ITTIHAD UNIVERSITY

COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS

Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement
An HR planning model for outour!ing
Althouh considerable scholarl! and "ractitioner#oriented research has been conducted on outsourcin and on human
resource "lannin$ insu%%icient attention has been "aid to the HR as"ects o% outsourcin$ s"eci%icall! to the role o% the
HR "lanner in the "rocess& 'here are t(o (a!s to loo) at the inter"la! bet(een HR* and outsourcin& HR models
+,urac) - Math!s$ ./800 Math!s - ,urac)$ .//12 and "lanners (ill tell !ou that outsourcin is 3ust one a""roach
amon man! to %ill an orani4ation5s demand %or human resources&
In this 6ie($ the role o% outsourcin is "rimaril! to ser6e as a source o% human resources& 'his im"lies that the
determination o% the HR "lan %or the outsourced relationshi" is a b!#"roduct o% the o6erall HR "lan %or the
orani4ation& A%ter all$ onl! a%ter the (hole orani4ation +or a s"eci%ic business unit or %unctional area2 "lan has been
"re"ared +i&e&$ (hat number o% "eo"le o% (hat s)ill le6el in (hich roles and (here2 can one determine (hat a"s e7ist&
In this 6ie($ outsourcin is one amon the man! (a!s to %ill those a"s& As a result o% this thin)in$ 8strateic8 HR
"lanners o%ten do not del6e into the outsourcin "rocess$ instead treatin it as a mere 8tactic&8
Althouh there is some merit to this thin)in$ in "ractice li%e is more com"licated& 'oda!$ the outsourcin decision is
o%ten ta)en b! business e7ecuti6es inde"endentl! o% the HR "lanner& 'he decision is mostl! dri6en b! business
ob3ecti6es such as cost reduction$ increasin %le7ibilit!$ ainin access to "articular technoloies$ or sim"l! to
concentrate manaement band(idth on core acti6ities +9utsourcin Institute$ .//80 *er)ins$ 20042&
In this second$ business#dri6en 6ie( o% outsourcin and HR "lannin$ the em"hasis is more on the role o% HR
"lanners durin e6aluation o% the outsourcin relationshi" and su""ortin the chanin orani4ation a%ter the
relationshi" has been %inali4ed& Althouh this is a narro(er 6ie( o% the HR "lanners5 role in the outsourcin
arranement$ it carries com"le7ities and nuances that businesses can inore onl! at their "eril&
:hiche6er 6ie( one holds$ HR "lanners can and should increase their in6ol6ement and leadershi" in the outsourcin
"rocess& ;or this to ha""en$ business leaders should in6ol6e HR "lanners earl! in the outsourcin "rocess and then
chare them (ith acti6e manaement o% (or)%orce "lannin issues throuhout& In the remainder o% this article (e
"ro6ide a com"rehensi6e model and best "ractices %or HR "lanners to use be%ore$ durin$ and a%ter the outsourcin
contract is e7ecuted&
A Model %or HR *lannin Durin 9utsourcin
'he HR "lannin "ro%essional should address a number o% )e! "oints as his or her com"an! oes throuh the
"rocess o% considerin$ e6aluatin$ contractin$ initiatin$ transitionin$ and then maintainin an outsourced
relationshi"&
'hese a""l! e<uall! %or the outsourcin o% an! %unction##HR$ I'$ call centers$ etc&##and are a""licable to 6ar!in
derees in all t!"es o% outsourcin arranements: onshore$ near#shore$ o%%shore$ and multi#shore +'ornbohm - Rold$
200=2& >7hibit . de"icts the "ro"osed HR* model and best "ractices on an o6er6ie( ma" o% the outsourcin "rocess&
'he ,ene%its o% 9utsourcin %or Small ,usinesses
9utsourcin ## the "ractice o% usin outside %irms to handle (or) normall! "er%ormed (ithin a com"an! ## is a %amiliar
conce"t to man! entre"reneurs& Small com"anies routinel! outsource their "a!roll "rocessin$ accountin$ distribution
and man! other im"ortant %unctions ## o%ten because the! ha6e no other choice& Man! lare com"anies turn to
outsourcin to cut costs& In res"onse$ entire industries ha6e e6ol6ed to ser6e com"anies? outsourcin needs&
,ut not man! businesses thorouhl! understand the bene%its o% outsourcin& It@s true that outsourcin can sa6e
mone!$ but that5s not the onl! +or e6en the most im"ortant2 reason to do it& As man! %irms disco6ered durin the
outsourcin 8mania8 o% the earl! .//0s$ outsourcin too much can be an e6en bier mista)e than not outsourcin
an! (or) at all& 'he %lat econom! caused man! com"anies into hue la!o%%s and subse<uentl! outsourced %unctions
that (ere better )e"t in#house& :ise outsourcin$ ho(e6er$ can "ro6ide a number o% lon#term bene%its:
Page 1 of 23
ITTIHAD UNIVERSITY
COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS
Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement
Control !apital !ot"
Cost#cuttin ma! not be the onl! reason to outsource$ but it@s certainl! a ma3or %actor& 9utsourcin con6erts %i7ed
costs into 6ariable costs$ releases ca"ital %or in6estment else(here in !our business$ and allo(s !ou to a6oid lare
e7"enditures in the earl! staes o% !our business& 9utsourcin can also ma)e !our %irm more attracti6e to in6estors$
since !ou@re able to "um" more ca"ital directl! into re6enue#"roducin acti6ities&
In!reae effi!ien!#"
Com"anies that do e6er!thin themsel6es ha6e much hiher research$ de6elo"ment$ mar)etin and distribution
e7"enses$ all o% (hich must be "assed on to customers& An outside "ro6ider@s cost structure and econom! o% scale
can i6e !our %irm an im"ortant com"etiti6e ad6antae&
Redu!e la$or !ot"
Hirin and trainin sta%% %or short#term or "eri"heral "ro3ects can be 6er! e7"ensi6e and tem"orar! em"lo!ees don@t
al(a!s li6e u" to !our e7"ectations& 9utsourcin lets !ou %ocus !our human resources (here !ou need them most&
Start ne% pro&e!t 'ui!(l#"
A ood outsourcin %irm has the resources to start a "ro3ect riht a(a!& Handlin the same "ro3ect in house miht
in6ol6e ta)in (ee)s or months to hire the riht "eo"le$ train them and "ro6ide the su""ort the! need& And i% a "ro3ect
re<uires ma3or ca"ital in6estments +such as buildin a series o% distribution centers2$ the startu" "rocess can be e6en
more di%%icult&
Fo!u on #our !ore $uine"
>6er! business has limited resources$ and e6er! manaer has limited time and attention& 9utsourcin can hel" !our
business to shi%t its %ocus %rom "eri"heral acti6ities to(ard (or) that ser6es the customer$ and it can hel" manaers
set their "riorities more clearl!&
Le)el t*e pla#ing field"
Most small %irms sim"l! can@t a%%ord to match the in#house su""ort ser6ices that larer com"anies maintain&
9utsourcin can hel" small %irms act 8bi8 b! i6in them access to the same economies o% scale$ e%%icienc! and
e7"ertise that lare com"anies en3o!&
Redu!e ri("
>6er! business in6estment carries a certain amount o% ris)& Mar)ets$ com"etition$ o6ernment reulations$ %inancial
conditions and technoloies all chane 6er! <uic)l!& 9utsourcin "ro6iders assume and manae this ris) %or !ou$ and
the! enerall! are much better at decidin ho( to a6oid ris) in their areas o% e7"ertise&
Page 2 of 23
ITTIHAD UNIVERSITY
COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS
Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement
+o%erful CEO pa# emplo#ee more
September 28 2006 # Ne( research has anal!4ed "erce"tions o% %airness in e7ecuti6e "a! and ho( C>9 o6er# or
under"a!ment cascades do(n to lo(er orani4ational le6els& *ublished in the Se"temberA9ctober 200B issue o%
Organization Science$ the stud! loo)ed at data %rom o6er .20 %irms o6er a %i6e#!ear "eriod& Authors Cames :ade$
"ro%essor at Ruters Dni6ersit!$ Charles 95Reill!$ "ro%essor at Stan%ord5s Eraduate School o% ,usiness$ and 'imoth!
