Managing Human Resources in Health and Social Care
Managing Human Resources in Health and Social Care
Introduction
Recruiting efficient workers remains an important factor to the success of every organization. Consequently, organizations adopt approaches involving training and developing the most effective employees. Within the health and social care fields it is imperative measures aimed at understanding systems used to monitor and promote the development of employees are integrated. The paper explores the various legislative frameworks that must be observed during recruitment processes. This includes exploring leadership theories which can promote effective team spirit. This is particularly important to progress the healthcare organization leadership and management of the employees as well as the recruitment processes.
How Individuals Interact In Groups within Health and Social Care Settings
It is essential to note that the theories of behavior can be defined as the behaviors that are displayed by leaders since behavior remains the single most predictor of a leader’s results, success and influences. The Tuckman’s model remains the most famous theory that explains the manner in which individual’s work in groups. Tuckman divided the team interaction stages in four phases that include the forming phase, storming, norming, and performing.
Linking the Theories to Health and Social Care
In light of the formation of group’s theory, it is important to determine that the theory primary guides on how effective groups can be developed within the health and social care industry. The theory can be incorporated within this industry in the formation of effective groups that goes through the formation process (Rodgers, pp. 373.2014). The Belbin theory on the other hand provides appropriate approaches through which groups can work in partnership. The two theories in this case would aid in the formation of an effective group that incorporates the element of teamwork in the achievement of goals.
References
Downey, L, Lee, B, & Stough, C 2011, ‘Recruitment Consultant Revenue: Relationships with IQ, personality, and emotional intelligence’, International Journal Of Selection & Assessment, 19, 3, pp. 280-286, Academic Search Premier, EBSCOhost, viewed 14 April 2016.Retrived From: http://search.ebscohost.com/login.aspx?direct=true&db=aph&AN=64905370&site=ehost-live
Want help to write your Essay or Assignments? Click here
Human Resource Management Strategies that SMEs Business Leaders use to Increase Employee Productivity
Background of the Problem
Profitability in many organizations is below envisaged levels due to a lack of knowledge about effective usage of human capital among their HR professionals (Lawler &Mohrman, 2013). In Thailand, organizations that fail to implement the necessary HR strategies by their recommended HR professionals often record the lowest profits or no profits and collapse within 2 to 4 years of their existence (Becker &Huselid, 2014). Zaugg and Thom (2013) asserted that employee productivity and the subsequent profitability of many organizations could be increased through the adoption of appropriate human resource management (HRM) strategies and adjust to the fast- changing labour market.
The company productivity is directly linked to the employee’s productivity. If the employees are motivated and are given the freedom to express themselves in a way that corresponds to the operations of the company’s efforts will result to improved company performance.
Inefficiency as far as HR departments are concerned leads to insolvency or financial distress of companies. Organizations have efficiently played a role in improving the nature and the operations that are undertaken by the human resource (HR) professionals. The HR professionals’ role is to ensure that the employees are effective in increasing the company profitability and productivity (Wright et al., 2014).
The creations of sustainable HR strategies are essential for improved employee productivity and continued profitability in organizations in Thailand (Pfeffer&Veiga, 2014). For instance, firms in Thailand have adopted HR strategies such as motivation and ranking of position. This strategy helps the employees to work excellently so that they can get the reward and at least get promoted to a certain position. In return, the employees’ productivity and the company’s profitability increase since the two are directly linked to one another.
Problem Statement
More than 50% of small and medium-size enterprises (SMEs) business leader in Thailand fails to utilize strategic human resource management (HRM) practices to manage employee productivity (Platonova et al., 2013). HRM practice accounts for over 80% of employee productivity in SMEs (Platonova, Hernandez & Moorehouse, 2013).
The general business problem is that lack of HRM strategies to manage employee productivity could affect SMEs profitability (Chahal, Jyoti, & Rani, 2016). The specific business problem is that some SMEs business leaders in Bangkok, Thailand lack HRM strategies to increase employee productivity.
Purpose Statement
The purpose of this qualitative multiple case study is to explore human resource management (HRM) strategies that small and medium-sized (SMEs) business leaders use to increase employee productivity. The target population consists of SMEs in Bangkok, Thailand. I will interview five business leaders from SMEs who are successful in implementing HRM strategies to increase employee productivity in their perspective organization.
The implication for social change stems from its design to help businesses to implement strategies to increase employee productivity. Employee productivity could increase business profitability, which could foster growth, resulting in employment opportunities for local communities.
Research Question
What HRM strategies that SMEs business leaders use to increase employee productivity?
Interview Questions
1. What HRM strategies you use to increase employee productivity?
2. What are the challenges you face while implementing HRM strategies?
3. How do you overcome such challenges?
4. How do you know that you are successful in implementing HRM strategies?
5. What else could you share that is pertinent to your HRM strategies that we have not covered for increasing employee productivity?
