Managing People Assignment Sample

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Introduction of Managing People in workplace Assignment

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A critical instrument in upgrading the equality of workplaces and making inclusive cultivation is called flexible working. The good sides like helping parents get back to work, decreasing the gap in gender pay, favouring people with fluttering health situations, and other caring responsibilities. In a project completed by a group of international workplaces, flexible working is being used by a percentage of 80% of occupations in Australia to upgrade talent capacity. The task of HRM leaders is to upgrade objective judgement-building processes by creating ingenious ways of accosting workplace pReferences, and flourishing inclusive ambiences which produce scopes for each employee.

Importance of diversity and inclusion in the workplace: In the opinion of Deloitte, there are 2.3 terms superior amount flow for every employee in diverse companies. It has been discovered that inclusive teams can improve the performance of the team up to the range of 30% in environments of high diversity. Flexible working hours in corporate sectors after covid 19: The vulnerable pandemic called covid 19 quicker subsist trends in work called remote work, automation and also near about 25% more employees than before allotted potentially lacking switching occupations (Chung, and Van der Lippe, 2020).

This study will navigate and analyse the advantages and favourable parts of flexible working and convey the disadvantage and inequality resulting from flexible working.

An argument in favour of the statement

Diversity and inclusivity inflexible workplace results in productivity

Research demonstrates that diversity increases organisational flexibility, recruitment, retention, and financial sustainability. A varied workforce can bring a competitive advantage and boost organisational adaptation to changing markets. Such benefits can thus be fostered by ensuring optimal circumstances for a diversified workforce, including the granting of FWA. Flexible Working or Flex Work is described as any working arrangement that incorporates remote work, telecommuting, part-time and freelancing, and other flexible working arrangements. Work arrangements that can be modified and changed by both the employer and employee are included in this category (Yu, Burke, and Raad, 2019). Flexibility in the workplace has grown in popularity in recent years, not just in the United States but also overseas. Recent polls show that between 30 and 40 per cent of all employees have some flexible work arrangement in the US.

Moreover, some polls show that over 20% of all workers who resigned in the past year because they were refused a flex work arrangement did so because they could not find a new job. Flexibility in the workplace is becoming more popular as the labour market in the United States expands, and a record number of individuals leave their current positions. With the rise of the Gig Economy or the Freelancing Economy, the number of employees and professionals who identify themselves as Flex Workers is increasing at an alarming rate every day (Setiyani et al., 2019).

For the past 30 years, an argument has been placed between the researchers that diversity and inclusion are profitable for business. Promoters that adored diversity, including inclusion, way more productive and pragmatic, beat their opponents and allure a larger variety of customers, finally profiting the quarter line. The task of leaders is to upgrade purpose judgement-creating on processes by creating inventive paths of accosting work areas preference, and developing inclusive ambience which produces scopes for all workers (Lott, 2020). Work area D&I is compound, and merely making several workforces isn't the goal. It prefers continuous trying, engagement and controlling.

It's evident from recent studies that HRM is central to development in any association, and the terms alluded to are the right way to shelter that. With the balance bill being accepted, it will refer to workplaces that will not have to begin thinking about creating these alternatives to ingathering; on the other hand, they have to equip them very soon. Anyway, that is a good move in development, other places such as counsellor, delivery chain variety and development and leading still necessary to be concerned on to ensure administrations are helping t minority advancement within their companies

Role of HRM in promoting diversity and inclusion through flexible working:

When it comes to HR strategies for dealing with modern types of working arrangements, corporations should indeed have a strategy for working from home, remote work, and telecommuting in the interest of both their workers and their own. For example, the employer can agree to pay for the workers' home phone, Wi-Fi, and broadband access. Employees can access their cloud-based apps from any location, at any time, using any device (Vargas-Llave et al., 2020).

The HR team can effectively utilise video conferencing platforms like Skype, Google Hangouts, and others to improve their virtual meetings and reduce their need for physical presence in the workplace. Flex Work is used by IBM, a leading multinational corporation on the East Coast of the United States, in some locations where employees are located in semi-urban and rural areas and work entirely from home. As a result, IBM has saved annual investment on rent and other costs that are soaring in cities, while also lessening their burden in terms of population growth. This result has been reflected in its 2020 annual report as well (Vargas Llave, and Weber, 2020). There was a high correlation between customer expectations and employee seniority and the "availability" of workers who work in ways that vary from their full-time counterparts (e.g., care leave, dialysis, study, etc.). Where work schedules are predictable and conventional, the potential of workers being absent from the workplace for part of the week is not an issue.