*olloc) at *enns!l6ania State Dni6ersit!5s Smeal Collee o% ,usiness$ used techni<ues o% o"erations research +9R2
in their anal!sis&
Fe! %indins include:
CEO o)erpa#ment *a *ig*er !ot t*an pre)ioul# reali,ed& It has been arued that e6en i% a C>9 is
o6er"aid$ a lare com"an! can easil! absorb the cost& Ho(e6er$ the stud! %ound that C>9 "a! has direct
conse<uences %or com"ensation at lo(er em"lo!ee le6els& 'he e%%ects o% C>9 o6er"a!ment cascade do(n to
subordinates at diminishin derees& ;or e7am"le$ (here one C>9 (as o6er"aid b! B4 "er cent$ indi6iduals at
Ge6el 2 +chie% o"eratin o%%icer$ chie% %inance o%%icer$ etc&2 (ere o6er"aid b! 2B "er cent$ (hile indi6iduals at Ge6el
= +di6ision eneral manaers2 (ere o6er"aid b! .2 "er cent& 'he cumulati6e e%%ect o% this s!stemic o6er"a!ment
im"acts on o6erall orani4ational "er%ormance and shareholder 6alue&
Charles 95Reill! commented: 8Ei6en the lare sums "aid to some senior e7ecuti6es$ the total cost %or o6er"a!ment
could be a bi number # and$ in some cases$ sini%icantl! a%%ect shareholder returns&8
CEO pa# impa!t u$ordinate turno)er& 'he stud! %ound that C>9s ser6e as a )e! re%erence "oint %or
em"lo!ees in determinin (hether their o(n "a! is %air& I% the C>9 is o6er"aid$ subordinates are more li)el! to
lea6e& 'he turno6er e%%ect becomes more "ronounced the %arther a(a! !ou et %rom C>9 le6el& >6en i% an
em"lo!ee is o6er"aid relati6e to the mar)et$ the! (ill ha6e a reater "ro"ensit! to lea6e i% their C>9 is o6er"aid
b! a larer "ercentae than the! are&
Cames :ade said: 8C>9 com"ensation im"acts em"lo!ee retention more than (e reali4ed& 9ur research %ound that
C>9 o6er"a!ment is related to turno6er$ (hich can ha6e im"ortant lon#term conse<uences& It is <uite "ossible that
those most li)el! to lea6e because o% "ercei6ed un%airness are "recisel! those em"lo!ees comin u" in the
orani4ation that (ould e6entuall! rise to the to" manaement team le6el&8
CEO underpa#ment alo !a!ade& 'he stud! %ound that C>9 under"a!ment tends to et cascaded throuh an
orani4ation$ (ith multi"l!in e%%ects& I% the C>9 is under"aid more than !ou are$ !ou are less li)el! to lea6e$ but i%
the C>9 is under"aid less than !ou are$ !ou are more li)el! to lea6e& As Cames :ade "ut it$ 8under"a!in a C>9
could reduce turno6er i% subordinates are under"aid less than the C>9 is under"aid&8
Notion of fairne are po%erful& 'he stud! %ound that C>9s tend to be concerned (ith the "erce"tion o%
%airness& I% the C>9 is "aid enerousl!$ the! (ill t!"icall! use their in%luence to "a! others enerousl! as (ell&
And$ i% the! are seen as bein under"aid$ that (ill also ha6e an e%%ect&
'imoth! *olloc) commented: 89ur research sho(s e6idence that C>9s are concerned (ith %airness$ and that the! are
li)elier to share re(ards than the! are to share burdens& ,ut this can be e7"ensi6e and has the "otential to hurt a
%irm5s bench strenth i% the re(ards aren5t %ull! shared&8
+o%erful CEO pa# emplo#ee more& C>9s (ho also ser6e as chairman o% the board tend to "a! their
em"lo!ees more& 'his e%%ect is more "ronounced at hiher le6els$ but diminishes at lo(ers le6els& 'he e%%ect
disa""eared at Ge6el = +di6ision eneral manaers2$ but (as stron at Ge6els 2 # 4 +the to" manaement team
throuh the 3unior 6ice "resident ran)s2&
Page 3 of 23
ITTIHAD UNIVERSITY
COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS
Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement
Di)erit# Training Doen-t .or(
September 14 2006 # A ne( stud! sho(s that di6ersit! trainin "rorams ha6e %ailed to eliminate bias and increase
the number o% minorities in manaement$ des"ite the %act that man! cor"orations ha6e s"ent increasin amounts o%
mone! on this area&
In a "a"er to be "ublished in the American Socioloical Re6ie($ ;ran) Dobbin$ "ro%essor o% sociolo! in Har6ard
Dni6ersit!5s ;acult! o% Arts and Sciences$ Ale7andra Fale6 o% the Dni6ersit! o% Cali%ornia$ ,er)ele!$ and >rin Fell! o%
the Dni6ersit! o% Minnesota conclude that such e%%orts to mitiate manaerial bias ultimatel! %ail& In contrast$ "rorams
that establish res"onsibilit! %or di6ersit!$ such as e<ual o""ortunit! sta%% "ositions or di6ersit! tas) %orces$ ha6e "ro6ed
more e%%ecti6e&
Fran( Do$$in aid/
8;or the "ast 40 !ears com"anies ha6e tried to increase di6ersit!$ s"endin millions o% dollars a !ear on an! number
o% "rorams (ithout actuall! sto""in to determine (hether or not their e%%orts ha6e been (orth it& Certainl! in the
case o% di6ersit! trainin$ the ans(er is no&
'he onl! trul! e%%ecti6e (a! to increase the "resence o% minorities and (omen in manaerial "ositions is throuh
"rorams that create orani4ational res"onsibilit!& I% no one is s"eci%icall! chared (ith the tas) o% increasin di6ersit!$
then the buc) ine6itabl! ets "assed ad in%initum& 'o increase di6ersit!$ e7ecuti6es must treat it li)e an! other
business oal&8
'his stud! is described as the %irst to e7amine the e%%icac! o% di6ersit! "rorams based on the actual chane in
minorit! re"resentation in manaement "ositions& 'he authors e7amined re"orts submitted to the ><ual >m"lo!ment
9""ortunit! Commission b! "ri6ate sector establishments and conducted a sam"le sur6e! on the histor! o% di6ersit!
"rorams (ithin the com"anies concerned&
'hese (ere cateori4ed into three rou"s: orani4ational res"onsibilit! "rorams such as tas) %orces or sta%%
"ositions0 manaerial bias "rorams such as di6ersit! trainin0 and "rorams that created net(or)in or mentorin
o""ortunities&
'he data sho(ed that orani4ational res"onsibilit! "rorams (ere the most e%%ecti6e& Di6ersit! tas) %orces !ielded the
reatest results$ increasin the "ro"ortion o% (hite (omen in manaement "ositions b! .4 "er cent$ blac) (omen b!
10 "er cent$ and blac) men b! .0 "er cent&
'he stud! %ound that di6ersit! trainin aimed at reducin manaerial bias ma! actuall! increase it& *rorams in this
rou" (ere %ollo(ed b! a B "er cent decline in the "ro"ortion o% blac) (omen in manaement& :hite (omen bene%ited
modestl! (ith a B "er cent increase&
Social net(or)in im"ro6ed re"resentation o% (hite (omen$ but lo(ered that o% blac) men& Mentorin "rorams
sho(ed a stron "ositi6e e%%ect %or blac) (omen& Across the board$ di6ersit! "rorams bene%ited (hite (omen the
most$ %ollo(ed b! blac) (omen$ (ith blac) men bene%itin the least&
;ran) Dobbin commented:
8Althouh the li)elihood o% minorities holdin manaement "ositions has increased$ the ra( "ercentaes o% minorities
in manaement remain <uite lo(&8
Page 4 of 23
ITTIHAD UNIVERSITY
COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS
Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement
Small 0uinee 0enefit From Effe!ti)e Emplo#ee Management Strategie
August 31 2006 # >%%ecti6e HR "ractices can directl! a%%ect business results %or small enter"rises$ accordin to a %our#
"hase landmar) stud!$ conducted b! Cornell Dni6ersit! associate "ro%essor Christo"her Collins$ *h&D& S"onsored b!
the Ee6it! Institute$ Collins5 stud! sho(s that small businesses im"lementin 5>%%ecti6e >m"lo!ee Manaement
Strateies5 can e7"erience +in com"arison to com"anies that do not2:
22&. "er cent hiher re6enue ro(th
21&1 "er cent hiher "ro%it ro(th
BB&8 "er cent reduction in em"lo!ee turno6er
'his %ourth stae o% the Ee6it!ACornell research loo)ed at 121 businesses (ith bet(een eiht and B00 em"lo!ees
+a6eraeH=12 across a (ide rane o% industries& ManaerAo(ners and em"lo!ees (ere both sur6e!ed to minimi4e
bias&
'he stud! di6ides HR "ractices into three cateories:
.& Administrati6e Relie% # "rocessin "a!roll$ ta7es and insurance "remiums and )ee"in records
2& ,usiness *rotection # maintainin u"#to#date reulator! com"liance$ ris) manaement "ractices and access
to insurance "rorams
1& :or)%orce Alinment # em"lo!ee selection$ "eo"le manaement$ and em"lo!ee moti6ation and retention
"ractices&
'his stud! %ocuses on the third cateor!& :or)%orce alinment "ractices ha6e been sho(n in earlier studies to ha6e a
reater e%%ect on business results than the other t(o cateories combined& ,usinesses (ith alined (or)%orces can
"roduce results that are 1/ "er cent better than those that do not ha6e o"timal "eo"le manaement strateies& 'he
a" is onl! 8 "er cent %or the other t(o cateories o% HR "ractices&
Effe!t of Strategie/
Strate! Im"lementation '!"e
All >%%ecti6e Strateies
>m"lo!ee Selection
Strate! 9nl!
>m"lo!ee
Manaement
Strate! 9nl!
>m"lo!ee
Moti6ation
and Retention
Strate! 9nl!
Re6enue Ero(th
Im"ro6ement
22&.I
J&=I
..&=I
1&8I
*ro%it
Ero(th
Im"ro6ement 21&1I
B&.I
1&/I
.1&1I
>m"lo!ee
'urno6er
Reduction BB&8I
.J&.I
.=&.I
./&.I
Page 5 of 23
ITTIHAD UNIVERSITY
COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS
Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement
Da6id Si)ora$ director o% the Ee6it! Institute$ sa!s the results are de%initi6e& 8'hrouh this uni<ue and %irst#o%#its#)ind
stud!$ (e ha6e been able to <uanti%! the im"act that human resource "ractices ha6e on small businesses& Rather
than sim"l! bein an additional cost$ in6estments in e%%ecti6e em"lo!ee manaement strateies can hel" a small
business ro( sales and "ro%its&8
:hat are the most e%%ecti6e em"lo!ee manaement strateies %or small businessesK 'he stud! identi%ied the most
e%%ecti6e selection$ "eo"le manaement and em"lo!ee moti6ation and retention strateies:
.& ,ase recruitment on "erson#orani4ational %it rather than "erson#3ob %it& Hirin candidates (ho %it the
orani4ation5s culture is more e%%ecti6e than recruitin solel! on the basis o% s)ills that %it a "articular 3ob&
2& Dse sel%#manaement rather a controllin manaement strate!& :hen em"lo!ees are em"o(ered (ith
reater discretion and trust the! "er%orm better than "eo"le (ho are tihtl! controlled and closel! monitored&
1& Create a %amil!#li)e en6ironmentAcommunit! to moti6ate and retain em"lo!ees rather than %ocus on "a! as a
moti6ator&
'he research also loo)ed at the e%%ect o% di%%erent business en6ironments on results and identi%ied the conditions
(here HR "ractices can be most e%%ecti6e& 'he reatest business im"act is e7"erienced b! com"anies that:
are in hihl! com"etiti6e mar)ets
ha6e hih#ro(th oals
em"lo! more than =0 "eo"le
Sample finding/
*erson#orani4ational ;it
9ne#Lear Re6enue Ero(th
No Ero(th Eoal
J&.I
Hih Ero(th Eoal
.4&JI
Sel%#Manaement
9ne#Lear *ro%it Ero(th
Dnder =0 >m"lo!ees
8&4I
96er =0 >m"lo!ees
.=&8I
Hih Com"etition
9ne#Lear >m"lo!ee 'urno6er
Indi6idual
Monetar! Incenti6es
2J&8I
;amil!#li)e Communit!
J&/I
8'he stud! is roundbrea)in because (e56e "ro6en that s"eci%ic human resources strateies ha6e a meanin%ul$ and
statisticall! sini%icant$ im"act to small business %inancial "er%ormance$8 said Christo"her Collins$ *h&D&$ associate
"ro%essor at Cornell5s IGR School and Center %or Ad6anced Human Resources& 8So much o% e7istin research
concerns lare com"anies& Ho(e6er$ the relati6e im"act o% a sinle "erson lea6in a small business can be an e6en
reater setbac)& 9ur research clearl! su""orts the im"ortance o% ha6in a %ormal em"lo!ee manaement strate! as
"art o% an! small business "lan # either in#house or outsourced to a "ro%essional li)e Ee6it!&8
8'he results are encourain to Ee6it! as one o% the onl! human resource ser6ices a "ro6ider that includes (or)%orce
alinment su""ort in its o%%erins$8 said >ri) Mon)$ Ee6it!5s Chairman and Chie% >7ecuti6e 9%%icer& 89ur uni<ue abilit!
to im"lement e%%ecti6e em"lo!ee manaement "ractices enables us to assist our clients dri6e re6enue and "ro%it
ro(th$ (hile reducin em"lo!ee turno6er&8
Page 6 of 23
ITTIHAD UNIVERSITY
COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS
Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement
A .orld of .or(
August 1 2006 # A re"ort %rom the International Gabor 9rani4ation +IG92 sa!s toda!5s labor mar)et is characteri4ed b!
a (idenin a" bet(een un"recedented o""ortunit! %or some and ro(in uncertaint! %or man!&
'he re"ort$ entitled Changing patterns in the world o wor! describes recent trends and %uture "ros"ects in an
emerin lobal labor mar)et&
'he re"ort sa!s:
8Chane "ro6ides (elcome o""ortunities %or more re(ardin and satis%!in (or) and a better li%e& ;or others$ chane
is (orrisome$ closin o%% rather than o"enin u" chances %or im"ro6in li6in and (or)in conditions&8
Accordin to IG9 director#eneral Cuan Soma6ia:
8'here is a ro(in %eelin that the dinit! o% (or) has been de6alued0 that it is seen b! "re6ailin economic thin)in
as sim"l! a %actor o% "roduction # a commodit! # %orettin the indi6idual$ %amil!$ communit! and national sini%icance
o% human (or)& *eo"le are reactin in con6ersations at home$ in the secrec! o% the 6otin booth and$ (hen
necessar!$ b! %orce%ull! 6oicin their com"laints in the streets&8
'he re"ort5s )e! %indins include:
'he lobal (or)%orce is ro(in ra"idl!& 96er 1 billion are either (or)in or loo)in %or (or)& 'his is e7"ected to increase
b! o6er 410 million b! 20.=$ almost all comin %rom de6elo"in countries&
8Hundreds o% millions o% ne( 3obs (ill be needed o6er the ne7t decade&8 >conomies (ill ha6e to create an a6erae o%
more than 41 million ne( 3obs annuall! to reduce lobal unem"lo!ment$ (hich increased to ./2 million in 200=$ u" %rom
.=J million in .//=&
8'he im"act o% HIMAAIDS (ill be increasinl! decisi6e in man! countries&8 'he e"idemic$ (hich has the reatest im"act on
"eo"le o% (or)in ae$ is e7"ected to cause an estimated total loss o% some DSN2J0 billion b! 2020 in 4. countries
hardest hit b! the disease&
:omen constitute 40 "er cent o% the labor %orce& ;rom .//. to 200= the lobal %emale (or)%orce increased %rom under .