Nature of the Study
There are three types of research method: a) qualitative, b) quantitative, and c) mixed method (O’Brien et al., 2014). In a qualitative method, a researcher seeks to understand the event from the perspective of those who are experiencing the phenomenon (Vaismoradi et al., 2013). Quantitative researchers use statistical method that gives numerical results to provide additional data sets for analysis (Blau et al., 2013; Gherardi&Perrotta, 2014; Wolgemuth, 2014).
In this study, I will be interviewing participants to understand the particular occurrence from their perspective. There will be no statistical analysis of numerical data. Therefore, I chose qualitative method over quantitative method. Mixed method, researchers use both qualitative and quantitative methods (Yin, 2014). The mixed methodology is not suitable for this study since the quantitative method is not viable.
There are many designs to choose from under qualitative method. In ethnographic design, a researcher collects ideas, histories, insight, and assumptions in cultural settings (Symons & Maggio, 2014). In narrative design, a researcher collects data in a storytelling format to find the research outcome (Benson, 2014). The purpose of this study is to explore HRM strategies to increase employee productivity.
Both ethnographic and narrative design is not suitable for my research because I am not collecting data in a story telling from the participant’s point of view or in cultural settings. The phenomenological design is suitable for the study that plans to explore the lived experiences of the participants (Wagstaff& Williams, 2014). In this study, I do not plan to capture the lived experience of participants in a general setting, and for this reason, the phenomenological design is not appropriate.
I will use a multiple case study design for this study because it offers in-depth information about a particular matter that would not be likely to get from other designs. The case study is exploratory in nature that integrates multiple data collection techniques and helps to develop common factors inherent in the collected data (Gherardi&Perrotta, 2014; Yin, 2014). The multiple case studies will allow me to interview select SMEs business leaders from multiple companies to understand their perspective on the phenomenon under study.
Conceptual Framework
The Ulrich model is the conceptual framework for this study. Ulrich and Yeung (1989) developed the Ulrich Model in 1989. The Ulrich Model views the human resource process in terms of talent acquisition, compensation and benefits, training and development, leadership, organizational design, and HR development (Brockbank et al., 2013). The model connects HR strategy, goals, objectives, and processes into an operating model (Brockbank et al., 2013).
The central objective of this model is to explain the relationship between the competency of HR professionals and the performance of the organization (Huselid et al., 2014). This framework is applicable to the study, as it will help me to understand how SMEs business leaders integrate HR strategies, HR goals and objectives, and HR process in their overall business strategy to increase employee productivity and business profitability.
Definition of Terms
The following defined terms are specific to the study topic. These definitions help the reader to understand the study as a whole.
Cognitive Orientation: Cognitive orientation describes the different ways an individual may go about the thinking process (Wolgemuth, 2014).
Competency Model: This is a set of expectations within organizations that are used to serve as benchmarks for exemplary performance and increased productivity (Wolgemuth, 2014).
Competency: Competency describes the ability someone’s to do something effectively or successfully (Huselid, Jackson & Schuler, 2014).
Effectiveness: It’s the potential of an organization to make use of its asset to generate cash inflow that exceeds its cash outflow (Yeung, Woolcock& Sullivan, 2013).
Human Capital: Human capital is the skills, knowledge, and experience possessed by an individual and includes education, experience, knowledge, and skills (Wright, Dunford& Snell 2014).
Management: It is the capability of a firm’s management to formulate and attain challenging objectives, take change and decisive practices, outdo the competitors and motivate other to execute efficiently (Weatherly, 2013).
Managerial Competencies: These are the motives, skills, as well as attitudes necessary for a job, including characteristics such as problem-solving, communication skills, the ability to work as a team, and customer focus (Weatherly, 2013).
Practices: Practices describes the ability to perform or carryout a particular method, custom, or activity regularly or habitually (Wright, McMahan & McWilliams, 2014).
Strategy: Strategy describes a policy or a plan of action designed to attain a major or overall aim of an organization (Yeung, Woolcock& Sullivan, 2013).
Sustainability: Sustainability is logical development based on the balance of economic, social, and environmental outcomes to provide benefits to multiple stakeholders (Huselid, Jackson & Schuler, 2014).
Assumptions, Limitations, and Delimitations
Assumptions
An assumption is acknowledged as accurate or confident to happen without having any proof, (Baranyi, Csapo, & Sallai, 2015). Making sure that the study is complete, there are several underlying assumptions. The first assumption is that during the interview process the researcher should obtain continuous feedback from the research participants. Secondly, during this study, women HR professionals are termed as considerate since they are looking for ways to increase the profitability of their organizations.
The third assumption is that the research participants would provide perspectives or ideas that would assist other HR professionals a not only focus on their industry and business alone but also think global and act the same time act local. This assumption made on the premise that the research participants will articulate how to use HR management strategies to increase organizations profitability.
Limitations
A limitation is the limiting circumstances or rule and restrictions, (Souba, & Souba, 2016). There is a limit of the study by the selected location of study, and there is a possibility of research participants unwilling to share or holding back information. For the mitigation of this limitation particularly the lack of willingness to open up and memory, the interview questions focused on specific issues followed by probing questions to seek for clarifications to ensure that short answers but on point according to the research questions obtained. The five research participants are the other limitation of the study only focused on two medium sized businesses in Bangkok, Thailand.
