Human Resource/Management Relations, Selection, and Discrimination
Reply to Classmate’s Post (C.M)
• Your reply to the classmate’s post (see below) must be 250-300 words
• 2 Scholarly Sources (published within the last 5 years) must be used and cited properly in text and in References section (APA 7th Edition)
• The textbook must also be used as a source
• Include Biblical integration (include Scripture, passage, and how it applies)
• All citations and references must be in current APA format
• Do not use the same sources or Biblical integration from your former post (also included below) or that the classmate used
Classmate’s (C.M)Post to Reply to:
Managers should not be given more autonomy to make personnel decisions such as hiring, appraising, and compensating subordinates. Giving managers too much leeway in these areas can lead to unethical actions. Supervision is the process through which a supervisor takes deliberate efforts to secure the compliance and cooperation of subordinates to achieve some organizational goal” (Indeed Editorial Team, 2023).
If it helps the team meet its production goals, a supervisor or manager may pay an employee to execute an action that the firm does not officially sanction. Despite not meeting all the qualifications for the position, a manager may hire someone they know personally. Employees receive constructive criticism through the performance appraisal process (Noe, 2023). Additionally, The HR division’s primary responsibility is to enforce uniformity of practice across the organization. Almost all workers would have protested more about being treated unfairly if managers had been allowed to follow their views about hiring, evaluating, and paying staff. One of my friends, for instance, spent ten years of her professional life in Asia. One long-term worker answered a manager who genuinely worked in the U.S. headquarters. That proactive manager advanced one of his Asian employees to a position whose title was not specified, and the position was located in Asia. Several Asian workers with comparable work histories would like to be fast-tracked or raised to the same position as their white counterparts. The Asian HR department had to deal with an unnecessary problem because of this. Staff members should be treated fairly. One way to become more objective is to institute more hands-on management.
Suppose an employee has developed a “good old boy” relationship with their manager. Such a person has a higher chance of getting a pay increase since the manager can review than another worker who does not have such an advantage. Decision-making about personnel should have a multi-level framework that accommodates views and reviews from other organizational departments. When this is done, it will help to ensure that the interests of the worker and those of the firm are emphasized. If internal problems like discrimination, unjust treatment of workers, and a lack of acknowledgment for excellence in exceeding job requirements are present, ” poorly managed performance management systems can have a disastrous effect on the morale of workers” (Hardy et al., 2016).
Human resource managers are crucial in preventing dishonest actions within their companies. In everyday activities, concerning employees, managers have the relevant information on the abilities of every individual on what they can do best and not. However, it is very important for other stakeholders to get involved in decision making on all practices to avoid any malicious favors from managers to particular a worker. A faulty balance is an abomination to the Lord, but a just weight is His delight, according to Proverbs 11:1 (New American Standard Bible). To ensure that there is no opportunity for a potential breakdown in attaining organizational goals, it is crucial that there be a balance of influence at work and that no one individual has too much authority.
The first stage is for managers to report to HR to determine what incidents require their attention but not to rule and act without consultation. It would help if you didn’t assume its simplicity. Whatever a manager does or doesn’t do can affect their legal situation. Human resources should not be expected to handle all aspects of personnel management.
Human Resources must be cautious not to insult the manager in explaining what problems should be reported. This is not because HR does not believe in the manager, but rather because of the department’s experience in the particular areas and that knowledge can be used for the better good of the organization.
A manager with a concern should have a rough idea of what they can say or do before calling the HR for help, and this is something the HR should assist in. Managers usually need to respond in some way when issues are brought to their notice, even though HR should eventually resolve the matter. For instance, what should a manager reply to an employee who tells her that she’s pregnant? The manager may respond, “not again,” or worse, if HR doesn’t provide direction. Managers also require guidance on hiring, making reports, equal hiring, and genuine compensation. Therefore, managers should not be given autonomy in the workplace.
Hardy, B., Alcock, T., & Malpass, J. (2016). The impact of changing management practices on the morale of contact center workers. In CIPD Applied Research Conference. https://www.cipd.co.uk/Images/the-impact-of-changing-management-practices-on-the-morale-of-contact-centre-workers_tcm18-22908.pdfLinks to an external site.
Indeed Editorial Team (2023). Supervisory Management: Definition, Skills, and Steps. Retrieved on: https://www.indeed.com/career-advice/career-development/supervisory-managementLinks to an external site..
