cdi_doaj_primary_oai_doaj_org_article_0ed7de0917a74214a9033697e39614a6 >

Thepaperfrom Akkermansetal.providestherelationshipamongworkplaceengagement& enhancedemployabilityacrossHR practices.Inthedirectionofdemonstratingthecentral role ofrecruitment in HR practices and engagements,they created a digitalsurvey conductedbyapplyingsocialmedia platformstogain information & receiveinformation Knowledge,abilityandcommitmentofthendividualhiring.Theauthordevelopedthree

hypothesesandtestedthem for6monthsto1year.So,theresultsdemonstratedapositive relationshipthankstothethreefactorsstudied:participation & communication practices andthefactorsupportingtraininganddevelopment,whichHRpracticesalow employeesto havemoreawarenessoftheorganization working association;and theability torecruit inside& outsidethecompany

Through thearticlecontent,careerperspectivehad been boughtintothenotionofSocial Exchange,andperspectiveofemployabilitywascontrastinglyargued,soitshowsthereader thenew abilitiesofHR practices.Oneofthelmitationsthatmostbusinessesfaceisrelated

to data and sample quality,which hindersthe ability to experimentwith new things

Furthermore,theauthorhasidentfiedabilateralrelationshipasa'win-win relationship' between theabilitytoinvestin recruitmentunderHR practicesand commitmentin the workplace.In my pointofview,theabovestudieshaveshed some lighton the 'ethical related’implementedinHR practices,inaddition,theauthorhassuccessfulyemphasized

thebenefitsofmutualybeneficialrelationshipswithintheorganization,Atthesametime, theaboveresearchhashelpedmegainmoreknowledgeaboutethicalmanagement

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