Delimitations
Delimitation is the choices which the researcher makes for the research which is under the management of the researcher, (ZHANG, & ZHANG, 2013). The researcher must rationalize these delimitations in a research proposal. To mitigate the limitations of the study several delimitations established concerns the research participants, data, as well as the geographical area of the survey.
For instance, the study included participants from two HR organizations that seemed to help organizations to manage their employee’s productivity. The data collection included interviews with the SMES businesses, and the reviews documented. The geographical area provided a reasonable representation of areas in Bangkok, Thailand.
Significance of the Study
Contribution to business practice
The creation of sustainable human resource management strategies is necessary for the continued profitability of SMEs in Bangkok (Pfeffer&Veiga, 2014). The business profitability is dependent on employee productivity (Ahmad et al., 2015; Becker &Huselid, 2014). The human resource management strategies highlight HR activities within the organizations, both large and small to remain sustainable (Becker &Huselid, 2014; Yeung et al., 2013).
Organizations that integrate HRM strategies are efficient in utilizing its human capital and ultimately displaying high profits and growth (Huselid et al., 2014; Martina et al., 2013; Platonova et al., 2013). In essence, the findings of this study could contribute to effective business practice in three ways.
First, the study results will provide HR operational, procedural, and process strategies that successful SMEs use to increase employees productivities. Second, the study may help businesses to identify HRM software and other business intelligence tools that successful SMEs business leaders use to remain profitable. Lastly, the study findings may act as a precursor for future research in strategy formulation to increase business productivity.
Implication of social change
The study results will lead to HRM strategies that are effective in the workplace to increase employee productivity which could lead to business profitability. Effective HRM strategies would make employees satisfied with their job and hence, lower employee turnover for the company resulting in a reduced unemployment rate in the society (Gherardi&Perrotta, 2014; Wolgemuth, 2014). (Wright et al., 2014). Moreover, employee productivity could increase business profitability. Profitability fosters business growth, which could result in employment opportunities for local communities.
A Review of the Professional and Academic Literature
The purpose of the qualitative is to explore human resource management (HRM) strategies that small and medium-sized (SMEs) business leaders use to increase employee productivity. To come up with comprehensive findings and results of the dissertations, various resources were used. They were arranged in the Zotero software. Seventy articles were researched as far as literature review is concerned, ninety seven percent of the articles were peer reviewed and ninety three percent are in accordance with limited time period required by the Walden University Chief Academic Officer (CAO) agreement.
I limited myself to case studies and peer review to acquire the necessary information that I needed to answer to the research questions formulated and more so get to review the into detail about the human resource management strategies that SMEs business leaders use to increase productivity.
The central research question of the study was as follows: What HRM strategies that SMEs business leaders use to increase employee productivity? In this section, the topic to discuss covers how organizations in Bangkok, Thailand uses or link the human resource management with employee’s productivity that yields to company’s productivity. The subsections include (a) human resource management, (b) human resource strategies, (c) employee productivity, and (d) company productivity.
Human resource management
The primary role of human resource management is to hire and fire employees. However, this changes as per the organizational environment and the nature of the firms operations. In an organization, the human resources play with the company’s operations and they tend to waste time even if they are working. To ensure productivity, the human resource management department imposes human resource strategies such as motivation of workers to ensure productivity.
Doing so, they must come up with various HR mechanisms and strategies that are flexible and easily adoptable by the employees, ((Yeung, Woolcock& Sullivan, 2013).It makes it easier for the human resource to comply with the strategies and yield efficient productivity n terms of company’s productivity. In return to this, the organization will increase on its core competencies, gain a competitive position in the market that is resulted by a bigger market share in the market arena as compared to the competitors. This makes the company profitable with a strong financial position.
Human resource strategies
The imposed plans of the human resource management tend to motivate the staffs to work a little bit harder to ensure efficiency and efficiency of the company’s operations. The strategies imposed should be flexible and adoptable to change depending with the nature of the business environment both internal and external. Also, the strategies must comply with the demand and supply of what is been produced by the employees and what is needed by the company from the human resources.
If the strategies imposed by the HR management department are not in accordance with the taste and preference of the employees, it is difficult to force them to comply. On the other hand, if they are in accordance with their demand, they will comply and changes will be identified in their productivity together with the company productivity, (Huselid, Jackson & Schuler, 2014). Some of the strategies that are imposed are motivations. Through motivations, the employees may compete fairly for the betterment of attaining the award set for the winner or the group of employees. The results of this are to increase the employee’s productivity.
Employee productivity
If the strategies imposed by the HR management department are not in accordance with the taste and preference of the employees, it is difficult to force them to comply. On the other hand, if they are in accordance with their demand, they will comply and changes will be identified in their productivity together with the company productivity, (Huselid, Jackson & Schuler, 2014). It is with no doubt that employee’s productivity is directly related to the human resource strategies.
