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本文是人力资源专业的Essay范例，题目是“Challenges in Human Resouce Relations: Generational Differences & Procedural Ethics（人力资源关系的挑战:代际差异与程序伦理）”，21世纪为人力资源世界打开了许多大门，技术进步，全球劳动力的变化，代际差异，领导者和团队发展，绩效管理等等。我们现在为员工提供支持系统的机会是无限的。当今世界的领导人面临着许多挑战和机遇，正是我们做出的选择使我们在挑战中成为更好的领导人。 Application Paper应用论文 The 21st Century has opened so many doors in the Human Resource world with advancements in technology, changes to the global workforce, generational differences, leader and team development, performance management and so much more. There opportunities we now have to provide our employees with support systems are infinite. Leaders of the world today have many challenges and opportunities before them, it is the choices we make that make us better leaders through the challenge.
Generational Differences代际差异 One of the most common management challenges today is how to effectively manage so many different kinds of people. The generational differences in the workplace, have far outweighed the cultural differences which used to be the leading challenge. When Forbes Magazine asked CFO’s: “In which one of the following areas do you see the greatest differences among your company’s employees who are from different generations?” (Lipman, 2018) The response they received was this: 当今最常见的管理挑战之一是如何有效地管理这么多不同类型的人。职场上的代际差异，已经远远超过了曾经是主要挑战的文化差异。当《福布斯》杂志问CFO们:“你认为你们公司不同年龄段的员工在以下哪一方面差异最大?”(李普曼，2018)他们收到的回应是: 30% communication skills 26% adapting to change 23% technical skills 14% cross-departmental collaboration 7% no differences (Lipman, 2018) Communication skills are very important, and millennials today prefer a more collaborative or in-person means of interaction. They respond & react better to this management coaching style, rather than a top-down authoritative approach. The same is true when adapting to changes with millennials, they adapt faster when they are well informed and feel the manager is honest and upfront. Millennials are also more inclined to prefer training in a technology-centric manner, rather than instructor-led (Lipman, 2018). Technology style training to the millennials is very normal, and they retain the information well. When training is needed, management needs to take into consideration the people being taught, and what they can do to teach in the most effective way, ensuring employees will retain the information. Managing people is an individual job. It takes the right effective managers to naturally understand this. The most important part of the organization is the people, regardless of generation, gender, ethnicity, it is how well we understand our employees as individuals, what motivates them, what hopes, dreams, fears, drives them, their attitude and engagement (Lipman, 2018). When management understands this, the day-to-day productivity will follow suit. Millennials were raised very differently than the Baby Boomers, Traditionalists and Generation X. They were raised in an era when most often they had two working parents, and everything was a controlled environment. As children, they would have “refrigerator lists” where even their free time was controlled (Lipman, 2018). While parents were gone to work, children were home completing everything on the list, so they could go outside and play. This created more of a worker bee generation, who could multi-task with work was a means to an end. Millennials are not the lazy worker they are often tagged with, but rather driven, goal-oriented and are motivated to complete tasks. They just want to finish the job, so they can go out an enjoy life. Their minds work faster, they need more to do, they need to be challenged daily. 千禧一代的成长环境与婴儿潮一代、传统主义者和x一代非常不同。在他们成长的时代，大多数情况下，他们的父母都在工作，一切都是受控环境。作为孩子，他们会有“冰箱清单”，甚至他们的空闲时间都被控制(Lipman, 2018)。当父母去工作时，孩子们在家里完成清单上的所有事情，这样他们就可以出去玩了。这创造了更多的工蜂一代，他们可以同时从事多种工作，这是达到目的的一种手段。千禧一代并不像人们常说的那样懒惰，他们更有动力，有目标，有动力去完成任务。他们只是想完成工作，这样他们就可以出去享受生活。他们的头脑工作得更快，他们需要做更多的事情，他们需要每天接受挑战。 Cascio stated the importance of different generations as this: “There are two main things that everyone can agree on regardless of their generation. First, all generations have similar values — they just express it differently and second, everyone wants respect — they just want respect for different things” (Heersink, 2012). Cascio said the most important element we can use as managers is to remember generation intelligence, which is less about age, and more about adaptability to different people (Heersink, 2012). This concept is important to me and my organizations because I feel we must recognize the workforce has changed. Often we find four generations working side-by-side. The oldest generation has strong dedication, and economic conditions in the past decade are making this generation continue to work. Those who felt they would be retired now, or may