Houston Community College System HR Management Essay

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Houston Community College System

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Please write 2 separated parts

1)From your text (Pages 51 - 54):( reading pages attached below) How is the employment relationship that is typical in modern organizations different from the relationship a generation ago?

Approximately 1-page, 12-point font (double-space OK) is required.

2)Based on the following articles from WSJ and Bloomberg (see attached link), should employers impose hiring quotas in efforts to promote diversity?

https://www.bloomberg.com/news/articles/2021-07-13/california-s-racial-quota-for-company-boards-hit-with-lawsuit

https://www.wsj.com/articles/california-rolls-out-diversity-quotas-for-corporate-boards-11601507471

 

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||| Reader Preferences Change in the Employment Relationship LO 2-7 Explain how the nature of the employment relationship is changing. Technology and the other trends we have described in this chapter require managers at all levels to make rapid changes in response to new opportunities, competitive challenges, and customer demands. These changes are most likely to succeed in flexible, forward-thinking organizations, and the employees who will thrive in such organizations need to be flexible and open to change as well. In this environment, employers and employees have begun to reshape the employment relationship.50 A Psychological Contract We can think of that relationship in terms of a psychological contract, a description of what an employee expects to contribute in an employment relationship and what the employer will provide the employee in exchange for those contributions.51 Unlike a written sales contract, the psychological contract is not formally put into words. Instead it describes unspoken expectations that are widely held by employers and employees. In the traditional version of this psychological contract, organizations expected their employees to contribute time, effort, skills, abilities, and loyalty. In return, the organizations would provide job security and opportunities for promotion. Psychological Contract A description of what an employee expects to contribute in an employment relationship and what the employer will provide the employee in exchange for those contributions. However, this arrangement is being replaced with a new type of psychological contract. Companies expect employees to take more responsibility for their own careers, from seeking training to balancing work and family. These expectations result in less job security for employees, who can count on working for several companies over the course of a career. In exchange for top performance and working longer hours without job security, employees want companies to provide flexible work schedules, comfortable working conditions, more control over how they accomplish work, training and development opportunities, and financial incentives based on how the organization performs. Employees realize that companies cannot provide employment security, so they want employability. This means they want their company to provide training and job experiences to help ensure that they can find other employment opportunities. page 52 In the federal government's most recent survey of employee tenure in 2018, workers age 25 and older report they had been working with their present employer for a median of just 4.2 years.52 Workers 55 and older tend to have a much longer tenure, and so do workers in government jobs. Still, if less than five years with a company is typical, this amounts to many employers in the course of one's career. In fact, some employees engage in job hopping, the intentional practice of changing jobs frequently-say, every year or two-especially in recent years, when the national unemployment rate had dropped to historic lows with employers offering attractive salaries and benefits to fill open positions.53 Job hopping can be appealing to an employee as a way to stave off boredom and win some rapid increases in pay and responsibility. Some employees even are able to pick short-term jobs that give them valuable, carefully targeted experiences. However, there are some significant disadvantages. Every time the employee starts with a new employer, the employee needs to learn a new network of contacts and a new set of policies and procedures. This can slow down the employee's ability to learn a career in depth and reduce the employee's value to each employer. Therefore, employers tend to be wary of a job candidate who seems to have a history of job hopping. They may interpret job hopping as evidence of a character flaw such as inability to make a commitment or lack of conscientiousness. Often, employees can enjoy variety, develop skills, and build an interesting career without ich honning by asking for challenging assignments and cultivating a network of professional contacts within their present company||| = J Declining Union Membership Another trend affecting the employment relationship has been ongoing for several decades. As we will explore in Chapter 15, the percentage of employees who belong to unions has been declining since the 1980s. Outside of government agencies, fewer U.S. workers today are union members. This trend is consistent with the idea of individual workers taking responsibility for their own careers. Whereas once many workers saw strength in numbers from joining a union, perhaps workers of the Internet era will prefer using numbers a different way: finding salary data and employer reviews online to negotiate their own career paths. Flexibility LO 2-8 Discuss how the need for flexibility affects human resource management. The psychological contract largely results from the HRM challenge of building a committed, productive workforce in turbulent economic conditions-conditions that offer opportunity for financial success but can also quickly turn sour, making every employee expendable. From the organization's perspective, the key to survival in a fast-changing environment is flexibility. Organizations want to be able to change as fast as customer needs and economic conditions change. Flexibility in human resource management includes flexible staffing levels and flexible work schedules. Flexible Staffing Levels A flexible workforce is one the organization can quickly reshape and resize to meet its changing needs. To be able to do this without massive hiring and firing campaigns, organizations are using page 53 more alternative work arrangements. Alternative work arrangements are methods of staffing other than the traditional hiring of full-time employees. There are a variety of methods, with the following being most common: Alternative Work Arrangements Methods of staffing other than the traditional hiring of full-time employees (for example, use of independent contractors, on-call workers, temporary workers, and contract workers). ● ● ● Independent contractors are self-employed individuals with multiple clients. On-call workers are persons who work for an organization only when they are needed. Temporary workers are employed by a temporary agency; client organizations pay the agency for the services of these workers. Contract workers are employed directly by a company for a specific time or on a specific project as stipulated in a written contract. However, employers need to use these options with care. In general, if employers direct workers in the details of how and when they do their jobs, these workers are legally defined as employees, not contractors. In that case, employers must meet the legal requirements for paying the employer's share of Social Security, Medicare, and unemployment insurance. Recent research estimates that more than one-third of the U.S. workforce consists of contingent workers of one kind or another. Most of them are on the payrolls of the companies they serve, with self-employed workers representing around 11% of workers.54 Employers once mainly relied on contingent workers to fill administrative jobs, but now turn to contingent work arrangements for production workers, technical support, and even some professional tasks, such as graphic design, engineering, and finance. A major reason for the popularity of contingent work arrangements is that paying contractors enables an organization to pay only for completion of specific tasks and therefore to control costs. < 52 / 582 >Gig Economy Situation in which companies rely primarily on alternative work arrangements to meet service and product demands. More workers in alternative employment relationships are choosing these arrangements, but preferences vary. Most independent contractors and contract workers have this type of arrangement by choice. In contrast, temporary agency workers and on-call workers are likely to prefer traditional full-time employment. There is some debate about whether nontraditional employment relationships are good or bad. Some labor analysts argue that alternative work arrangements are substandard jobs featuring low pay, fear of unemployment, poor health insurance and retirement benefits, and dissatisfying work. Sometimes it is difficult or impossible for organizations to know whether these contract workers, located anywhere in the world, have safe working conditions and are not children. Others claim that these jobs provide flexibility for companies and employees alike. With alternative work arrangements, organizations can more easily modify the number of their employees. Continually adjusting staffing levels is especially cost effective for an organization that has fluctuating demand for its products and services. And when an organization downsizes by laying off temporary and part-time employees, the damage to morale among permanent full-time workers is likely to be less severe. Flexible Work Schedules The globalization of the world economy and the development of e-commerce have made the notion of a 40-hour workweek obsolete. As a result, companies need to be staffed 24 hours a day, seven days a week. Employees in manufacturing environments and service call centers are being asked to work 12-hour days or to work afternoon or midnight shifts. Similarly, professional employees face long hours and work demands that spill over into their personal lives. E-mail, texts, and tweets bombard employees with information and work demands. In the car, on vacation, on planes, and even in the bathroom, employees can be interrupted by work demands. More demanding work results in greater employee stress, less satisfied employees, loss of productivity, and higher turnover-all of which are costly for companies. page 54 Multitasking has become a way of life for many employees who need to make the most of every minute. This trend is affecting human resource management and the employees it supports. Fuse/Getty Images
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View attached explanation and answer. Let me know if you have any questions.Hello again🙋‍♂️I've attached the final copies of discussion one and two down below. Please review them then get back to me in case you'll need any changes made, I'll be around to help.Thank you!🙏

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Human Resource Management: Discussion One

Student’s Name
Institutional Affiliation
Instructor’s Name
Course Name
Date

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Human Resource Management: Discussion One
Given the technological advancement and the integration of contemporary management
and organizational models in companies, employment relationships have transitioned
significantly over time. First, the psychological contract’s expectations have shifted from
employees expecting job security to them creating opportunities for tenure independently.
Traditional organization set-ups required employees to provide loyalty, skills, time, and effort
with a guarantee of job security and promotion. In contrast, today’s companies, exempting
government institutions, cannot guarantee employment security but still require employees to
advance their careers by engaging in training and skill development. As a resu...

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