When a company fails to impose good human resource strategies, it means that the probability that the employee’s productivity will be high is less than 0.5 and vice versa. When employees are well catered for, it guaranteed that they would reciprocate by working in an effective and efficient manner for the development of the firm’s operations. When the employees work excellently, the company profitability will increase since the organization market share and the competitive position will gradually develop (Jakob et al., 2013).
Company productivity
When the HR mechanisms and strategies are flexible and easily adoptable by the employees, ((Yeung, Woolcock& Sullivan, 2013) It makes it easier for the human resource to comply with the strategies and yield efficient productivity n terms of company’s productivity. In return to this, the organization will increase on its core competencies, gain a competitive position in the market that is resulted by a bigger market share in the market arena as compared to the competitors. This makes the company profitable with a strong financial position.
Company productivity is a result of increased or improved employee’s productivity. When the staffs work increases, they develop the organization’s competences at a minimum hurdle rate. With this, it means that the company operation cost is less hence huge profits. Furthermore, improved employee’s productivity creates opportunities for the firm to operate globally and this increases the firm’s competitive position and financial position.
Transition and Summary
The central research of this study is What HRM strategies that SMEs business leaders use to increase employee productivity? The section covered some key elements in the studyand thoseare the Problem Statement, Purpose Statement, Nature of the Study, Research Question, Conceptual Framework, Significance of the Study, and Literature Review sections.
Human capital shows a significant proportion of expenses in organizations that subsequently reduce their profits (Platonova et al., 2013). Research shows a lack of profitability strategies that are unique to the utilization of human capital (Platonova et al., 2013). Organizations perform better when their human capital is aligned to their needs (Becker &Huselid, 2014).
The review of the literature on the practices of HR professionals and organizations’ profitability has shown that in order for effective management of the human resources there is need for organizations to ensure implementation. It entails the implementation of innovative human resources management practices that are angered in the efficiency, competencies, and willingness of the HR professionals (Ahmad, Kausar & Azhar, 2015).
The organizations which are in forefront at implementing such practices with commitment and dedication, attains competitive advantage over their competitors. it is because such practices influence other variables such as financial performance, job satisfaction, employee turnover, employee commitment, among others positively.
Therefore, lead to overall organizations’ performance, productivity subsequently resulting in increased profitability (Platonova, Hernandez & Moorehouse, 2013). The findings from the study could provide HR professionals with a better understanding of the strategies that are effective to increase the employee productivity.
The knowledge could facilitate HR professionals to enhance the profitability potential in their organizations. The literature review provided an understanding of the processes, social constructs, and motivations that are unique to human resource management.
In Section 2, there is a description of a qualitative method research approach, including the populations and sampling, data collection, data analysis, and reliability and validity. The information in Section 3 presents the doctoral study findings, including applications to professional practice, implications for social change, and recommendations for future research.
References
Ahmad, A., Kausar, A. R., &Azhar, S. M. (2015). HR professionals’ effectiveness and competencies: A perceptual study in the banking sector of Pakistan. International Journal of Business and Society, 16, 201-220.doi:10.10843/985206306293668
Becker, B. E., &Huselid, M. A. (2014). High performance work systems and firm performance: A synthesis of research and managerial implications. Research in Personnel and Human Resources Management, 16(3), 53-101.doi:10.1177/0149206306293668
Benson, P. (2014). Narrative inquiry in applied linguistics research. Annual Review
Blau, D., Bach, L., Scott, M., & Rubin, S. (2013). Clark Moustakas (1923–2012): Scholar, teacher, colleague and friend. The Humanistic Psychologist,41(6), 97–99. doi:10.1080/08873267.2013.752695
Brockbank, W., Ulrich, D., & Beatty, R. (2013). The professional development: Creating the future creators at the University of Michigan Business School. Human Resource Management, 38, 111-118.doi:10.4236/jssm.2008.13029.
Brockbank, W., Ulrich, D., & James, C. (2014).Trends in human resource competencies. Ann Arbor, MI: University of Michigan School of Business.
Chahal, H., Jyoti, J., & Rani, A. (2016). The effect of perceived high-performance human resource practices on business Performance: Role of organizational learning. Global Business Review, 17, 107-132.doi:10.1177/0972150916631193
Gherardi, S., &Perrotta, M. (2014).Gender, ethnicity and social entrepreneurship: Qualitative approaches to the study of entrepreneuring. In E. Chell& M. Karata-Özkan (Eds.), Handbook of research on small business and entrepreneurship.130–135.
Huselid, M. A., Jackson, S. E., & Schuler, R. S. (2014). Technical and strategic human resource management effectiveness as determinants of firm performance.Academy of Management Journal, 40, 171–188.doi:10.2307/257025
Lawler, E., &Mohrman, S. (2013). HR as a strategic partner: What does it take to make it happen? Human Resource Planning,26(3), 15-30.doi:18.1077/653920630793668
Martina, K., Hana, U., & Jiri, F. (2013). Identification of managerial competencies in knowledge-based organization.Journal of Competitiveness, 4(1), 129-142.doi:10.1465/813206306293668
Mohrman, S., Lawler, E., & McMahon, G. (2014).New directions for the human resources organization. Los Angeles: University of Southern California.