Employers view anything outside of this setting as undesirable and particularly tough. In the case of TelCo contact center workers, for example, attendance patterns are agreed upon and then "fixed" so that employees know their working schedule for the year ahead (Aziz-Ur-Rehman, and Siddiqui, 2019). There are processes in place for urgent time off, such as swaps and various types of special leave. There are many FWA in the firms we looked at, but those in customer-facing and senior-level roles find them problematic since they put the standard 24-hour customer service at risk. Remainder of the kinds of Flex Employment, including Remote Job, Telecommuting, and Work from Home possibilities, are forms of work in which the employee has more Agency over his or her work, if freelancing and gig workers are excluded (Putra et al., 2020). To put it another way, allowing workers to work remotely, from home, or through telecommuting instills a sense of control over their job. Due to the rise in the proportion of female employees, working mothers and even physically challenged individuals in Global workspace and the necessity to strike a balance between family and work life, Flex Work is becoming more popular. Even in the United States, some companies allow their female workers to take a longer Maternity Leave term through remote work and working from home choices so that they don't have to go on unpaid leave once their maternity leave is done (Xiang et al., 2021).

Argument against the statement

Flexible working leads to the disadvantageous scenario, by resulting into inequity

There have already been studies on flexible work practices (Leslie et al. 2012) and working from home (WFH). Economic research reveals that teleworkers are theoretically associated with both greater and lower pay than "traditional" workers. Thus, the relationship between WFH and income inequality remains ambiguous and debated. There is a possibility that lower salary levels may be a result of a poorer productivity of workers who work from home (Kolasa, Rubaszek, and Walerych, 2021). As a result of attending child and elderly care, time flexibility, and lower commute costs, WFH may have a lower disutility. The use of telework, on the other hand, may result in lower expenses for companies, which may lead to greater salaries for workers. There are some teleworkers in the United States who earn more money than their counterparts, but the results vary by career, gender, parental status, and level of teleworking intensity. WFH is simpler for those with higher incomes who have access to high-speed Internet, according to recent research in the United States (Clarke, Alshenalfi, and Garavan, 2019) .

Massive shifts in the American workforce have been brought about by remote working, strengthening the pre-existing disparities and inequities. The following scenarios show how working remotely might have negative consequences. Some experts believe that the United States is in the middle of a cessation in which record rates of women are dropping out of the labour market due to the difficulty of juggling work commitments, childcare, virtual schooling, and housekeeping (Ballantine, Wall, and Ward, 2022). Older employees and minorities indicate worries about unconscious prejudice, a lack of representation, and a perception that the remote workplace is more tolerant for toxic or discriminating conduct that would be simpler to monitor if work were done in the office. More than a quarter of rural working people have no internet service that is fast enough for remote work. There is less social support from co-workers since it is harder to conduct challenging talks, create trust and stimulate organic innovation in a geographically spread work-from-home environment. The digital gap must be closed if rural residents are to benefit from more high-paying industrial occupations that can be conducted online if they have access to high-speed broadband (Pavlova, 2020).

It is important for some people to be able to balance their job and personal needs, but experts argue that the study discloses antiquated beliefs that could exacerbate existing workplace inequities. Workplace isolation and the lack of face-to-face interaction with co-workers may be particularly challenging for disabled workers, female workers, parents, and caregivers, according to new research. In 2014, the UK made it mandatory for employees with at least six months of service to request flexible work schedules from their employers. The "implementation gap" observed by King's College London's Laura Jones at the Global Institute for Women's Leadership suggests that women who receive these perks are viewed as less ambitious than their peers. Even more, lower-paid workers who are considered "non-essential" are typically the ones who require the most flexibility in order to care for their families while working, but are less likely to get it.

