Human Resources Policies Essay Example for Free

Human Resources Policies Essay Armstrong, (2006) defined Human Resource policies as continuing guidelines on the approach the organization intends to adopt in managing its people. In addition, it can also be defined as the philosophies and values of the organization on how people should be treated, and from these are derived the principles upon which managers are expected to act when dealing with Human Resource matters. Human Resource policies therefore serve as reference points when employment practices are being developed, and when decisions are being made about people. Mullins, (2005) highlighted that Human Resource Management must be committed to creating a working environment free from discrimination and where all employees are treated equally with dignity, courtesy and respect. This can be done by putting into place Human Resource policies that shows how people should be treated, and from these are derived the principles upon which managers are expected to act when dealing with Human Resource matters. The most common areas in which specific Human Resource policies exist are HIV and AIDS, discipline, employee development, employee relations, recruitment and selection, equal opportunity, grievances, health and safety, managing diversity, promotion, redundancy, reward, sexual harassment, substance abuse and work life balance and e-mails and the internet. Cole (1997) argued that this employment equity policy helps in preventing discrimination and promoting equality in the workplace. The equal opportunity policy should spell out the organization’s determination to give equal opportunities to all, irrespective of sex, race, creed, disability, age or marital status. The policy should also deal with the extent to which the organization wants to take affirmative action to redress imbalances between numbers employed according to sex or race, or to differences in the levels of qualifications and skills they have achieved. According to the Labour Act (Chapter 28:01),Section 5 states that no employer shall discriminate any employee or prospective employee on grounds of race, tribe, place of origin, political opinion, colour, creed, gender, pregnancy, HIV/AIDS status or subject to the Disabled Persons Act (Chapter 17:01). Every manager must take steps to promote equal opportunity in the workplace by eliminating unfair discrimination in any employment policy or practice within their sphere of authority. All forms of unfair discrimination, whether direct or indirect, are prohibited and it is the responsibility of all employees to inform themselves about and refrain from perpetrating unfair discrimination. The sexual harassment policy is another policy which aims at preventing and managing sexual harassment in the workplace. Sexual harassment is unwanted and unwelcome sexual advances, requests for sexual favours, and other verbal or physical conduct of a sexual nature that is made either explicitly or implicitly a term or condition of employment; or is used as the basis for employment decisions affecting such an individual. The company must prohibit inappropriate conduct that is sexual in nature at work, on company business, or at company sponsored events. This can be done by prohibiting comments, jokes, or degrading language or behavior that is sexual in nature, sexually suggestive objects, books, magazines, photographs, cartoons, pictures, calendars, posters or electronic communications and unwelcome sexual advances, requests for sexual favours, or any sexual touching this is according to Armstrong (2006). Sexual harassment is prohibited whether it’s between members of the opposite sex or members of the same sex. All managers have a key responsibility in establishing and maintaining a workplace free from personal harassment and they are directly responsible for the conduct of their staff. Sexual harassment is regarded as gross industrial misconduct and if proved makes the individual liable for instant dismissal. Less severe penalties may be reserved for minor cases but there will always be a warning that repetition will result in dismissal. Therefore all employees are expected to comply with this policy and that it is the pers onal responsibility of each employee to ensure that inappropriate conduct does not occur, as stated by Armstrong (2010). Safety policies should reflect the employers commitment to safety and health at work and should indicate what standards of behavior are to be aimed for in safety and health welfare matters. The policy statement should be drawn to the attention of all employees. In practice this is achieved by issuing a safety policy document to all employees via their pay packets, or by issuing company handbooks which include details of the policy. The important point is that the employer should be able to show that he has done more than just pin up a notice in various parts of his premises, this is postulated by Mullins (2005). The HIV/Aids policy is also used and its purpose is to provide guidance on managing departmental responses to HIV/AIDS in a manner that complies with the National Aids Policy and applicable laws, eliminates unfair discrimination and enables the harnessing of each person’s full potential. Employees who know that they are infected with HIV will not be obliged to disclose the fact to the company, but if they do, the fact will remain completely confidential. There must be no discrimination against anyone with or at risk of acquiring AIDS. In addition, employees infected by HIV or suffering from AIDS must be treated no differently from anyone else suffering a severe illness. All human resources processes and practices should promote an affirming non-discriminatory environment that fosters respect for the dignity of all while ensuring the maximum productivity of each employee regardless of HIV/AIDS status. This will be done through a regular review of all human resources practices and processes