billion to .&22 billion$ 8but (omen still %ace man! obstacles to e<ual interation in the labor mar)et8&
Durin the last decade$ lobal !outh em"lo!ment rates increased %rom .2&. to .1&J "er cent& In 200=$ !oun "eo"le in
de6elo"in reions (ere 1&1 times more li)el!$ and in the de6elo"ed (orld 2&1 times more li)el! to be unem"lo!ed
com"ared to adult (or)ers&
In 2004$ there (ere 2.8 million children tra""ed in child labor$ re"resentin a decrease o% .. "er cent o6er the last %our
!ears&
'he number o% "eo"le aed B0 !ears and o6er is ro(in %aster than all other ae rou"s& Gabor %orce "artici"ation rates
%or (omen and men abo6e =0 !ears o% ae ha6e increased (orld(ide&
'he ser6ices sector increased %rom 14&4 "er cent in .//= to nearl! 1/ "er cent o% lobal em"lo!ment in 200=& 'he
aricultural sector re"resents 40 "er cent and the industrial sector 2. "er cent&
Cuan Soma6ia sa!s:
8A ma3or e%%ort is needed to im"ro6e "roducti6it!$ earnins and (or)in conditions in order to reduce (or)in "o6ert!
that a%%ects nearl! hal% o% all the (or)ers in the (orld& :e li6e in a time o% o""ortunit! and uncertaint! in (hich some o%
the barriers that ha6e "re6ented (omen and men %rom %ull! reali4in their ca"abilities are comin do(n$ but in (hich
ood 3obs that "ro6ide the %oundation o% securit! to build better li6es are increasinl! di%%icult to %ind&8
Page 7 of 23
ITTIHAD UNIVERSITY
COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS
Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement
'he re"ort identi%ies %our ma3or %orces interactin to dri6e chane in lobal (or)"laces and labor mar)ets:
.& the de6elo"ment im"erati6e$ stemmin %rom urent need to reduce "o6ert! and ine<ualit!0
2& a technoloical trans%ormation resultin %rom de6elo"ments in in%ormation "rocessin and communications0
1& an intensi%ication o% com"etition %ollo(in trade and %inancial liberali4ation and a dramatic reduction in
trans"ort and communication costs0
4& A shi%t in "olitical thin)in reardin labor mar)ets&
8I% (e (ant to achie6e the oal o% decent (or) %or all$ it is 6ital to understand (hat is dri6in the "rocess o% chane so
that it can be sha"ed to !ield more and better 3obs %or (or)in (omen and men e6er!(here$8 the re"ort sa!s&
'rends in the lobal labor mar)et identi%ied b! the re"ort include:
chanes in the (orld labor %orce
shi%ts in em"lo!ment due to e6olution o% lobal "roduction s!stems
s)ills shortaes emerin (orld(ide
increasin international labor miration
ro(th o% the in%ormal econom!
discrimination in em"lo!ment and occu"ation
Ero(in "ressures %or %le7ibilit! and securit! in labor mar)ets&
'he re"ort stresses that there is a ma3or trans%ormation in the (orld o% (or) (ith the "otential %or creatin
o""ortunities %or all (or)in men and (omen to ha6e a decent 3ob&
'he re"ort sa!s:
8'echnoloical "roress$ i% a""lied in (a!s that "romote inclusion rather than e7clusion$ could increase "roducti6it!
and ma)e material "o6ert! histor! (ithin a eneration&8
8'he main means %or ensurin an inclusi6e character to the ro(th o% the lobal econom! is the (a! in (hich (or)
and labor mar)ets are orani4ed and o6erned& Recent histor! is ho(e6er disturbin$ the em"lo!ment intensit! o%
ro(th has sli""ed bac) loball!&8
It adds that there are three com"onents o% a strate! to reduce the (orld5s 5decent (or) de%icits5:
Page 8 of 23
ITTIHAD UNIVERSITY
COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS
Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement
;irst:
A more em"lo!ment#intensi6e %orm o% ro(th es"eciall! in countries (ith lare#scale underem"lo!ment and (or)in
"o6ert!
Second:
An increase in "roducti6it! o% "oorest (or)ers to enable im"ro6ement in earnins and (or)in conditions
'hird:
A %aster rate o% o6erall ro(th increasin demand %or labor and the mo6ement o% "oorest (or)ers into more "roducti6e
3obs
'he re"ort cautions that the ratio o% de"endents to those o% (or)in ae is beinnin to rise in some de6elo"ed
countries and (ill start to increase ra"idl! in a number o% de6elo"in countries includin China o6er the ne7t 2= !ears&
8'he economic realit! is that the current (or)in "o"ulation essentiall! "a!s %rom their earnins %or retirees5 "ensions
and health care$ (hether throuh ta7es on (aes and a state trans%er mechanism or throuh the di6idends "aid on
in6estments in the com"anies %or (hich the! (or)&8
'he re"ort identi%ies common "atterns in current de6elo"ments in labor mar)et o6ernance& It suests that the
enormous 6ariet! o% (or) demands di6erse o6ernance mechanisms& ;ormulation o% la(s$ reulations and contracts
should be based on broadl! acce"ted "rinci"les& Some countries %ocus on e6aluatin e7istin s!stems built u" o6er
man! !ears& Most %ace the challene o% e7tendin labor leislation to co6er the in%ormal econom!&
'he re"ort suests that the IG95s International Gabor Standards ha6e an im"ortant continuin in%luence on leislation
(orld(ide&
Page 9 of 23
ITTIHAD UNIVERSITY
COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS
Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement
1 Reaon to Conider a Career C*ange
0# Linda Matia
(((&careercoachinc&com
coachOcareercoachinc&com
I% !ou are one o% the luc)! %e( that lo6es !our 3ob and it is 6er! secure$ then !ou (ill ne6er ha6e to consider a chane in !our
career& ,ut$ i% !ou are li)e most other "eo"le$ !ou (ill %ace chanes in !our career se6eral times durin !our li%etime& A chane in
!our career is not necessaril! neati6e # it can be a reat o""ortunit! %or !ou to e7"lore ne( interests and to ta)e ris)s& I% !ou are
unsure as to (hether or not !ou are read! %or a career chane$ ta)e a loo) at the %ollo(in reasons listed belo(& I% an! o% them
sound %amiliar$ then no( is the time to "lan %or a chane&
Top 1 Reaon
.& ,oredom # man! "eo"le cite this as one o% the to" reasons the! decided to s(itch careers& It is not 3ust normal s"ells o%
boredom # it a%%ects !our "roducti6it! and le6el o% satis%action& Man! "eo"le sa! the! hate their 3ob (hen in %act it is
boredom that the! are e7"eriencin&
2& Mone! # this is a bi moti6ator& A%ter all$ (ho doesn5t (ant to ma)e more mone! so that the! can a%%ord the thins the!
(ant in li%eK I% !ou %eel li)e !ou are not bein "aid (hat !ou are (orth or i% !ou are constantl! sa!in 8i% onl! I had the
mone!8 then !ou could bene%it b! %indin a hiher "a!in 3ob&
1& Gocation # location$ location is not 3ust %or real estate& Ho( close or %ar !ou li6e %rom (or) a%%ects !our satis%action (ith
!our current 3ob& Dealin (ith constant rush hour tra%%ic and lon commute times is enouh to ma)e man! "eo"le decide
to lea6e their current "osition&
4& Manaement # man! don5t i6e enouh credit to manaers and su"er6isors to bein a reason %or dri6in em"lo!ees a(a!&
*oor communication$ micro#manaement$ and a lac) o% control o6er one5s (or)da! are bi reasons to see) reener
"astures&
=& ,ene%its # medical and su""lemental bene%its are an im"ortant "art o% an! 3ob& Some em"lo!ers (ill "a! more %or bene%its0
(hile others (ill "ass o%% the chares to their em"lo!ees& Almost e6er! "erson (ants an ade<uate and com"rehensi6e
"lan o% bene%its and i% !ou5re current em"lo!er is %ailin to meet the bar$ it is 6er! ood reason to loo) into a more
bene%icial career&
B& *ur"ose # are !ou in the "ro%ession !ou (anted to be in as a childK Chances are that !ou are not& ,ut that doesn5t mean
that !ou can5t be # there is "lent! o% adult education classes o%%ered at local collees and online to et the education !ou
need in order to start that reat career& :e all (ant to %eel li)e our career is (hat !ou (ere meant to do in li%e& Lou can
achie6e !our dream # !ou 3ust need to research and come u" (ith a "lan o% action&
J& Dna""reciated # man! em"lo!ers underestimate the "o(er o% em"lo!ee "raise and reconition& Man! "eo"le are
moti6ated b! these %orces and thri6e o%% o% a""reciation& I% those needs are not bein met$ then the "erson (ill slo(l! lose
their dri6e and moti6ation and (ill resent their 3ob& 'his is a bi reason (h! man! "eo"le (ill s(itch careers # so that the!
%eel their e%%orts ma)e a di%%erence&
8& Ga!o%% # o)a!$ so this one is not reall! a choice$ but it is still a reason %or a career chane& 'urn the neati6e into a "ositi6e
b! e7"lorin !our interests and "ursuin (or) that (ill ma)e !ou ha""! and satis%ied&
Chanin careers doesn5t ha6e to be scar! so lon as !ou are "re"ared %or the chane& Ma)e sure that !ou al(a!s )ee" !our
resume and re%erences current& Sta! in touch (ith ho( satis%ied and ha""! !ou are (ith !our current 3ob& Do thorouh research on
other careers that interest !ou& I% a career chane is not "ossible %or !ou riht no($ consider a""roachin !our su"er6isor (ith
ideas on ho( to re6am" !our current "osition in order to ma)e it more satis%!in and meanin%ul %or !ou& :or) is a ma3or
com"onent o% !our li%e and the careers (e choose should re%lect that im"ortance& It is not meant to 3ust "a! the bills +althouh that
is a bi "art o% it2 # it is "ossible to deri6e "leasure and satis%action %rom (or)& 'he a6erae "erson (ill dedicate o6er three#%ourths
o% his or her li%e to (or)0 there%ore that (or) should mean somethin& It all boils do(n to the riht to choose a career that means
somethin to !ou&
Career Coach Inc& ob3ecti6e is t(o%old: to coach "ro%essionals throuh the inter6ie( "rocess and those (ho are in a career
transition and are loo)in to rea(a)en or disco6er their li%e5s "assion& 'o learn more 6isit (((&careercoachinc&com or send an
email to coachOcareercoachinc&com
Page 10 of 23
ITTIHAD UNIVERSITY
COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS
Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement
.*# are performan!e e)aluation u!* a pain in t*e 222222223
.2 :h! is it so di%%icult to %ind %i6e "eo"le in an! com"an! (ho are "leased (ith the (a! "er%ormance e6aluations
are conductedK
22 :h! does a (ell thouht out and (ell (ritten e6aluation "olic! turn into a (aste o% ood bureaucrac! in
"racticeK
12 :h! hasn@t Human Resources ste""ed u" to the "late and deli6ered somethin o% 6alue to the (hole
e6aluation e7"erienceK
I@ll tr! to ans(er the %irst t(o <uestions&
'here are scores o% boo)s$ maa4ine articles$ research "a"ers$ and dissertations out there that tells us ho( to
"ro"erl! (rite and conduct "er%ormance e6aluations$ and i6e us sound reasons %or (h! the! e7ist and are necessar!&
Conce"tuall!$ it@s a no#brainer& Let some(here bet(een "olic! and "ractice$ the "rocess %alls a"art$ usuall! (ith more
harm than ood comin %rom it& Ha6in i6en$ recei6ed and re6ie(ed hundreds o% e6aluations o6er the !ears$ I (ill
o%%er some obser6ations&
Firt$ since "er%ormance e6aluations are su""osed to e6aluate "er%ormance$ it seems reasonable to assume that
"er%ormance metrics are established %or the 3ob at the beinnin o% the ratin "eriod and modi%ied and communicated
a""ro"riatel! throuhout the ratin "eriod& 'his is rarel! the case and it seems to et (orse the larer the com"an!
becomes&
Se!ond$ all too o%ten$ the 3ob descri"tion that occasionall! accom"anies the re6ie( bears little resemblance (ith the
(or) bein "er%ormed& Ei6en the %ast chanin demands o% the mar)et"lace$ this is not sur"risin& Com"anies must
ada"t <uic)l! i% the! (ish to remain in business& Let manaers (ho do not ad3ust the "er%ormance e7"ectations o%
their subordinates accordinl! run a 6er! hih ris) o% reducin the 6alue o% an e6aluation as (ell as the 6alues added
contributions o% the em"lo!ees&
T*ird$ too man! e6aluations are based u"on a set o% arbitrar! acti6ities # %rom a %ormat de6elo"ed b! HR # that ha6e
little direct im"act on the material success o% the de"artment or the orani4ation& ;ar too man! 3ob descri"tions record
acti6ities instead o% outcomes that are 6aluable to de"artmental or orani4ational success&
Fourt*$ in the <uest %or o"erational e%%icienc!$ manaers$ su"er6isors and e7ecuti6es ha6e %ar more "eo"le re"ortin
to them than the! can e%%ecti6el! manae& 'hus$ the e6aluation "rocess becomes commoditi4ed (ith a P3ust %ill out the
%ormQ mentalit!& Additionall! !ou ma! be manain 6irtual teams throuhout the (orld (here !our onl! communication
(ith !our subordinates is 6ia the Internet or tele"hone&
Fift*$ the hiher one oes in the hierarch!$ the more <ualitati6e the criteria become& Henr! ;ord %amousl! %ired Gee
Iacocca$ aruabl! one o% the best auto e7ecuti6es in the business at the time& :hen Iacocca as)ed ;ord (h! he %ired
him ;ord re"lied: P,ecause I 3ust don@t li)e !ou&Q It didn@t matter that Iacocca has achie6ed and sur"assed e6er!
<uantitati6e "er%ormance measurement durin his tenure at ;ord&
Why do we conduct this annual ritual which turns more people off than turns them on?
Page 11 of 23
ITTIHAD UNIVERSITY
COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS
Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement
Finall#$ at the root o% all e6aluations is the realit! that it is damned hard to ob3ecti6el! and constructi6el! e6aluate the
"er%ormance o% someone that !ou (or) (ith 24AJ& It is 6er! eas! to e6aluate an!one %rom a distance but the closer
that "erson becomes to !ou$ the more "ersonal it is %or both& ;urther$ it becomes more di%%icult to loo) them in the e!e
and "ro6ide constructi6e criticism (ithout ha6in them misinter"ret !our comments&
So (h! do (e conduct this annual ritual (hich turns more "eo"le o%% than turns them onK 'here are some 6er! solid
reasons:
.& :e use them %or "ersonnel decisions such as "romotions$ trans%ers$ assinments and terminations0
2& to identi%! trainin and de6elo"ment needs0
1& as a criterion aainst (hich selection and de6elo"ment "rorams are 6alidated0
4& as a basis %or re(ard allocation$ i&e& salar! increases0
5. 'o )ee" our com"anies in com"liance (ith$ and in the s"irit o%$ our labor la(s&
I% !ou must ha6e "er%ormance e6aluations in !our com"an! R and there are man! C>9@s and HR e7ecuti6es (ho
ad6ocate the elimination o% them in their orani4ation R then here are some suestions to at least im"ro6e the
"rocess&
1. "easure outcomes# not acti$ities% 9utcomes contribute 6alue to an orani4ation& Acti6ities do not& >6er! 3ob in
an! orani4ation must be directl! lin)ed to the "er%ormance standards established %or the com"an!& I% !our 3ob
is to reduce turno6er b! 20 "er cent$ and !ou achie6e that oal$ !ou ha6e 3ust added 6alue to !our "osition& I%
one o% !our side 3obs is to orani4e the com"an! Christmas "art!$ reali4e that the "art! ma! not add an!
inherent com"etiti6e ad6antae to the com"an!@s business "lan& Its rele6ance on the "er%ormance re6ie( is
thus arumentati6e&
2. &now well wh' 'our subordinate(s position e)ists% Ho( does it directl! and materiall! hel" !ou to achie6e !our
"er%ormance ob3ecti6esK I% !ou cannot articulate (h! a "osition e7ists$ or i% !ou cannot describe the "osition@s
return on in6estment$ then !ou (ill be hard "ressed to 3usti%! its e7istence and accom"an!in e7"ense&
3. *stablish perormance e)pectations at the beginning o the rating period# not at the end% Ne6er rade a
subordinate on a critical "er%ormance outcome unless standards ha6e been discussed and set& I% the
e7"ectations chane in the middle o% the "eriod due to mar)et %orce demands$ communicate them immediatel!
to !our subordinates&
4. +erormance e$aluation is a continuing process# not one that is conducted once a !ear as re<uired b!
cor"orate "olic!& I% there are an! sur"rises in the re6ie( "rocess$ someone is not communicatin "ro"erl!&
>%%ecti6e e6aluation is a dail! and continuin "rocess o% communication bet(een the em"lo!ee and hisAher
su"erior&
5. Conduct a realit' chec! on 'our managerial responsibilities% In !our orani4ational (orld$ !ou ma! su"er6ise
.0#20 or more "eo"le at a time& I% !ou are a 6irtual manaer$ !ou ma! be su"er6isin eiht "eo"le in eiht
di%%erent "arts o% the (orld (here "er%ormance in%ormation comes in sni""ets o6er the Internet& ,! necessit!$
this reduces the e6aluation "rocess to a bureaucratic routine& ;ocus on the outcomes critical to the success o%
the orani4ation&
'he bottom line is that each 3ob in an orani4ation must e7ist %or a reason that is directl! tied to orani4ational
success %actors& As lon as "er%ormance e6aluations remain a "art o% our (or) e7"erience$ (e must (or) harder to
o6ercome its inherent "roblems and %ocus on the thins that matter&
Page 12 of 23
ITTIHAD UNIVERSITY
COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS
Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement
4o$ de!ription 5 are t*e# ne!ear#3
In a %ord 6 Ye7
Are t*e# %ort* t*e paper t*e#8re printed on3 In a %ord 6 No7
'hat@s because most o% the 3ob descri"tions that I ha6e read ha6e little bearin on business realit!$ tal) about non#
conse<uential acti6ities$ and %ail to describe and measure the 6alue contributions that each 3ob %unction is e7"ected to
deli6er& :hat@s (ron (ith this "ictureK
Get@s re#thin)& Get@s o bac) to the theoretical beinnin o% business and co6er some %undamental issues and then
match it (ith toda!@s realit!& 'oda!@s (or) base is "rinci"all! )no(lede dri6en$ not acti6it! dri6en& :or) creates 6alue
(hen its accom"lishment contributes to the success o% the de"artment or the larer orani4ation& >ro$ 3ob
descri"tions are su""osed to describe duties and "er%ormance standards that are directl! lin)ed to orani4ational
success %actors established b! the leadershi"$ and %or (hich it is (illin to "a! a salar!&
In %ar too man! cases$ 3ob descri"tions tal) about acti6ities that the incumbent does rather than critical contributions
he or she ma)es to the com"an!@s success& :e are no( in an in%ormation ae culture (here a""ro"riate a""lication
o% )no(lede is the desired 6alue creator& ;or e7am"le$ the administration o% em"lo!ee bene%its is an acti6it! that
must be done$ but adds no inherent com"etiti6e ad6antae to the orani4ation that (ill materiall! hel" the com"an! to
sta! in and ro( the business&
Indeed$ such acti6ities can be diiti4ed$ outsourced$ re#%ormatted$ and in some cases$ "ossibl! eliminated in order to
achie6e cost sa6ins& Ho(e6er$ it is the desin o% the bene%it "roram that re<uires s"eci%ic )no(lede and an abilit!
to lin) the desin strateies to(ards other critical "er%ormance %actors such as com"etiti6e "ricin$ em"lo!ee turno6er
and mar)et share criteria&
'here are three critical "oints that must be addressed in a 3ob descri"tion i% it is to ha6e relati6e meanin and
ad6ances the ob3ecti6es o% the orani4ation&
9" T*e Narrati)e Summar#
'he %irst item is to (rite a 2#1 sentence summar! that articulates (h! the 3ob e7ists and (hat it is e7"ected to
achie6e %or the com"an!& I% (ritten correctl!$ it should ans(er t(o basic <uestions:
.& :h! is this "osition im"ortant to the success o% the com"an!K
2& Ho( (ill it hel" sustain and ro( the businessK
'his is hard (or)& ;or man! manaers$ it miht be di%%icult %or them to articulate and 3usti%! the 3ob in terms that
%ocus on 6alue creation rather than cost o6erhead acti6ities& 'he! 3ust (ant a clean$ sim"le 3ob descri"tion
su""lied b! the HR de"artment that (ill )ee" the ;eds o%% their bac) and "ro6ide somethin that the! can re%er
to (hen conductin "er%ormance re6ie(s& Sorr!$ Charlie& I% I5m "a!in !ou N40$000 "er !ear %or this 3ob$ I (ant
to be cr!stal clear o% m! R9I reardin !our (or) contribution to(ard the success o% m! com"an!&
:" +rin!iple Dutie
Here@s (here a list o% e6er! tas) "er%ormed in this "osition is listed and then "rioriti4ed based u"on its
contributions to the com"an!@s "er%ormance success %actors& 'hen$ eliminate those tas)s %rom e6aluation
consideration that do not materiall! and directl! relate to the com"an!@s "er%ormance metrics& 'hose should be
reassined else(here and "ossibl! outsourced or diiti4ed& 9rani4in the annual Christmas "art! ma! be an
Page 13 of 23
ITTIHAD UNIVERSITY
COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS
Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement
im"ortant tas)$ but i% it does not directl! relate to a 6alue#added need +e&& customer or shareholder %ocus2 then
it subtracts %rom more substanti6e a""lications o% )no(lede&
"You must measure only the important things that are within the control of the incumbent."