Noe, R (2023). Human Resource Management – 13th edition. ISBN13: 9781264188895
Proverbs 11:1 (New American Standard Bible).
My Former Post and References Previously Used:
Discussion Thread: Managerial Autonomy
Managers should be given a level of autonomy in the workplace concerning personnel decisions involving hiring, promotions, evaluating, and rewarding employees. An organization’s success depends on its leadership and management strategies. Hence, good management is pivotal to ensuring a firm’s success. Good management, however, comes with giving the leaders and managers autonomy to control and guide the organization well. Managers aid in forming a healthy working environment by helping to hire the correct staff and personnel to meet organizational goals and objectives, thus they should be given enough autonomy in making those important decisions.
According to Krane and Van (2019), managerial autonomy refers to giving rights and freedom to managers to make organizational choices and decisions in the workplace. Managers assume a great amount of the responsibility for achieving a company’s goals. Managerial autonomy is healthy and beneficial to an organization since it promotes workplace independence and boosts staff morale and job satisfaction. However, giving too much autonomy comes with a fair share of disadvantages.
Managers can make biased decisions, such as unfairly hiring, firing, or compensating employees, that in turn may lead to organizational failure (Metwally et al., 2019). Therefore, managers should be given limited autonomy to avoid making independent decisions that may lead to an organization’s demise or cause an organization to falter. Personnel decisions in the should not be limited to managers. While managers should be afforded a certain level of autonomy, too much freedom may slow down the decision-making process and it may prove to be detrimental to allow managers to independently make personnel decisions without being required to, at the very least, consult with Human Resources. Managers and Human Resource personnel should work in unison when making personnel decisions. The manager would aid in assessing how the employee fits within the team based on their intellect and talent. The Human Resources team would ensure that organizational rules and regulations are followed to prevent managers from being biased in staffing.
While operating within any given amount of autonomy, managers should be aware of and expected to adhere to applicable rules and regulations regarding personnel decisions. Power without constraint may prove detrimental to the department and the organization. Managers who have complete autonomy are more likely to make incompetent, unfair, or unethical decisions that may harm the organization. Such actions may reduce staff morale, with some employees feeling inferior and vulnerable to the manager’s wrath or may leave the organization vulnerable to lawsuits.
Centralized companies allow managerial autonomy and give managers great freedom and authority over their employees. They have the freedom to hire personnel and promote or terminate them without necessarily having justifiable reasons (Noe et al., 2023). It can lead to biases since the manager is not answerable to anyone, and the organization considers their decisions, whether fair or unfair, as final decisions. Additionally, they can use their autonomy to promote their self-interests outside the organizational principles, code of ethics, and operating procedure.
Managerial autonomy is important in the workplace but should be limited to avoid bias and corruption. The more power given to a manager, the more likely they are to abuse it. Hence, managers should be given freedom enough to be effective and efficient but should operate within certain organizational limits. They must operate within the organizational procedures and alongside other teams, such as the human resource management team (Noe et al., 2023). It will ensure there is no abuse of power in an organization. Therefore, managers should not be given too much power but should be accorded enough power to aid in running an organization effectively and meeting its objectives.
Giving managerial autonomy is important in running an organization as it allows managers to easily make good and important decisions that benefit the company. However, too much freedom creates imbalance as the manager operates without following rules and regulations. From the Christian point of view, good leadership and management come from God, and thus good leaders are selected by God. Good leadership is a result of fearing the Lord and following his commands. God gave man the freedom to live in the world but gave the Ten Commandments, for example, and Scripture as a whole, to provide boundaries and wisdom (Exodus 20:2-17).
Krause, T., & Van Thiel, S. (2018). Perceived managerial autonomy in municipally owned corporations: Disentangling the impact of output control, process control, and policy-profession conflict. Public Management Review, 21(2), 187–211. https://doi.org/10.1080/14719037.2018.1473472
Metwally, D., Ruiz-Palomino, P., Metwally, M., & Gartzia, L. (2019). How ethical leadership shapes employees’ readiness to change: The mediating role of an organizational culture of effectiveness. Frontiers in Psychology, 10. https://doi.org/10.3389/fpsyg.2019.02493
Noe, R., Hollenbeck, J., Gerhart, B., & Wright, P. (2023). Human Resources Management: Gaining a Competitive Advantage, Thirteenth Edition. New York, MA: McGraw-Hill Education.