have tried to retire, are finding themselves staying or returning to work. With all the different generations working together there are bound to be differences, and working with them to overcome these differences is what a great management leader can accomplish. I feel the organization needs to encounter each individual as just that, an individual, with different needs. Procedural Justice and Ethics in Employee Relations员工关系中的程序公正与伦理 Fairness when resolving disputes is very important in Human Resources. There are four principles of procedural justice: being fair in processes, being transparent in actions, providing opportunities for them to voice, and being impartial in decision making. Employees deserve to have incidents investigated in a fair, honest manner, they can believe in and they feel they can be confident in the final outcome. Fair and consistent actions need to be in place regardless of who is involved, hence the creation of procedural justice (Cascio, 2016). The Human Resources Manager must create policies and procedures to be followed which indicate the steps taken in the investigation, and how concerns will be dealt with in respect to the individual and the organization (Cascio, 2016). 解决纠纷时的公平性在人力资源中是非常重要的。程序正义有四项原则:程序公平、行动透明、提供表达意见的机会和决策公正。员工应该以公平、诚实的方式调查事件，他们可以相信，他们对最终结果有信心。无论涉及谁，都需要采取公平和一致的行动，从而创造程序正义(Cascio, 2016)。人力资源经理必须制定应遵循的政策和程序，以表明调查中采取的步骤，以及如何处理个人和组织方面的问题(Cascio, 2016)。 In a recent study by John Thibaut and Laurens Walker, about the importance employees place on procedural justice, it was found people are willing to give up decision control if they are allowed to voice their opinions about the process to negotiate a decision (Colquitt, Conlon, Wesson, Porter, & Ng, 2001). Employees saw the procedures to be fair when they were correctable, ethical, unbiased, based on accurate information, consistent, and they considered the stakeholders’ opinions (Colquitt, Conlon, Wesson, Porter, & Ng, 2001). People care about this because they also feel fair procedures lead to fair and favorable outcomes which also leaves people feeling valued by the organization. Employee relations are affected by procedural justice in many ways related to the overall engagement of the team. Attitudes and behaviors, job satisfaction, self-esteem, trust, and organizational support can be impacted negatively or positively based on how the employees feel the outcome of the procedural justice will be handled. Organizations should be focused on how fair the procedures are, and what implications it will have on furthering career development (Colquitt, Conlon, Wesson, Porter, & Ng, 2001). 员工关系受到程序公正的影响，在许多方面与团队的整体敬业度有关。态度和行为、工作满意度、自尊、信任和组织支持会受到消极或积极的影响，这取决于员工对程序公正的结果将如何处理。组织应该关注程序的公平程度，以及它对进一步职业发展的影响(Colquitt, Conlon, Wesson, Porter， & Ng, 2001)。 My organization recognizes the importance in fairness and procedural justice as we deal with over 150 employees every day who interact with over 1300 customers per day. There are bound to be issues and often we are working with a customer who will be spending $100,000’s of dollars. There have been mistakes made on these orders in the past, and we work hard to fairly take care of the customer while also addressing the issue with the employee who was involved and made the mistake. I drive the processes by allowing the employee the opportunity to tell their side of the story, come to the root cause of the situation and provide an effective, positive outcome as a resolution. There are times, however, that a positive outcome cannot be the end result for the employee who has repeatedly made the same mistakes and has failed to correct this behavior. In this instance, they may be asked to move to a new role, or they may possibly be terminated. Leader and Team Development领导和团队发展 Team leaders are the foundation of every organization. Leading can be challenging and rewarding in both a professional and personal way. Organizations need to build the team comradery and establish trust among them by using the skills of great leaders. Too often in the world today, we are focused on educating and developing our teams with the use of technology-based programs. This type of teaching and learning can potentially reduce the opportunities for social bonding, and make it more difficult to build trust among team members and leaders alike (Cascio, 2016). The leaders have to create a culture which uses the following strategies as a focus: 团队领导者是每个组织的基础。无论是在专业方面还是在个人方面，领导都是具有挑战性和回报性的。组织需要利用伟大的领导者的技能来建立团队的同志关系，在他们之间建立信任。在今天的世界上，我们经常专注于使用基于技术的项目来教育和发展我们的团队。这种类型的教学和学习可能会减少社交联系的机会，使团队成员和领导之间更难建立信任(Cascio, 2016)。