Pfeffer, J. (2013). The human equation: Building profits by putting people first. Boston: Harvard Business School Press.
Pfeffer, J., &Veiga, J. F. (2014). Putting people first for organizational success. Academy of Management Executive, 13(2), 37–48. doi:10.1097/5369206306293668
Platonova, E. A., Hernandez, S. R., &Moorehouse, R. B. (2013). Innovative human resource Practices in U.S. hospitals: An empirical study. Journal of Healthcare Management, 58(4), 290-303.doi:10.1108/JKM-08-2013-0300.
Ramlall, S. (2013). Measuring human resource management’s effectiveness in improving performance. Human Resource Planning,26(1), 51-63.doi:10.1177/7149206306293875
Ulrich, D., & Beatty, D. (2015). From partners to players: Extending the HR playing field. Human Resource Management, 40(4), 293-308.doi:10.1095/9879206306293987
Vaismoradi, M., Turunen, H., &Bondas, T. (2013). Content analysis and thematic
analysis: Implications for conducting a qualitative descriptive study. Nursing and Health Sciences, 15, 398-405.doi:10.1111/nhs.12048
Wagstaff, C., & Williams, B. (2014). Specific design features of an interpretative phenomenological analysis study. Nurse Researcher, 21(3), 8-12. doi:10.7748/nr2014.01.21.3.8.e1226
Wolgemuth, J. R. (2014). Analyzing for critical resistance in narrative research. Qualitative Research, 14(2), 586–602. doi:10.1177/1468794113501685
Wright, P., Gary McMahan, McCormick, B., & Sherman, S. (2014). Strategy, core competence, and HR involvement as determinants of HR effectiveness and refinery.Human Resource Management,37(37), 17-31.doi:10.1113/9749206306293986
Wright, P., McMahan, G., & McWilliams, A. (2014). Human resources and sustained competitive advantage: A resource-based perspective. International Journal of Human Resource Management,5(2), 301-326.doi:10.1080/09585199400000020
Wright, P., McMahan, G., Snell, S., &Gerhart, B. (2015). Comparing line and HR executives’ perceptions of HR effectiveness: Services, roles, and contributions. Human Resource Management, 40(2), 111-123.doi:10.1177/8769206306293991
Wright, P. M., Dunford, B., & Snell, S. (2014). Human resources and the resource-based view of the firm.Journal of Management,27(3), 701-721.doi:10.1177/014920630102700607
Yeung, A., Woolcock, P., & Sullivan, J. (2013). Identifying and developing competencies for the future.Human Resource Planning,19(4), 48-58.doi:10.1180/98920630629986
Zaugg, R., & Thom, N. (2013). Excellence through implicit competencies: Human resource management organizational development knowledge creation. Journal of Change Management, 3(3), 199-212.doi:10.1177/1169206306293753
Want help to write your Essay or Assignments? Click here
The globe is very competitive with an increase in the level of skills that individuals have gained. Different organizations want to remain competitive when benchmarked with competing organizations so that they win as much business as possible. The corporate culture that an organization adopts is one of the factors that contribute to an organization being competitive when compared to other industry players. The human resources policies that an organization adopts also contribute to its effectiveness and competitiveness in the market. The utilization of remote working is one of the human resources policies that an organization might adopt in promoting productivity and competitiveness in the job market. This dissertation conducted research on how organizations can employ a corporate culture for remote employees. The corporate culture that is adopted by an organization contributes to the portrayal of an image that affects its ability to attract and retain clients and business partners. Therefore, organizations have numerous benefits to derive from incorporating a culture for their remote working employees.
Acknowledgements
I would like to thank my supervisor for the immeasurable support given to me throughout the completion of my dissertation. Also, to my family members who are all very understanding and supportive in my studies. Without them, I could have a hard time. They are my inspiration and my source of energy.
Introduction
The global “workplace,” has resulted in a convergence of cultures that are diverse and integrate individuals from diverse backgrounds. However, even with diverse backgrounds, individuals should be able to integrate into teams so that there is a successful achievement of the organization’s objectives.
According to Guiso, Sapienza and Zingales (2015), the leaders of corporate organizations have the responsibility of maintaining governance and a required corporate culture so as to achieve their objectives and profitability. The employees are the representatives of an organization in their daily work and actions outside the organization. The image that the employees portray should be a reflection of the values and objectives of the organization.
Clients and other stakeholders should feel that the employees of the organization are committed to achieving the set goals and intended image that they would inspire them to work with the company. Before an organization establishes a corporate culture, it should ensure that its leaders are ethical and believe in the values of the organization (Giles, 2015: 43).
Leaders that believe in the objectives and mission of the company can easily pass those values to employees. In addition to being motivated to remain ethical in their leadership practices, the senior managers and executives should possess integrity as one of their characters. When the leaders’ possess integrity, employees are likely to be motivated to follow their guidance and vision (Dwivedi, Kaushik and Luxmi, 2014: 82). Leaders with integrity are also likely to earn the required respect of the employees in the organization.