In the ban)in industr!$ %or e7am"le$ a ban)@s leadershi" ma! determine that a lo( e%%icienc! ratio is critical to
their success %actors& All )no(lede a""lications should then include measurements aainst the im"act that
the! (ill ha6e on that ratio&
;" +erforman!e Meaurement Standard
I% the narrati6e summar! is (ell (ritten and the "rinci"le duties are "ro"erl! identi%ied$ then "er%ormance
standards must be de6elo"ed that measure the achie6ement o% those standards& 'his is also hard to do R
"articularl! i% !ou are tr!in to measure traditionall! <ualitati6e items instead o% <uantitati6e ones& Lou must be
able to measure contributions to the orani4ational success instead o% acti6ities& 'hins those are eas! to
<uanti%!$ such as increased sales 6olume$ em"lo!ee turno6er$ and in6entor! turns are eas! to measure&
Neotiatin a ne( healthcare contract ma! be a "rinci"le tas) %or an HR "ro%essional& Ho(e6er$ the 6alue o%
the neotiation e%%ort is onl! reali4ed i% it is determined that the com"an!@s com"etiti6e "osition has been
enhanced or$ alternati6el!$ has not been 3eo"ardi4ed& Commission schemes must be de6elo"ed that (ill
re(ard sales beha6iors that sustain the cost o% sales ratios and other metrics necessar! to insure a "ro%it& Lou
must measure onl! the im"ortant thins that are (ithin the control o% the incumbent&
Remember$ measurement standards must be clearl! articulated at the beinnin o% a ratin "eriod$ not durin
the "er%ormance re6ie(&
Administration (ill ta)e care o% those items that are re<uired b! la($ such as e7em"tAnon#e7em"t classi%ications and
<uali%ications$ the "ossession o% (hich suests "robable success o% the incumbent& S)ill sets %or technical 3obs or
3obs re<uirin s"eci%ic ca"abilities are easier to describe&
Certain "ro%essions li)e enineerin and electricians ma! re<uire licenses$ certi%ications$ a""renticeshi"s$ etc& and are
3usti%iabl! re<uired& *ro%essional and academic desinations such as *hD$ M&D& or C*A ma! also be necessar!&
'he )e! here is to insure that (hate6er <uali%ication !ou desire can be reasonabl! lin)ed to success%ul "er%ormance in
the "osition&
Ilam in t*e .or(pla!e 5 uggeted pra!ti!e for HR peronnel
,! Muhammad Ridha$ &wintessential,s "iddle *ast and -slam Consultant
Muslims no( %orm one o% the larest reliious rou"s in the DF& At a time (hen reat misunderstandins and
stereot!"es circulate the media and societ! reardin the reliion$ it is crucial %or an e%%ort to be made at all
le6els to o be!ond archet!"al imaes and to bein to understand Islam and Muslims&
:ith a "o"ulation o% a""ro7imatel! .&= million Muslims and ro(in$ DF based com"anies are em"lo!in more
and more !oun Muslim men and (omen& :ith this increase comes a reater need %or HR "ractitioners to be
a(are o% the res"ecti6e cultural sensiti6ities&
Page 14 of 23
ITTIHAD UNIVERSITY
COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS
Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement
As (ith indi6iduals %rom an! bac)round$ i% the! do not %eel com%ortable and understood in their o%%ice or
com"an!$ it is li)el! that the! (ill e6entuall! see) em"lo!ment else(here& In order to ma7imi4e retention o%
!oun Muslims$ it is e6er more im"ortant there%ore$ that their sensiti6ities are )e"t in mind&
'he %ollo(in in%ormation contains basic ti"s and uidelines %or HR sta%% and others to bear in mind& *lease note
that these are 6er! eneric uidelines& Muslims di%%er %rom eneration to eneration$ culture to culture$ some are
more de6out than others and inter"retations and "ractices o% the %aith are numerous& It ma! also be the case
that the indi6idual is Muslim b! name onl! and chooses not to "ractice their reliion&
+ra#er
A Muslim$ both male and %emale$ is e7"ected to "ra! %i6e times a da!& 'his "ra!er in6ol6es %acin Ma))ah +in
Saudi Arabia2$ usuall! on a "ra!er mat or clean sur%ace and recitin "ra!ers (hich %ollo( a "rocedure o% bo(in
and "rostratin& 'his t!"icall! ta)es bet(een = R .= minutes de"endin on the indi6idual& *ra!er times are
calculated accordin to the mo6ement o% the sun and ta)e "lace at da(n$ midda!$ late a%ternoon$ dus) and at
niht&
;or Muslims in !our com"an! it is a ood idea to allocate a neutral s"ace %or them to use %or their "ra!ers& 'his
can be a dedicated "ra!er room or sim"l! access to a seldom used o%%ice or medical room& Such a s"ace (ill
ma)e !our Muslim sta%% %eel at com%ort )no(in the! ha6e some(here "ri6ate and clean to sa! their "ra!ers&
I% sta%% are re<uired to be committed to a des) s"ace at certain times it ma! be a ood idea to aree on allocated
times in (hich the! can read their "ra!ers& 'his ma! in6ol6e the use o% brea) times&
Frida# +ra#er
Most Muslim men attend the mos<ue on ;rida! a%ternoons %or obliator! conreational "ra!ers& Get !our sta%%
)no( !ou understand their re<uirements and aree on an e7tended lunch brea) andAor allocate their ;rida!
lunch brea)s to con6enient times& Most mos<ues conduct "ra!ers at .&10 "&m& so tr! to aim %or an hour bet(een
. R 2"&m&
Fating
;astin ta)es "laces durin the month o% Ramadan& Ramadan does not corres"ond neatl! to an! Ereorian
months due to its method o% calculation& It chanes %rom !ear to !ear b! about ten da!s& 'he more de6out
Muslims ma! also %ast on Monda!s and 'hursda!s throuhout the !ear&
;astin in6ol6es abstinence %rom %ood$ drin)$ che(in and smo)in %rom da(n till dus)& At dus)$ Muslims
traditionall! brea) their %ast (ith dates and (ater be%ore "roceedin to eat a meal&
In the (or)"lace it is best to be a(are o% sta%%s (ho are %astin as this a6oids "otential o%%ence i% the sta%%
member declines an in6ite to lunch or to some other %unction in6ol6in %ood&
Dre
Most Muslim men (ill be (earin a shirt and tie li)e their colleaues and 6er! %e( (ould challene a dress code&
'his is sim"l! because dress is not an area (here strict uidelines e7ist in Islam&
9ne area Muslim men ma! clash (ith com"an! "olic! is in their (earin o% beards& I% !ou ha6e strict uidelines
reardin %acial hair or %ollo( certain health and h!iene "rocedures$ then it is (ise to ensure that "otential male
Muslim em"lo!ees are made a(are o% these "rocedures& Lou should also be (illin to either com"romise on
reliious rounds or ensure that beard co6ers are made a6ailable&
Page 15 of 23
ITTIHAD UNIVERSITY
COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS
Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement
Muslim (omen are re<uired to co6er their hair +hi3ab2 and to dress modestl!& Man! do neither but it is best to be
a(are o% the needs o% those (ho do& I% !our com"an! has a uni%orm or a certain dress code is sure it "ermits the
(earin o% hi3abs& Man! com"anies ha6e no( ta)en the ste" to "ro6ide hi3abs (hich match the com"an!
uni%orm&
Holida#
Eenerall! Muslims in the DF ta)e holida!s as and (hen the! need to& 'here are ho(e6er a %e( dates o%
sini%icance that should be noted&
*id al./itr R this holida! celebrates the end o% the month o% Ramadan and %astin& It is traditionall! a time (hen
e7tended %amilies conreate and "resents i6en to children&
Althouh this holida! e7tends o6er a three da! "eriod$ man! Muslims t!"icall! ta)e a sinle da! holida!&
*id al.Adha R celebrates the end o% the Ha33 +"ilrimae2 and commemorates the (illinness o% Abraham to
sacri%ice his son& In Muslim countries shee"$ oats and camels and usuall! sacri%iced and the meat distributed
the %amil!$ neihborhood and the "oor& In the DF such meat is ordered throuh a butcher due to our la(s&
As (ith >id al#;itr$ Muslims t!"icall! ta)e a sinle da! holida! durin this "eriod&
So!iali,ing
9ne o% the ma3or discom%orts %or Muslims in the ,ritish (or)"lace ma! in6ol6e the sociali4in culture o% the
o%%ice& '!"ical business culture in6ol6es a%ter (or) sociali4in in "ubs or restaurants& As Muslims do not drin)
an! alcohol and "laces such as "ubs$ bars and discos are not considered suitable 6enues %or rela7ation$ then
Muslim sta%% ma! "olitel! decline such o%%ers& 'his should not be inter"reted as bad manners o% un%riendliness$
but rather a di%%erence in cultures that should be res"ected& :hen "lannin team buildin tri"s or e7ercises or
team outins al(a!s bear in mind a Muslim member o% sta%% ma! %eel uncom%ortable i% the 6enue is a "ub$ bar or
e6en a restaurant ser6in alcohol& It is al(a!s best to chec) (ith that sta%% member %irst& 'r! to thin) o%
alternati6e 6enues (here all sta%% (ill be com%ortable&
Food
'here are certain restrictions as to (hat a Muslim canAcan@t eat& Meat must al(a!s be halal& Such meat has
been slauhtered accordin to Islamic "ractice& I% halal meat cannot be sourced then Muslims are allo(ed to eat
Fosher meat too& *or) is not eaten at all b! Muslims& Al(a!s chec) inredients o% %oods !ou "lan to share out or
use in sta%% lunches& ;oods not suitable %or 6eetarians ma! contain non#halal meat or meat deri6ati6es +e&&
elatine2 and cannot be eaten& Similarl!$ %oods (ith alcohol content should also be a6oided& An eas! (a! to
o6ercome an! caterin di%%iculties is to "ro6ide a 6eetarian o"tion&
Tou!*<+eronal Spa!e
'here is an o"inion amon some Muslims that touchin bet(een men and (omen should be a6oided& Althouh
not common in the DF$ as com"ared (ith the Eul%$ !ou ma! occasionall! come across Muslim men and (omen
(ho do not li)e to sha)e hands (ith members o% the o""osite se7& I% !ou are unsure then it is ad6isable to (ait
and see i% the! e7tend their hands %irst&
Muslim men and (omen ma! also %ind close "ersonal contact bet(een se7es 6er! uncom%ortable& Dnless !ou
)no( other(ise be sure to lea6e a ood deal o% "ersonal s"ace&
As mentioned in the introduction$ these are broad uidelines onl! and the deree o% su""ort %rom a business A
HR "ers"ecti6e (ill be entirel! de"endant on the indi6idual in6ol6ed& Care should be ta)en there%ore not to
Page 16 of 23
ITTIHAD UNIVERSITY
COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS
Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement
assume the needs o% a member o% sta%%$ but to sim"l! be a(are o% "ossible issues and resultin inter6entions i%
these become necessar!&
Inappropriate Internet Surfing
Et*i! in t*e .or(pla!e 5 I

2000 Penton Media - Industry Week Magazine
If you don't think Internet or e-mai mi!u!e or a"u!e #an ha$$en in your #om$any% gue!! again. &u!t a!k the
#om$any that got a etter from the '(I a!t )o*em"er that !aid one of it! em$oyee! +a! a##e!!ing #hid
$ornogra$hy !ite! from the +ork$a#e. ,! if that ne+! +a!n't "ad enough% the #om$any in -ue!tion had not
de*eo$ed an Internet $oi#y.