领导者必须创造一种以以下策略为重点的文化: Engage team with the excitement of a shared vision: find an idea that all members can recognize the importance of and how it is a challenge which will inspire them. Does it fit into the organization success? How can leaders engage the team so they are committed to participating and complete the work? Work on one-on-one relationships and team processes. Are all members engaged? If some are less engaged, find out why and what inspires them. Get to know employees, understand concerns, motivations and spend time with each of them individually. Face conflicts as they emerge and determine the fastest resolution. Leveraging new technologies: provide employees the time to become comfortable with the new technology. Is there a budget for in-person meetings and how often can they take place? If the company is spread out throughout the world, is the infrastructure of IT able to support the needs of everyone effectively? Is team success celebrated: are expectations set up clearly to ensure the team can succeed? Building a rewards program to recognize employees for their hard work, dedication and success exhibits support and builds positive morale in the team. Ensure the rewards are worth it for everyone who wants to be part of the team (Cascio, 2016) Building the level of commitment the team has while also motivating them to continue reaching for the desired end result, can be very challenging for leaders. Inviting others to participate in the project will drive business result and creativity. By contributing to team success and achieving business results, employees can actively participate in the achievement of earning bonuses. 建立团队的承诺水平，同时激励他们继续达到预期的最终结果，这对领导者来说是非常具有挑战性的。邀请其他人参与到项目中，将会推动业务成果和创造力。通过贡献团队成功和实现业务成果，员工可以积极参与获得奖金的实现。
Understanding development needs in your employees can be difficult. Knowing how to determine their strengths and weaknesses is a common challenge in many organizations. Improving peoples performance is difficult for employers who have failed to build a culture with proper performance management systems that are used regularly. Gathering information about your employees, their career desires, and how management can help them be successful, also helps them feel positive about themselves and their development (Cascio, 2016). Providing employees with better communication by coaching them through issues, makes employees build self-confidence which leads to more relaxed conversations with leaders. Having coaching conversations with employees will help leaders identify issues and effectively help employees achieve their goals while also improving performance. When employees find purpose in their work, they will focus on solutions to problems on their own, while also receiving feedback as routine, and implementing that feedback as part of personal improvement. 通过问题指导员工，为员工提供更好的沟通，让员工建立自信，从而与领导进行更轻松的对话。与员工进行培训对话将帮助领导者识别问题，有效地帮助员工实现目标，同时提高绩效。当员工在工作中找到目标时，他们会专注于自己解决问题的方法，同时也会例行地接受反馈，并将反馈作为个人改进的一部分。 Succession planning helps leaders recognize vital skills and knowledge of individuals on the team. Great leaders will use succession planning to ensure employees pass on their skills, knowledge, and experience with others. Cross-training employees to support each other provides the organization with flexibility in the team so anyone can help another in the time of need or extra support. This concept is largely important to any organization. In my organization, we work hard to support all employees through personal growth and development as well as career growth and development. With so many millennials in the working world and gigantic economic growth development in the job market, I think you have to have both personal and career growth in order to be truly successful. Teaching the leaders to support the younger generation is not always the easiest task, everyone learns at their own pace, in their own way and learning to teach others in a variety of fashions not only supports the employee but also supports business success. It is very important for leaders to identify what skills need to be developed, how to train them properly, who will train them, and how to measure understanding and skills development. 这个概念对任何组织都非常重要。在我的组织中，我们努力支持所有员工通过个人成长和发展以及职业成长和发展。职场上有这么多千禧一代，就业市场上也有巨大的经济增长，我认为要想获得真正的成功，你必须同时实现个人和事业的发展。教领导者支持年轻一代并不总是最容易的任务，每个人都以自己的节奏，以自己的方式学习，学习以各种方式教别人不仅支持员工，也支持业务的成功。对于领导者来说，确定需要发展哪些技能，如何恰当地培训他们，由谁来培训他们，以及如何衡量理解和技能发展是非常重要的。 Overall the HRCU-600 course has taught me about the importance of Human Resources in the workplace. The laws and regulations, procedures and enforces, engagement builders and team drivers that Human Resources Managers can be. The “Humans” in every business are the most important element, and taking care of them first and foremost is key to building a successful business. 总的来说，HRCU-600课程教会了我人力资源在工作场所的重要性。法律和法规，程序和强制执行，契约构建者和团队驱动者人力资源经理可以。在每一项业务中，“人”都是最重要的因素，首先照顾他们是建立成功业务的关键。 留学生论文相关专业范文素材资料，尽在本网，可以随时查阅参考。本站也提供多国留学生课程作业写作指导服务，如有需要可咨询本平台。 |
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