Legal Compliance: Xerox

The HR department officials in most organizations perform as they should. In most cases, they also focus on achieving the right things. Human Resource departments focus organizing, controlling, and hiring employees in organizations. When organizations apply HR practices, the results are great client satisfaction, a good net margin, and reduced sickness absence (Richard and Johnson, 2001). Vermeeren et al. (2014) posit that there is a great relationship between performance and HRM. Most organizations use the human resource department to ensure that operations run smoothly.

The workplace is a delicate environment filled with different personalities types. These differing needs of feeling safe and comfortable create many challenges in the workplace. The creation of the Human Resource Department has helped create a safety net for all employees to fall under and create a stable environment for employees to feel safe and secure. Regulations such as Equal Employment Opportunity Commission and the Department of Labor have in some ways removed the common sense and compassion in the workplace and replaced it with litigation. The effect of these regulations have balanced the workplace and created a more

Human resource departments today have a more distinct, calculated position within organizations, and human resource strategy influences the bottom line. “One of the challenges for HR leaders is convincing executive leadership teams that human capital is one of the most important resources in which the company can invest” (Mayhew, 2014, p.). Subsequently, “this return on investment is an essential part of the argument for including HR as part of an overall business strategy” (Mayhew, 2014, p.). Human resource departments utilize the information given to them from company executives and leaders, coupled with their respective expertise on all things personnel, and they plan and implement staffing concerns for the betterment of the organization. From preparing job analysis, to comparing inventory and forecasting, it is the responsibility of human resources to consider the objectives of an organization and fulfill those goals while operating the specific planning relative to HR.

In an era of organizational flux due to competition and globalization, companies and employees are faced with constant change. Leaders must be able to adapt to change as the environment shifts. HR has been known as the organizational change agent, administrative expert, and employee advocate. More recently they have been regarded as business strategic partners for many organizations. In order to be successful and remain competitive in today’s market, Human Resources (HR) must be considered a strategic partner if an organization wants to flourish. Top executives today commit significant resources to ensure that their company’s functions are capable of rapid change and achieving their

Human Resources Management (HRM) has many applications in the business world. This paper will identify three key lessons learned about HRM. It will also outline how these concepts can be applied in the real world to enhance professional effectiveness. This paper will then tie together how these lessons relate to effective HRM concepts, practices and systems. Lastly, this paper will outline specific thinking and behavior changes as well as actions that will lead to successful implementation of these key lessons learned into daily management practices.

Performance Managementfor human resource departments it is important; to utilize the skills, focus and provide incentives for employees that are based on performance to achieve the organization’s goal. Human resource departments need to provide training and programs that are accessible to help enhance members of the organization’s learning with constant changes in policies and procedures.

The Human Resource Department promotes organizational effectiveness by providing programs and services that plans, organizes, leads, and controls the company’s personnel. By hiring, qualify staff and retaining existing employees thus empowering Atha Corporation to meet its operational goals and objectives. The purpose statement promotes trust, motivation, collaboration, and support for the employees when it states that by “retaining existing employees will empower the organization to meet the operational goals and objectives. In order to be an effective manager (Robbins, 2013) states that “management is the process of getting things done, effectively and efficiently, through and with other people” (pg. 6). This statement defines why a purpose statement is the trait of an effective manager.

The recommendations do not go beyond the law requirements. Other factors were the company was within legal compliance because the HR manager responds quickly with an action plan that was received by the employees, and the leadership teams. The above was an important because it is essential to maintain loyal and committed employees. Cascio, 2009, stated that the most vital assets are people, there can be no true ownership. The best that corporations can do is to create an environment that makes the best people want to stay.16 Therein lies the challenge of managing human

Publicly commit to fair treatment of all employees should involve in the disciplinary process. Before determining the appropriate level discipline, it is important to understand what motivates employees to do wrong. In most cases, employees can do wrong due to character, pressure/advancement, resources/capacity, or judgement/competence. Since human resources typically oversee employee relations and discipline as well as compensation and benefits, the compliance department should draw on the human resources department’s expertise. To establish clear standards and expectations regarding ethics and compliance in the workplace is the first step to determine the appropriate level discipline. The second step is to design a disciplinary system that yields clear, consistent, and predictable penalties for malfeasance. The compliance needs to ensure that discipline is consistently applied across departments and throughout the organizational hierarchy. Third, determine which department or managerial function will

‘HR strategy, a ‘people plan’, that will help you ensure you have the right people in your business, at the right time with the right skills to ensure you achieve your business goals’.

The third is motivation, which supplies motivation for employees to develop and grow in the job by providing benchmarks during the year. The fourth is accountability, which creates accountability for employees and managers/supervisors. This will help all employees prioritize competing projects or initiatives for each individual or department. Managers conduct initial performance planning discussing with employees and provide direction through coaching sections. After the performance planning discussion, employee’s drafts performance plan for the manager’s review. This planning discussion is followed up by the employee finalizing his or her draft with his or her manager. Overall, managers/supervisors at each level develop specific goals that support department or team goals which in turn support the corporate and function/operational group scorecard metrics.

One of the most dominant factor is the fact that human resources are the most valuable assets of an organization. Another important principle, expressed by Ashly Pinnington in her book ‘Human Resource Management Ethics and Employment’, is that “a succesful business is more likely to be achieved if the personal polices and

Xerox defines diversity as a priceless resource and a key to their success. It more than just race or gender. By incorporating in a company like xerox different cultures and ways of thinking it expands the mind set of the company and leads toward creating innovative solutions and business opportunities (Xerox).

Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)

The functions of HR for aligning a new performance management system with the strategic plan: