Landholders and Rural Communities †Free Samples to Students

Question: Discuss about the Landholders and Rural Communities. Answer: Introduction The major globalization has invoked some of the most important and interesting speculations about the global economic conditions where distinct organization have turned and twisted some of their rules and strategies to make the work environment more effective and efficient to help it gather better opportunities in terms of competitive advantage. Human Resource management in one of the crucial tool of an organization that is instrumental to help achieve the organization to reach better heights in terms of business and growth (Hendry, 2012). With the help of this report, the fundamentals and the principles of Human Resource Management has been explained with relevance and the major concerns related to it. To help in better understanding the fundaments, an organization has been taken into account. The different features of the organization have been explained with accordance to the topic of discussion that includes some of the key challenges faced by the organization and the recommendations to avert and rectify them. The organization taken into consideration is Rio Tinto, a mining company based in Australia by the help of which the topic has been justified. The purpose of this report is to help understand and analyze the organizational environment, the specific issues and recommendation of practical solutions with reference and relevance to the topic. The key to drive an organization towards a specific goal is its successful management strategies. One of the important strategies to control an organization is achieved through effective management of Human Resource (Bratton Gold, 2012). Human resource management as the name signifies is the procedure of effective and maximized utilization of the available resources along with the skilled workforce. The principle purpose of human resource management is to make proficient utilization of the existing workforce in an organization (Jiang et al., 2012). Objectives of Human Resource management Human resource management of every organization performs with accordance to three important achievable objectives as per a new perspective (Storey, 2014). They are as follows. The social objectives of the organization includes the social responsibility of meeting the needs and the challenges of the society as well as minimizing the negative backfires of demands upon the organization such as the failure to use the resources for the benefit of the society may result in limitations. The organizational objective of human resource management is to understand about the subsistence of it and the steps that are necessary to be taken for the sole benefit of the organization. Human resource management is not only limited to itself but to help assist the organization achieve its objectives and goals. The functional objective of human resource management is to retain the respective departments involvement to an optimal level to the organizational needs and demands. The resources become useless whenever the human resource management functions at higher or lower levels than the level of the required demands or needs. In other words, the functionality of human resource management is to maintain the required efforts and prevention of the resource depletion. Personal objective involves the meeting of the needs and the demands of the workforce in order to keep them motivated and retain their dedication as well as involvement towards the organization. Failure to meets the demands or the needs might result in discontentment amongst the employees as a result of which they might start exhibiting under performance or desert the organization might as well contributing to the organizational failure. Characteristics of Human resource management Human resource management involves strategic management function such as planning, organizing, directing as well as controlling. It includes the development and the maintaining of the human resources in an organization. It is instrumental and fundamental in the achievement of the organizational, social and the personal objectives. Human resource is a multiple disciplinary department that functions of the fundaments and theoretical practices of psychology, management, communication, economics as well as sociology. Human resource management is a continuous and never ending process whose success lies in ignition of team spirit amongst the employees and help them understand the strength of team work, in turn helping the organization achieve its goals and objectives (Anderson, 2013). Determination of the labor demand and the supply Determining of the labor demand and supply through matrices showing the proportion of employees in different service categories at different period. Effectively reducing or downsizing the labor shortage or surplus by effective strategic planning. Identification of potential candidates and their count for the respective positions along with the recruiting sources such as internal and external recruiting, image advertising, direct application or referrals, public or private employment agencies (Taylor, 2014). Human resource is instrumental in the selection process as well where the organization gets to decide the best recruit fit for the job or position, which is decided by the organizational history in its ability to adapt, survive and grow. The selection