Human resource management is a business practice concerned with managing or controlling the relationship between managers, staff and clients. Inevitably, this process may raise questions about respective responsibilities and rights of each party involved in a business relationship, and about what make up reasonable business deal. This paper seeks to outline the ethical considerations in that should be made when an organization tries to establish a good relationship between itself and its clients. The paper will examine the role played by the human resource in such a scenario.
The process of handling new clients requires the identification of key issues that might result to overlapping or conflict of interest. The HRM profession might lack the necessary power given to them by higher corporate authorities to direct or fully manage the client consultation process. Moreover, it might be a little or even more difficult to convince clients who view HRM negatively to partner with the organization. It is also important for clients and consultants to realize their vulnerabilities that might lead to manipulation when making important business decisions. However, HRM professions should develop such capabilities directed towards the creation of significant and respected internal consulting organization centered on talents, knowledge, skills, and abilities.
In the event of a consultation, there may be some unethical dilemma that may be encountered. Consultation may involve two parties that can be rivals only if they access the company’s crucial information. Should at the same point the consulting manager hide crucial information or should he or she proceed in making a deal through concealing the information. Concealing information is unethical and if realized it may jeopardize the current client relationship. However, in such situation having conflicting situations or interest, disclosing full information is a must for both parties. It is also challenging for a HRM consultant to navigate between the ethics of the client and those of the client organizations. Another situation that might bring some dilemma is in a situation where an employee offers some information and stresses that it should be kept as a secret. The best thing to do according to the HRM profession is to use the information for the improvement of the company rather than hiding or destroying the information. HRM consultants will always face ethical issues on a regular basis since they deal with complicated matters that do not necessarily have a direct answer, therefore; it is advisable to have a solid system of values that can be used in troubling situations or decision making.
Customizing HRM strategy to business strategies is significant in the alignment or interrelation of HRM practices with the company’s goals and development objectives. Through the use of the modern technologies such as IT, the HRM can conduct research which can ultimately be used to create a competitive advantage in the market in the process of provision of services to clients. Moreover, it is the obligation of the HRM to ensure employee progress through training and edifying programs that are centered towards achievement of corporate goals. Therefore, customizing HRM strategy to business strategies will enhance the employee as an asset towards the creation of a competitive workforce which ultimately creates the competitive advantage.
HRM strategies are the roots for the creation of a competitive advantage in any corporation. Principally, maintaining ethical practices fostered by HRM strategies will create a positive environment in which clients, professional employee, and partners will be willing to work for or with the company. The system is also crucial to the formation of a consistent communication system hence enable suitable workflow geared towards client and workers satisfaction, meeting of deadlines, efficient production, and the creation of value and strength in the workforce. Combining these elements will ultimately offer a competitive advantage that will lead to profitability.
References
C., F. A. (2010). Business Ethics And Corporate Governance. Uttar Pradesh: Pearson Education India.
Durai, & Pravin, D. (2008). Human Resource Management. Uttar Pradesh: Pearson Education India.
Gilliland, S., Steiner, D. D., & Skarlicki, D. (2007). Managing Social and Ethical Issues in Organizations. Paris: IAP.