to eliminate existing or potential direct and indirect discrimination on the ground of HIV/AIDS. A prospective employee will not be required to disclose his or her HIV/AIDS status, there shall be no pre-employment HIV/AIDS testing in respect of a prospective employee and both permanent and contract employees are not obliged to disclose their HIV/AIDS status, as subject to Labour Relations Act (chapter 28:01). Recruitment and selection policies are also used to ensure a work environment that is anti discriminatory, democratic, respectful of rights, mindful of dignity and legally sound or legitimate. The Human resource department must be committed to utilise recruitment and selection practices that are based on merit, equity, objectivity, fairness and the need to redress the imbalances of the past so as to achieve a department that is broadly representative. According to Storey (1995), the recruitment process should reflect the department’s employment equity values and goals. Moreover, all phases of the recruitment process must support the recruitment of suitably qualified men and women from diverse racial and other backgrounds with a view to giving them an opportunity to serve all the people with excellence and responsiveness. Considerations of affirmative action will inform the entire recruitment process. The policy on age and employment should take into account that age is a poor predictor of job performance. It is misleading to equate physical and mental ability with age. More of the population are living active, healthy lives as they get older. Therefore the policy should define the approach the organization adopts to engaging, promoting and training older employees. It should emphasize that the only criterion for selection or promotion should be ability to do the job; and for training, the belief that the employee will benefit, irrespective of age. The policy should also state that age requirements should not be set out in external or internal job advertisements. Armstrong (2006). Diversity management policy is a concept that recognizes the benefits to be gained from differences. A policy on managing diversity recognizes that there are differences among employees and that these differences, if properly managed, will enable work to be done more efficiently and effectively. This concept does not focus exclusively on issues of discrimination but instead concentrates on recognizing the differences between people. Maund (2001) express it, the concept of managing diversity is founded on the premise that harnessing these differences will create a productive environment in which everyone will feel valued, where their talents are fully utilized and in which organizational goals are met. The diversity management policy must acknowledge cultural and individual differences in the workplace, state that the organization values the different qualities that people bring to their jobs, emphasize the need to eliminate bias in such areas as selection, promotion, performance asse ssment, pay and learning opportunities and focus attention on individual differences rather than group differences. Mathis, (2003) is of the view that the disciplinary policy should state that employees have the right to know what is expected of them and what could happen if they infringe the organization’s rules. It would also make the point that, in handling disciplinary cases, the organization will treat employees in accordance with the principles of natural justice. It must be the policy of the company that employees should be given a fair hearing by their immediate supervisor or manager concerning any grievances they may wish to raise, have the right to appeal to a more senior manager against a decision made by their immediate supervisor or manager and have the right to be accompanied by a representative of their own choice when raising a grievance or appealing against a decision. Cole, (1997) highlighted that the reward policy must cover matters as providing an equitable pay system, equal pay for work of equal value, paying for performance, competence, skill or contribution, sharing in the success of the organization and the relationship between levels of pay in the organization and market rates. There must not be discrimination of employees in pay levels. This will encourage the optimum productivity from employees and ensures high level of quality output. A performance management system must be put in place so as to pay employees according to their performance and efforts. Armstrong (2006) is of the opinion that job evaluation must also be done in a fairly and equitable manner so as to have a free work environment. In conclusion, companies must be committed to providing a work environment free of discrimination and harassment. Human Resource policies must prohibit discrimination and harassment in the workplace, whether committed by or against managers, co-workers, customers, vendors, or visitors. Employees must work and develop in an environment that is anti-discriminatory, democratic, respectful of rights, mindful of dignity, legally sound and productive. Workplace discrimination or harassment based on an employee’s race, colour, religion, sex, national origin, citizenship, age status, sexual orientation, disability, marital status, or any other basis prohibited by law, must not be tolerated. REFERENCES Armstrong, M. (2006) Strategic Human Resource Management, (3rd Ed), London: Kogan. Armstrong, M. (2006) A Handbook of Human Resource Management Practice, (10th Ed), London: Kogan. Cole G.A. (1997), Personnel Management, Theory and Practice, London: Continuum. Labour Relations Act Regulations (1998), HIV and AIDS, Government Printers: Zimbabwe. Maund, L. (2001), An Introduction to Human Resource Management Theory And Practice, New York: Palgrave. Mullins, L. J. (2005), Management and Organizational Behavior, England: Prentice Hall. Storey, J.(1995), Human Resource Management: A critical text, London: Routledge.