Importance of Corporate Culture
Organizations also have unique personalities that separate them from their competitors and other firms; which were also mentioned in Sun’s (2009) study. Collectively, organization culture interweaves an individual to the organization but distinguishes them separately from the other. For instance, the parameters of procedures, policies, hierarchies, leadership styles, habits and shared values of the employees and stakeholders distinctively from the corporate culture of an organization (Utito, 2004:9).
Underpinning the role of corporate culture, according to Flamholtz and Randle (2012), it acts as a unique strategic asset on the accomplishment of business models. Subsequently, sales levels, financial performance, and planning should be deliberately planned, cultivated, and nurtured to ensure the success of the firm. The corporate culture acts as a factor in attracting clients and business partners for an organization; by which the culture shows that the “outside world” values are more important for the organization Utito (2004:9).
According to Scarlett & Koslow (2009: 32), corporate culture cannot be monetized, but it contributes to the profitability or lack of it, to a company. Therefore, the corporate culture of an organization should be monitored regularly, and changed to fit the dynamics of the industry and technology. Corporate cultures have an impact on the employees that companies attract and retain, as well as the commodities, or services offered, and revenue earned.
Companies that take pride in, and promote their corporate cultures are attractive to their current and potential employees. The clients of such organizations also want to associate with the organizations because they want to find out more information on what makes the organizations tick and pursue their objectives and mission in delivering commodities or services to their clients.
Migration of people has the benefit of spreading several levels of workforce around the world. Both skilled and semi-skilled workforce is desirable in many parts of the world and may help in distributing some essential work practises that are missing in several parts of the world (Kaplan 2017). Immigration helps in replenishing labour needs in some countries that are experiencing low workforce due to the ageing population or low increase in the population that creates a gap in labour needs (Kochan&Finegold 2012).
The competitive nature of global marketplace requires companies to have highly skilled workforce in order to compete favourably. Some organizations are then forced to offer attractive packages to these workers to move them from their countries of origin, mainly developing countries.
The migration of people has got many effects on both the home country and the destination country of the labourers. The influx of many labourers into a country may affect the minimum wage as employers will have a large pool of employees to choose from (Siddiqui 2012). The impact on home countries may include brain drain or low skilled workforce, causing slow economic growth due to inadequate expert workforce to accomplish essential jobs (Siddiqui 2012).
There is a multifaceted effect of immigration in terms of its contribution to the workforce. The effect may be positive or negative depending on where the migrants come from or go to and the type of labourers. This study seeks to find whether migrant workers can bring new practises and work performance standards to a country and whether they can be an asset to that country.
Sources of Migrants
There are several social, economic, political and environmental factors that may contribute to the migration of individuals. People have been migrating for many centuries from one region to another, and in doing so distributing their culture and practises around the world. There are several reasons why people migrate which may be poverty, political turmoil or socio-economic reasons.
Poverty or poor economy
Poverty is arguably the highest cause of migration in the 21st century due to the huge imbalance between the poor and the rich. There is a great disparity between developed and developing countries, with the five richest countries in the world being 100 times richer than the ten poorest countries in the world (One America 2017).
The quest to run away from poverty and struggles that cloud those living in developing countries is very high. Additionally, skilled workers from developed countries in professions such as engineering, medicine, nursing and finance may want to move to countries where they can earn better wages, improve their skills, increase their knowledge, and experience better working conditions (Dayton-Johnson 2009).
The developed countries are often faced with massive corruption, nepotism, tribalism, unequal distribution of resources and embezzlement of public funds by public officials (Fokkema& De Haas 2015). Unemployed people in these countries may therefore migrate either to urban centres, or to developed countries where there is high wages and good working environments.
For example, in Haiti the average per capita income is around $400 per year, while in the United States an unskilled labourer can easily make that in a week (One America 2017). This forces many to seek out employment in these countries, which also helps them remit money to their families back at home and help them fight poverty. Poverty makes hundreds of Africans brave the dangers of drowning in the Mediterranean Sea, when they board smuggling boats using their hard-earned money to Europe.
In 2015, more than 1600 people drowned in the Mediterranean Sea when their boats capsized as they were being smuggled into Europe from Tunisia, Morocco and Algeria (Saunders 2015). The quest to run away from poverty makes people risk everything for good life abroad.
Political instability and armed conflict
In March 2017, the president of the United States Donald Trump banned the citizens of Somalia, Sudan, Libya, Yemen, Syria and Iran from accessing the United States (Whitehouse.gov 2017). These countries constitute the countries with very unstable political environments, as wars and civil wars are continuing in these countries due to various reasons.
The failed Arab Revolution in Syria left the country in political turmoil as the government is battling militias and terrorists from taking control of the country (Gharib 2017). The same is happening in Somalia and Yemen. These countries generate the largest number of refugees as they escape from their war torn countries towards safer environments such as the United States and Europe.