methods are based on the factors like reliability, consistency, validity, utility and legality. Correlation of human resource management with work culture and diversity management Human resource management is a management strategy that is instrumental and influential in the functioning of the various activities of an organization. Human resource as previously explained is directly linked in accordance with diversity management of an organization, which in turn in influential in controlling the work culture of the organization. Diversity management in short is the management strategy that helps manage the similarities and the differences amongst the employees in an organization. Diversity management is a strategy that is specially formulated to impart a unity amongst the employees and effectively ripping off discrimination within an organization (Harvey Allard, 2015). This key principle of this management strategy is to accommodate and unify the workforce irrespective of the diverse cultural attributes in a workplace. Human resource management along with diversity management works side by side to induce a healthy and beneficial work culture by efficiency reducing the discrimination on grounds of caste, class, color, sex, chronological age, interpersonal attributes, corporate backgrounds, educational qualifications and individual personality (Sabharwal, 2014) In this manner a healthy and flexible work culture can be induced that would enhance the workplace and positively reinforce the employees towards maximum productivity which would in turn be beneficial for the organization not just in terms of productivity but in terms of good reputation as well. Organizational background The organization that has been taken into consideration is Rio Tinto. It is an Australian- British multinational organization and one of the largest mining and metals corporations of the world (Pellegrino Lodhia, 2012). This organization was formed when a international association of investors purchased a mine in Rio Tinto in Spain from the Spanish government. The company has merged and placed itself as one of the largest mining companies in the world that excavates natural minerals such as aluminum, iron ore, copper, uranium, coal and diamonds. Rio Tinto not only operates in the extraction of these minerals but is also functional in the refining process of these minerals especially bauxite and iron ore. The company mainly operates in six major continents, primly concentrating in Australia. Rio Tinto has developed the worlds some of the best high graded mines and operations. It operates through around 35 countries across six major continents all around the globe. The industry has entered into collaboration with new customers and partners as well as local communities. The minerals that are being extracted are not just for industrial purpose but they are essential for daily innovations, purposes and utility, which is fundamental in economic and communal growth and prosperity. Organizational demographics refer to the factors that are responsible for the growth and the sustenance of the organization. Rio Tinto has a clear and effective strategy that follows the principles of four Ps. Portfolio, performance, People and Partners (Yakovleva, 2017). The portfolio involves around the approach of possessing world class assets that includes the multiple decades of essential minerals that delivers huge revenue returns throughout the activity cycle and materialize a long term growth. A clear and strategic framework has been used to calculate the existing assets as well as built newer ones. This is achievable by taking into consideration of the competitive advantages and the uniqueness of the assets to ensure a strong and stable return. The performance is based on the factor of safety, that being the most important concern and foundation of everything that is incorporated. The main revenue is generated through the transition from the mine to the international market. Hence, the priority is shifted from volume to values that are implemented on all the decisions related to the operation and investment. Latest technology and innovations are well introduced to cater intense and complicated geological and environmental pressures. The main aim of the marketing teams is to focus and collaborate to maximize the values from the activities and keep the resources fully channeled towards the business building. Human progress and priority is the core purpose of Rio Tinto. This is instrumental in terms of attracting, developing and retaining the best people that would be crucial for the future success. Establishment of enthusiastic centers of distinction to reinforce the technological and commercial capabilities and is committed towards building a diverse and comprehensive workforce throughout the organization. A diverse workforce and environment is fundamental in terms of creating a better workplace that would be crucial in the longer run. Rio Tinto works in agreement with the legal implementation of the Workplace Gender Equality Act 2012 that enforces every employee to work with equal dignity and respect, without any kind of indiscrimination, thus encouraging a diversified work culture. Partnerships influence every phase of the value sequence and mining activity life cycle. To linger competitive, effectively supervise the sole risk profiles of the business and secure admission to newer source of essential supplies, collaboration