HR strategies to mitigate the inequity and promote diversity in flexible working space

There is value in flexible working, but HR regulations must be structured in a way that ensures that all employees are treated equally. According to a number of studies, affirmative action programs have evolved over the years into codified HR policies, practices, and processes designed to remove barriers to employment and development for underrepresented groups. Group membership is taken into account in various ways in these structured HR systems; nonetheless, they are often characterised by the extent to which they are designed to do so inflexible working scenario (Peprah, Agyemang, and Damoah, 2020).

Due to methods like administering standard exams to potential workers and utilising performance-review forms based on objective criteria, managers are forced to base hiring choices more on performance indicators than on demographics. To avoid employment discrimination and inequity, it is said that managers and supervisors may inadvertently be affected by their personal prejudices if they are allowed the freedom to take a person's demographic features into consideration while making choices regarding hiring and promotion. Theoretically, management discretion and hence the possibility of conscious or unconscious prejudice should be removed if extraneous factors (such as gender, sexual orientation, religion, or race) are omitted (Ewald, and Hogg, 2020). If a company looking to implement identity-conscious or targeted procedures, the HRM needs to consider objective performance metrics and demographic variables.

Both identity-blind and identity-conscious HR systems attempt to make recruiting, salary (job equity) and promotion choices based on individual merit, independent of demographic or other personal qualities, thus it is crucial to keep this in mind while comparing the two. Researchers have found that, despite the fact that formalised HR structures are intended to limit the effects of managers' unconscious biases, how well they are established and used depends heavily on whether managers favour those policies in remote working scenarios. There is a strong correlation between the amount to which leaders promote equal employment opportunities and affirmative action, as well as the effectiveness of identity-conscious institutions in boosting hiring and progression for underrepresented groups while introducing flexible workspace. Companies should implement diversity training, which aims to minimise bias and raise knowledge of the value of diversity in the workplace (Timms, Brough, and Chan, 2020).

Researchers have shown that diversity training has had little impact on the number of women and minorities in the ranks of management. When it comes to recruiting and promotion, diversity training isn't always going to help, but it may help to change individual attitudes in the workplace and thus lead to the implementation of additional programs aimed at eliminating workplace prejudice.

To varying degrees, diversity training programs aim to influence either people's cognition (how they perceive and feel about diversity) or attitudes (how they act in response to it) rather than just their behaviour (skill at taking less-biased actions). When it comes to the development of cognitive and skill-based learning, diversity training outperforms attitudes, according to a recent evaluation of the available literature (Langner, 2018). Changes in attitudes and behaviours are vulnerable to relapse once training has stopped, according to a meta-analysis of around 258 research. Organisations may get the most out of their diversity training investment if they focus on programs based on cognition.

This type of training is more effective when it involves active types of education like simulations and conversations and is delivered by a person rather than an internet software. Additionally, longer-term diversity training programs tend to have a greater impact on trainee attitudes and knowledge and skill acquisition in managing employee inequity. Research shows that more extensive and engaging diversity training is more effective in addressing prejudices and generating settings that aid in the reduction of workplace discrimination than other approaches (Peprah, Agyemang, and Damoah, 2020). Using resume scanning software to look for terms that males are more likely to include on their resumes is an excellent example of bias in recruitment because it may easily misunderstand or misrank prospects (not to mention allow them to fall through the cracks). Additionally, the algorithms may look for prior job titles and educational backgrounds that white males are more likely to have held.

Diversity training that is part of a wider set of practices has been demonstrated to have greater benefits on learning outcomes than training that is conducted in isolation, which is in line with previous research on structured HR structures (Subramaniam et al., 2020). An integrated approach to diversity education that incorporates training as part of an overall program of education is more likely to have a positive impact on trainee attitudes and behaviour.

Conclusion

A healthy workplace culture relies on a diverse and inclusive workforce. In order to recruit and keep top people and remain competitive in your industry, the HRM must establish an atmosphere that is friendly to the diverse experiences and viewpoints of the workforce. Human resources professionals must find new methods to link diversity and inclusion to business value and, as a result, develop workplace cultures that survive even in the most uncertain business environments, such as a pandemic. One of the most important aspects of an organisation's culture is its ability to attract and retain top talent, and diversity and inclusion have a huge impact on this. Inclusion and diversity are no longer only compliance-based, minimum-requirement standards laid down by law. They've gone a long way. They've evolved since then, focusing on maximising the investor's return on investment (the investment being diversity itself). Inclusion harnesses our differences for the greater good since variety symbolises all the ways in which we are different. Intended to foster an atmosphere of engagement, respect and connection and ultimately to generate commercial value, inclusion attempts to use diverse beliefs, backgrounds, skills, capabilities, and ways of life.

