Advantages And Disadvantages Of Nepotism

Human Relations is defined as “the skill or ability to work effectively through and with other people” by Lamberton, L. H., & Minor, L. (2014) . However, there are external and internal influencing forces regarding human behavior that impact how we interact with others or behave in the workplace. It is vital for all employees in a company (regardless if they work in the Human Relations Department or) to be aware of influencing factors so they can not only be successful with their performance, but be successful as a team and help bolster the company’s successes. Some of the most important influencing factors are organizational climate/culture, work/life balance, Supervisor/Management, conflict/resolution, job performance/responsibility, and personal characteristics.

This report examines cultural and institutional factors of Mexico and how they can impact global HR management and practices. Specifically, by analyzing Mexican culture based on Hofstede’s dimensions, economy, labor legislation, union and employment tradition we reached the conclusion that the features of Mexican culture (high power distance, strong collectivism, high level of masculinity and uncertainty avoidance) and institutional factors have a strong impact on management styles and HR practices of business in Mexico and may arouse some challenges for global company and their expatriates, especially those from countries that bear different cultural features and institutional conditions. In order to minimize the potential conflict between Mexican local employees and expatriates, parent companies need to provide trainings (culture assimilation, country condition, etc.) before sending anybody to Mexico. Also, whether the expatriates should put more effort to disseminate home country (headquarter) culture or to adjust to local culture depends on the company’s strategy in terms of being localized or standardized around the globe.

There are more than enough data about employee-boss relationships. Findings from Davis and Landa (1999) clearly indicate that workers don’t trust their managers. As much as 64 percent of workers surveyed believe that their managers deliberately mislead them. As Danbom (2007) reports, surveys even tell that business doesn’t trust business! No wonder there are distrust among employees.

It is hypothesized that cultural differences in behaviour will mean differences in HRM practices within different cultures but those within the same cultural cluster will be similar whereas those in different clusters will be dissimilar. Employees and managers from different cultures take decisions in different ways – the processes, behaviours and values are not the same. People have different value orientations as a result of individual psychology, life-stage and generation and assumptions about behaviour determined by cultures are linked to a variety of organisational behaviours.

As part of week 2’s Organizational Diagnosis 1, this assignment will continue by describing and analyzing employee interactions within the Lincoln Financial Corporation’s Customer Service Department. Interpersonal relationships between co-workers play a vital and important role in one’s career and it enables one to further their career aspirations. Also, interpersonal relationships allow for verbal and written communication amongst co-workers. However, there are times when communication, employee relations are taxed and it calls for a company to determine ways to strengthen the work bonds among their employees. This paper will address both the positive and negative aspects of employee relationships and offer an analysis in terms of whether or not they are functional or dysfunctional.

There is always going to be a certain level of misunderstanding or miscommunication between employees in the workplace. But when the ugly specter of prejudice appears in the workplace, based on gender, ethnicity, cultural differences, religion or skin color, it can cause serious problems and hurtful feelings. This paper offers scholarly information on prejudice in the workplace and relates as to how prejudice can be reduced.

In a perfect world, people would be equal in rights, opportunities, and responsibilities, despite their race or gender. In the world we live in, however, we always face all kinds of neglect based on different attributes. All over the United States, certain people treat others with prejudice because of particular features they possess. Unfortunately, prejudice and discrimination occur even in places which, by definition, should be free of all personal prejudices – specifically, in offices and other business surroundings. This tragedy is called workplace discrimination; not every unfair behavior at work, however, can be assessed as discrimination. Discrimination in the workplace happens when an employee experiences unfair treatment due to their race, gender, age, religion, marital status, national origin, disability or veteran status, or other characteristics. Discrimination is one of the largest issues people face in the workplace and it must be dealt with. The U.S. have laws and regulations on discrimination but it still often occurs. Workplace discrimination appears in hiring, training, promotion, firing, and other institutional or interpersonal treatment. Discrimination sometimes causes an employee to leave or quit the workplace, resign from a position, or in more severe cases, to commit suicide or act violently against the discriminators. Discrimination is one of the largest issues many people face in the workplace.

Maintaining a strong employer and employee relationship can be the key to the ultimate success of an organisation. It is known that if a strong relationship is in place employees will be more productive, more efficient, create less conflict and will be more

Employees are an important part of any organization and organizations need to treat them as thus. In the 21st Century, as a result of changes in the labor markets, organizations are more responsive to worker conditions and this might have resulted in the

While many people have observed different work relationships and their effects on the individuals and the work environments, Omdahl has summarized and included many details about the relationships and how to avoid conflict within them. Friendships, managerial relationships and various other types of relationships within the workplace have been noted to have different approaches in handling or avoiding complications. Omdahl provides six principles for handling problems with workplace relationships. These principles range from how to set and hold expectations to seeking additional outside help when needed. The author includes several examples and research points from other

Scholars are required to explain the ethical implications of cultural abuse of leaders and manager power. The culturally abusive power selected is nepotism. An explanation will be provided as to why nepotism could be considered as culturally abusive. Also, a discussion regarding possible ways diversity could redirect the influence of nepotism. Nepotism is the power leaders and managers utilize to influence companies or organizations to give preferential treatment to friends, and relatives; particularly, as it relates to employment.

The same employee may have had close relationships with subordinates before they became supervisor. This example shows how occupation impacts behavior and how a change in position can alter individual behavior.

After analysing those three aspects, companies will be able to draw a line between gifts and bribes, using an ethical relativism or an ethical absolutism (Bricoe, Schuler and Tarique, 2012). This list must be integrated to a gift policy (anti-corruption code; see Appendix 2) that must to be well communicated, accepted and used by all members of the company. In top of that, the company should put in place controls system in order to check if the anti-corruption code is respected. The role of the international human resources management function is therefore crucial. The IHRM function needs to understand the different cultures the company is dealing with, to tolerate the cultural diversity while avoiding moral recklessness. This will ask the managers to conduct deep researches about the cultural differences and to train people concerning the anti-corruption code.

With regard to executive nationality staffing policies, “There are major four categories on the HRM within Multinational corporations : the ethnocentric approach, the

The organizational justice (OB, p. 256) is taken to extremes. Implementing the same reward through the company notwithstanding local market and standard of living, notwithstanding individual performance creates the feeling of inequity and does not encourage doing better than the average. Attempts to minimize sabotage appear to focus on treating employees fairly and honestly, by