with an assortment of exterior stakeholders, customers, suppliers, investors, governments and local communities needs to be followed. Challenges faced by Rio Tinto The most crucial challenge that is faced by Rio Tinto is in terms of labor supply. Rio Tinto a sole believer in the values of Accountability, Teamwork, Integrity and Respect. However, Rio Tinto has a few shameful incidents and cases that has been alleged against it (Hossain et al., 2013). Shameful incidents have taken place under the organization that mostly violated the companys claims regards its principles. There are countless claims of human and labor rights violations are a result of which there is always a shortage and high demands in terms of labor due to grievances and strikes (Hebdon Noh, 2013). With respect to the tainted past Rio Tinto faces major concerns with respect to recruitment since some of the projects have been banned due to the violation of the rights resulting in the loss of livelihood of many workers (McDonald, Mayes Pini, 2012). As well as lack of proper communication, regarding the recruitment also is fundamental in less keen employees working in the industry. Recommendation Several strategies can be used to rectify and improvise the older strategies to meet with the challenges. Proper ways of advertising and recruitment information dissemination needs to be implemented to successfully spread the word and gather fresh recruits (Raufflet, Cruz Bres, 2014). Proper way of applying for the post needs to be mandatory for the better understanding capability of the applied candidates. Exceptional attention should be given while short listing of the resumes and cross examining them to understand better about the candidates regarding skills and knowledge (Bakker Shepherd, 2017). Selection process should be rigorous to evaluate the capability of the candidates and their respective skills for the post applied. Clear justification needs to be made regarding the job responsibilities and the wages to prevent future conflicts with the organization (Kowalska, 2014) Conclusion With the help of this report the fundamentals of human resource management and recruitment has been discussed with reference to Rio Tonto, a large mining corporation. As per the report it can be concluded that Rio Tinto faces several issues related to workforce, since most of the employees either back our from their duty or they lose their lives due to working under harsh working conditions or due to the violation of the company norms that was initially stated to be maintained. In terms or recruiting and selection of workers it is a liability since proper selection of candidates are not being made in terms of employment Recommendations have been provided to ensure the rectification of the errors that are being committed in terms of recruitment and selection of candidates for the mining industry and job. Proper clarification regarding the job responsibilities and the wages should to be provided to prevent future employment disruption or loss. References Anderson, V. (2013).Research methods in human resource management: investigating a business issue. Kogan Page Publishers. Bakker, R. M., Shepherd, D. A. (2017). Pull the plug or take the plunge: Multiple opportunities and the speed of venturing decisions in the Australian mining industry.Academy of Management Journal,60(1), 130-155. Bratton, J., Gold, J. (2012).Human resource management: theory and practice. Palgrave Macmillan. Harvey, C. P., Allard, M. (2015).Understanding and managing diversity: Readings, cases, and exercises. Pearson. Hebdon, R., Noh, S. C. (2013). A theory of workplace conflict development: from grievances to strikes.New forms and expressions of conflict at work. Basingstoke: Palgrave Macmillan, 26-47. Hendry, C. (2012).Human resource management. Routledge. Hossain, D., Gorman, D., Chapelle, B., Mann, W., Saal, R., Penton, G. (2013). Impact of the mining industry on the mental health of landholders and rural communities in southwest Queensland.Australasian Psychiatry,21(1), 32-37. Jiang, K., Lepak, D. P., Hu, J., Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms.Academy of management Journal,55(6), 1264-1294. Kowalska, I. J. (2014). Risk management in the hard coal mining industry: Social and environmental aspects of collieries liquidation.Resources Policy,41, 124-134. McDonald, P., Mayes, R., Pini, B. (2012). Mining work, family and community: A spatially-oriented approach to the impact of the Ravensthorpe nickel mine closure in remote Australia.Journal of Industrial Relations,54(1), 22-40. Pellegrino, C., Lodhia, S. (2012). Climate change accounting and the Australian mining industry: exploring the links between corporate disclosure and the generation of legitimacy.Journal of Cleaner Production,36, 68-82. Raufflet, E., Cruz, L. B., Bres, L. (2014). An assessment of corporate social responsibility practices in the mining and oil and gas industries.Journal of Cleaner production,84, 256-270. Sabharwal, M. (2014). Is diversity management sufficient? Organizational inclusion to further performance.Public Personnel Management,43(2), 197-217. Storey, J. (2014).New Perspectives on Human Resource Management (Routledge Revivals). Routledge. Taylor, S. (2014). Recruitment and selection.Strategic Human Resource Management: An International Perspective,10(6), 139-14. Yakovleva, N. (2017).Corporate social responsibility in the mining industries. Routledge.