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Management

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Feb 20, 2024

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In today’s workplace, both employees and employers maintain certain levels of expectations of each other and, although the process involves various stakeholders, CEOs are oftentimes responsible for establishing the practices and culture within an organization. Part of this includes establishing HR practices that both protect the employee and benefit the business. As such, there are several recommendations CEOs can follow to foster both strategically and theologically sound HR practices. CEOs should begin by first working with their HR departments to develop policies that are both clear and comprehensive, which align with the organization’s mission and values. The policies should govern the entirety of the employee life cycle, from recruiting to the termination. The most successful organizations can have their employees work to their full potential through training and development initiatives, for which they are subsequently rewarded through means of promotions, bonuses, etc. CEOs looking to implement strategic HR practices can utilize performance philosophies in terms of compensation, which Valentine et al. describe as “compensation decisions reflect performance differences. Pay raises or incentives are structured to reward performance differences (quantity, quality, speed of work, customer satisfaction, etc.) among employees” (Valentine et al., 2020). This aligns with Keller’s view on work in his text, “Every Good Endeavor,” which emphasizes the significance of working to our full potential, as our work is a way to use our given ability to serve the world and subsequently be rewarded. “Nothing is more satisfying than a sense that through our work we have accomplished some lasting achievement” (Keller, 2012). Research conducted by Green and Heywood demonstrated that employees who received performance-based pay reported higher levels of job satisfaction, with the researchers stating, “workers prefer employment environments seen as rewarding their productivity, and that such environments increase worker optimism about future employment. In addition, some types of performance pay may be part of a bundle of HRM innovations associated with high-performance workplaces. Such workplaces may create greater feelings of belonging, esteem and commitment” (Green & Heywood, 2008). The next recommendation would be to have HR practices that foster a culture of diversity and inclusion, throughout the organization including at the management and executive levels. “The changing demographics in the workplace bring challenges for leaders because they are managing the various values and cultures of their employees as they work to create the culture of their organization” (Davis, 2018). This includes diversity in the hiring process, within the organization in terms of inclusion, growth and development, and diversity training. Given the laws that govern equal opportunity employment, this goes hand in hand with creating clear and comprehensive HR policies. As stated by Valentine et al., “Employers must comply with a variety of EEO regulations and guidelines, and to do so, it is essential that they have a written EEO policy statement. Employers should widely communicate this policy by posting it on bulletin boards, printing it in employee handbooks, reproducing it in organizational newsletters, and reinforcing it in training programs” (Valentine et al., 2020). This is echoed by Hardy who explains that to promote inclusion in the workplace, organizations must adopt a "human- centered" approach to work design, which involves creating work that is meaningful, challenging, and fulfilling for workers (Hardy, 1990).

The final recommendation would to be create an organizational culture based on a strong ethical code of conduct, with expectations for both employees and employers outlined and maintained. By doing so, the CEO can promote a positive internal and external reputation for the organization and potentially avoid legal issues. In developing HR practices that govern ethics, CEOs should look to include employees from the beginning, as they are more likely to buy into any process they have a say in. Organizations should also provide continuous training for employees so they can understand and comply with such policies, which would ideally be updated periodically. As such, these policies must be enforced consistently in terms of duration and personnel. As stated by Smith and Kouchaki, “Ethical learning is a lifelong process, and it doesn’t happen by rote (do this, don’t do that). Neuroscientific research suggests that when faced with moral quandaries, we fall back on prototypes, or mental models. Our moral evolution requires us to add to and update those prototypes as we gain experience. So in addition to preparing people for onetime moral challenges, employers should foster an environment that encourages them to become more ethical in the long run by practicing moral reflection” (Smith & Kouchaki, 2021). References Davis, M. W. (2018). Absence of diversity at the leadership level. Journal of Practical Consulting , 6 (1), 148-154. Green, C., & Heywood, J. S. (2008). Does performance pay increase job satisfaction?. Economica , 75 (300), 710-728. Hardy, L. (1990). The Fabric of this World: Inquiries Into Calling, Career choice, and the Design of Human Work . Grand Rapids, MI: William B. Eerdmans. ISBN: 9780802802989. Keller, T. (2012). Every Good Endeavor: Connecting Your Work to God’s Work . New York, NY: Dutton/Penguin Group. ISBN: 9780525952701. Smith, I., & Kouchaki, M. (2021, October 19). Building an ethical company . Harvard Business Review. Retrieved March 9, 2023, from https://hbr.org/2021/11/building-an-ethical-company Valentine, S.R. et al. (2020). Human Resource Management (16th ed.). Boston, MA: Cengage. ISBN: 9780357033852.

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