Reference

Aziz-Ur-Rehman, M. and Siddiqui, D.A., 2019. Relationship between flexible working arrangements and job satisfaction mediated by work-life balance: Evidence from public sector universities employees of Pakistan. Available at SSRN 3510918.

Ballantine, J.A., Wall, T. and Ward, A.M., 2022. Flexible working in the public sector–a case of inflexibility: senior managers' experiences. Employee Relations: The International Journal, (ahead-of-print).

Chung, H. and Van der Lippe, T., 2020. Flexible working, work-life balance, and gender equality: Introduction. Social Indicators Research, 151(2), pp.365-381.

Clarke, N., Alshenalfi, N. and Garavan, T., 2019. Upward influence tactics and their effects on job performance ratings and flexible working arrangements: The mediating roles of mutual recognition respect and mutual appraisal respect. Human Resource Management, 58(4), pp.397-416.

Ewald, A. and Hogg, R., 2020. Invisible boundaries: Barriers to flexible working arrangements for fathers. Community, Work & Family, pp.1-17.

Kolasa, M., Rubaszek, M. and Walerych, M., 2021. Do flexible working hours amplify or stabilise unemployment fluctuations?. European Economic Review, 131, p.103605.

Langner, L.A., 2018. Flexible men and successful women: The effects of flexible working hours on German couples’ wages. Work, employment and society, 32(4), pp.687-706.

Lott, Y., 2020. Does flexibility help employees switch off from work? Flexible working-time arrangements and cognitive work-to-home spillover for women and men in Germany. Social Indicators Research, 151(2), pp.471-494.

Pavlova, O., 2020. The impact of flexible working arrangements on competitive advantages of organisation. In 14th prof. Vladas Gronskas International scientific conference (pp. 55-61).

Peprah, A.A., Agyemang, C.B. and Damoah, O.B.O., 2020. Flexible working schedules in SMEs: Evidence from a developing country. Business Strategy & Development, 3(4), pp.640-647.

Putra, K.C., Pratama, T.A., Linggautama, R.A. and Prasetyaningtyas, S.W., 2020. The Impact of Flexible Working Hours, Remote Working, and Work-Life Balance to Employee Satisfaction in Banking Industry during Covid-19 Pandemic Period. Journal of Business and Management Review, 1(5), pp.341-353.

Setiyani, A., Djumarno, D., Riyanto, S. and Nawangsari, L., 2019. The effect of work environment on flexible working hours, employee engagement and employee motivation. International Review of Management and Marketing, 9(3), p.112.

Subramaniam, G., Ramachandran, J., Putit, L. and Raju, R., 2020. Exploring Academics’ Work-Life Balance and Stress Levels Using Flexible Working Arrangements. Environment-Behaviour Proceedings Journal, 5(15), pp.469-476.

Timms, C., Brough, P. and Chan, X.W.C., 2020. Employees’ psychological health and the impact of flexible working arrangements. In Flexible Work (pp. 35-47). Routledge.

Vargas Llave, O. and Weber, T., 2020. Regulations to address work-life balance in digital flexible working arrangements. Eurofound [Internet].

Vargas-Llave, O., Mandl, I., Weber, T. and Wilkens, M., 2020. Telework and ICT-based mobile work: Flexible working in the digital age. New Forms of Employment Series.

Xiang, N., Whitehouse, G., Tomaszewski, W. and Martin, B., 2021. The benefits and penalties of formal and informal flexible working-time arrangements: evidence from a cohort study of Australian mothers. The International Journal of Human Resource Management, pp.1-22.

Yu, R., Burke, M. and Raad, N., 2019. Exploring impact of future flexible working model evolution on urban environment, economy and planning. Journal of Urban Management, 8(3), pp.447-457.

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