Out of the 16.5 million refugees present in the world by 2017, 30% come from Syria (Gharib 2017). The bulk of these refugees come from the five mentioned countries, and are mainly hosted in South Sudan, Lebanon, Jordan, Turkey, Uganda, Kenya, Sweden and Chad among other countries (Garib 2017). Among these hundreds of refugees are skilled labourers such as teachers, doctors, nurses, drivers, and government officers such as clerks, accountants and administrators. These refugees will most likely seek for employment in their new countries and will help in the economy of their destination countries.
Socio-economic factors
Apart from poverty and political turmoil, there are many other factors that influence the migration of people to other areas. Saunders (2015) found out that the Mediterranean migration crisis does not only come from poverty or political strife in Africa, but rather from high demand for labourers in Europe. He found that most of those who risked their lives to go to Europe were educated, ambitious, middle class and very far from being peasants.
These individuals would pay up to $2000 for a trip to Europe, showing that they could at least afford the large amount of money for a successful life abroad. Saunders (2015) also found that the illegal migrants from Africa were connected to individuals in Europe working in the same profession, and are not running away from something but rather following a certain opportunity in Europe.
Most people who migrate to successful economies do so to advance their social status, by getting jobs with good earnings, and some to seek for specific opportunities in business and investment opportunities (Awumbila, Owusu&Teye 2014). The oil business in the United Arab Emirates, Qatar and Saudi Arabia has attracted a large number of expatriates into the region. The prospects of employment with better salaries, good lifestyle and better working conditions are the main reasons many expatriates from other countries go to the Middle East (Shaheen 2009).
The ageing Baby Boomers population in the United States and most European countries is creating a massive gap in employment as the group is retiring at an alarming rate and in great numbers (Kochan&Finegold 2012). This creates a wide gap in employment as there is need for skilled labourers in these countries to fill the employment gap.
Additionally, supplementary staff are needed mainly in the health and hospitality sectors to cater for the needs of this population, as their weakening bodies come with more needs (Bartha et al. 2015). The retirement of the Baby Boomers leaves many companies with the need to recruit workers to fill the gaps in middle skill jobs such as high skill manufacturing, nursing, computer technology, and accounting (Kochan&Finegold 2012).
Some people migrate to other countries hoping to improve their education or other statuses in life. For example, Legrain (2007) reports that some of the people living in London were in transition into better jobs, but had to spend some years learning English before venturing into better jobs in the UK, or other English speaking countries like the United States.
Most of the immigrants were from Asia, South America or Africa. Legrain (2007) also shows that many immigrants in the United States and UK end up upgrading themselves and getting into lucrative careers such as accounting, professors in universities, hotel managers and administrative assistants among others. Therefore, migrant workers help their countries of destination in several other ways too despite the setbacks many face.
Importance Migrant Workers
Migrant workers serve as a ‘reserve army or labourers’ waiting to bridge any employment gap in seasonal peaks of production (Hardy 2009). In the United Kingdom and the whole European Union, many companies require seasonal job needs in various sectors such as agriculture, hospitality and service industries, attracting workers from Africa and Asia (Hardy 2009). According to Saunders (2015), the Mediterranean migration is usually seasonal because of the different job demands in European countries.
In 2008 for example, there was an increased Europe to Africa migration because of the economic recession that many European countries were going through. The migration erupted again in 2011 and 2014/2015 because of stable economic times in the European markets. Most of the people crossing were learned and professionals seeking to establish their lives in Europe.
Effects on Work Practises and Standards
Migrant workers do not just fill the job deficiency gaps in their destination countries, but provide a quick way of providing professional and high skill workforce required by the destination countries (Foema& Haas 2015). After the great recession of 2008, many employers in the United States struggled to find individuals to fill gaps in the middle skills jobs as the large number of retiring Baby Boomers were creating huge employment demands in the job market and immigration reduced during this period (Kochan&Finegolf 2012).
The discovery of oil in the United Arab Emirates in the 1960s created a high demand for workers to fill several sectors of the economy such as finance, accounting, hospitality, engineering and media among others (Soto &Haouas 2012). The UAE is the richest country in the world in terms of oil, accounting for 7% and 4% of the world’s reserve of oil and gas respectively as by 2011 (Soto &Haouas 2012). The local population of the Emiratis consist of less than 20% of the total population, which could not provide enough individuals to fill the high skill jobs required in the job sector.
The expatriate population in the UAE come from many countries, mostly from Asia and especially India (De Bel-Air 2015). The good salaries and better lifestyle in UAE attracts talented and highly skilled individuals from different countries in the world to fill job positions in the oil sectors and related industries. The thriving UAE economy has a lot to do with the high number of expatriate population that cover 95% of private sector jobs and 40% of public sector jobs (De Bel-Air 2015). The input of the migrant workers has put UAE to be one of the most vibrant economies in the world.
Migrants have the ability to change the economies of certain countries to be outstanding in certain areas. The Software Industry of India is one example, where diaspora Indians in the American software companies travelled back home to form software companies in their country (Dayton-Johnson 2009).
Today, India’s software industry is the leading in Asia, and constantly collaborated with other companies in the USA to provide better services. Migrant workers have enabled the UAE to have a vibrant industrial sector, while the exquisite human resource practises in Qatar is mainly attributed to expatriates who run most of the country’s companies including multinationals (Koji 2011).
Bridging local skill gaps
One characteristics associated with migrant workers is that their approach to work is always different from that of the local population. Koji (2011) notes that many citizens of UAE, Qatar and Saudi Arabia work in the public sector because they detest the working conditions in the private sector. The United Arab Emirates promoted the development of the non-oil sector in the 1980s to reduce the country’s reliance on the oil industry (Koji 2011).
Therefore, expatriates form 99% of the population in non-oil sector mainly manufacturing, construction, transport and low-skilled jobs as they are able to endure extreme working conditions. The need to make money and change their social conditions at home makes these individuals to brave all conditions to be able to succeed (Koji 2011).
Carvalho (2015) notes that expatriate population helps in the economic development of a country as they contribute to the essentials of economic growth such as population, productivity and participation. Most migrants are usually of prime working age and are ambitious, hardworking and skilled in one sector or another. As noted by Carvalho (2015), most Australian migrants are below 40 years old and above 20 years old.
They therefore form the best country’s asset in bridging labour needs, by filling gaps in the population. By using them, the country can advance economically as they provide additional labour in the deficiencies created by the local population.
Another characteristics associated with migrant workers is that they are very hardworking. As opposed to the local population which may be choosy, they are able to adapt to the local working conditions and can endure very harsh working conditions in their host countries (Poulney 2015).
The position of Qatar to hold the FIFA World Cup in 2022 has attracted a hoard of expatiates mostly from Asian countries to work in the construction industry, as the country tries to beat the deadline of constructing world-class stadiums for the event (Poulteney 2015). Though there are instances of human rights violations, the working population in these projects is highly migrants as locals keep off the deplorable working conditions of the huge projects.
Imai et al. (2011) notes that many migrant workers have a tendency to remit money back home to their families as they work abroad. This money is meant to uplift the living conditions of those left behind. These remittances helps in improving the credit rating of these countries and providing foreign currency that can be used to inhibit investor panic (Imai et al. 2011). The remittances helps migrant workers to invest in physical assets in their home countries and improving the health and education of the local population.
Challenges Faced By Migrant Workers
Migrant workers face a myriad of challenges in their journeys to uplift their living standards. They often face very difficult conditions of work and have few rights at their jobs (Siddiqui 2012). Poulteney (2015) notes that migrant workers in Qatar work for almost 16 hours, and their visas are often confiscated by their employers until they finish their contracts. These practises are however changing as the government seeks to impose tough penalties to employers confiscating their employees’ travelling documents (Tuxford 2016). Workers in Middle East though endure long working hours and often suffer from cardiac arrest and heat strokes.
Some countries such as Saudi Arabia and Qatar deny migrant workers citizenship and are forced to leave the country immediately their contract ends, or when they are unable to get another job (Koji 2011). Some employers in some countries may also exploit migrant workers by offering them very low wages as compared to the locals. They may also deny them training, job related perks or health insurance coverage benefits.
Conclusion
Migrant workers can be a great asset to a country. They may bring a lot of experience and good work practises that can aid greatly the economy of a country. They often migrate because of poverty, political instability or to improve their social status. This makes them better workers as they are hardworking and visionary, though this comes with challenges.
References
Awumbila, M., Owusu, G. and Teye, J.K., 2014. Can rural-urban migration into slums reduce poverty? Evidence from Ghana. Migrating Out of Poverty Working Paper, 13, pp.1-41.
Bartha, A., Fedyuk, O. and Zentai, V., 2015. Low-skilled Migration: Immigrant Workers in European Domestic Care.
Dayton-Johnson, J., GTZ, A.P., GTZ, K.S. and Schwinn, J., 2009. Migration and employment. Unclassified DCD/DAC (2009) 16/ADD, p.93.
De Bel-Air, F., 2015. Demography, migration, and the labour market in the UAE.
Fokkema, T. and Haas, H., 2015. Pre‐and Post‐Migration Determinants of Socio‐Cultural Integration of African Immigrants in Italy and Spain.International Migration, 53(6), pp.3-26.
Imai, K.S., Gaiha, R., Ali, A. and Kaicker, N., 2014. Remittances, growth and poverty: New evidence from Asian countries. Journal of Policy Modeling,36(3), pp.524-538.
Kaplan, G. and Schulhofer‐Wohl, S., 2017. Understanding the Long‐Run Decline in Interstate Migration. International Economic Review, 58(1), pp.57-94.
Kochan, T., Finegold, D. and Osterman, P., 2012. Who can fix the “middle-skills” gap. Harvard Business Review, 90(12), pp.81-90.
Koji, H., 2011. Controversies over labour naturalization policy and its dilemmas: 40 years of Emiratisation in the United Arab Emirates. Kyoto Bulletin of Islamic Area Studies, 4(1-2).
Legrain, P., 2014. Immigrants: Your country needs them. Princeton University Press.
Rabe, B. and Taylor, M.P., 2012. Differences in opportunities? Wage, employment and house‐price effects on migration. Oxford Bulletin of Economics and Statistics, 74(6), pp.831-855.