./hat'! the $ro"em%0 !ay! &o!e$h 1. 2#hmitt% a"or-em$oyment a+ attorney +ith 3aeand 4e+i! )ian
2i$kin! n!on% 5innea$oi!. 0, ot of #om$anie! 6u!t ha*en't thought a"out 7ha*ing a $oi#y8 or don't think
they'd e*er +ant or need to monitor 7ee#troni# #ommuni#ation!8. /hen a #a!e ari!e! +here they need to
monitor% and they #an't "e#au!e they don't ha*e a $oi#y in $a#e.0
/hat'! not an i!oated #a!e% either. 9ne-third of the 4%000 e:e#uti*e! !ur*eyed three month! ago "y
5anagement ;e#ruiter! Internationa In#. <5;I=% >e*eand% !aid that e*en though 80? of their
management-e*e em$oyee! no+ ha*e a##e!! to the Internet from de!kto$ $er!ona #om$uter!% their
#om$anie! did not ha*e a $oi#y in $a#e to go*ern the u!e of #om$uter! and e-mai in the +ork$a#e.
/hat'! amo!t in#om$rehen!i"e gi*en the ega ri!k! +ith regard to hara!!ment% "ia!% di!#rimination% and
offen!i*e !e:ua "eha*ior from Internet and e-mai a"u!e! that re#ent firing! and #ourt #a!e! ha*e
under!#ored% !ay! attorney @iAa"eth du 're!ne% #hair$er!on of the a"or and em$oyment $ra#ti#e of 2tee
3e#tor B Ca*i!% 5iami.
2he !ay! that the fir!t $a#e attorney! today turn for e*iden#e in a !e:ua-hara!!ment or ra#ia-di!#rimination
a+!uit i! the Internet% !in#e that are often +here the offen!i*e "eha*ior #an "e $ro*ed. 0/he Internet i! 6u!t
the !our#e of the $ro"em%0 !ay! du 're!ne. 0/he $ro"em i! that% during the day% !omeone o"tained
offen!i*e materia from the Internet and "rought it into the +ork$a#e.0
0/hey 7em$oyee! and manager!8 a kno+ that they #an't hang u$ a Penthou!e #aendar in the +ork$a#e.
/hey a kno+ that they #an't make a ra#i!t or !e:i!t 6oke in the +ork$a#e%0 !ay! du 're!ne. 0I don't
under!tand +hy they think they #an !end ra#ia and !e:i!t 6oke! *ia e-mai or do+noad $ornogra$hy at
+ork. Dhy they don't under!tand that the !ame rue! of ife a$$y +hen they get !u#h materia from the
Internet and $a!! it on to other! in the +ork$a#e% I don't kno+.0
,nd% !he !ay!% >@9! are a! guity a! their em$oyee!. 9ne >@9 of an internationa #om$any !etted out of
#ourt +hen it +a! do#umented that a hi! hit! on the Internet +ere $orn !ite! and that he had 81 dirty 6oke!
Page 17 of 23
ITTIHAD UNIVERSITY
COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS
Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement
in hi! $er!ona foder!% #a!!ified "y #ategory. In another #a!e% the $aintiff'! attorney $rodu#ed !i: month! of
!e:uay hara!!ing e-mai from a >@9% $rom$ting a -ui#k out-of-#ourt !ettement. ,nd% in a #a!e +here
there +a! ne*er e*en a a+!uit% a >@9 $aid E1.5 miion to a femae em$oyee after he do+noaded
$ornogra$hy% !ho+ed it to her% and a!ked her to do the !ame thing!.
0/he +hoe #on#e$t of +hat #om$uter! retain and do not retain i! "a#k magi# to $eo$e%0 !ay! du 're!ne.
0/hey hit the deete "utton and think it 7the e-mai or the $i#ture8 +ent off to e-mai hea*en.0
Dhie mo!t >@9! in*o*ed in !u#h "eha*ior retain their 6o"!% other em$oyee! aren't a! u#ky. Fero: >or$.%
/he )e+ Gork /ime!% and 'ir!t Hnion (ank a!t fa announ#ed the firing! of em$oyee! for ina$$ro$riate
Internet a"u!e.
Dhat triggered tho!e di!mi!!a! and !imiar re#ent firing! at "rokerage firm! +ere ina$$ro$riate +ork$a#e
"eha*ior and de#ining +ork $rodu#ti*ity that #oud "e tra#ed to the u!e of the Internet. 2ome em$oyee!
!im$y !$ent too mu#h time on the Internet% and other! !ent e-mai! +ith offen!i*e #ontent to other
em$oyee!. 2ti more engaged in hea*y Internet !urfing of $ornogra$hi# or gam"ing !ite! +hie at +ork or
ran $er!ona "u!ine!!e! on the Internet during #om$any time. 2ome e*en !ent to other em$oyee!% *ia e-
mai% materia! that in#uded *ideo! of $eo$e engaged in !e:.
/ho!e firing! #ame in the aftermath of three !e$arate "ut highy $u"i#iAed a+!uit! that +ere fied in a fi*e-
month $eriod from Ce#em"er 1996 to ,$ri 1997 -- again!t >iti"ank ),% 5organ 2taney B >o.% and
Dord>om >or$. -- "e#au!e of offen!i*e e-mai! !ent to em$oyee!.
/he #a!e! #o!t tho!e #om$anie! ad*er!e $u"i#ity and ega #o!t!% e*en though ea#h e*entuay +a! found
inno#ent of +rongdoing for it! em$oyee!' a#tion!. <@a#h of the #ourt! rued that a !inge offen!i*e e-mai --
or a handfu of e-mai! -- did not "y it!ef #on!titute a ho!tie en*ironment for ra#ia "ia! or !e:ua
hara!!ment and that the #om$anie! had a#ted $rom$ty and a$$ro$riatey to di!#i$ine the em$oyee! and
$re*ent !u#h in#ident! from o##urring again.=
9ther! ha*en't "een that u#ky.
- ,fter >he*ron >or$. +a! !ued "e#au!e of an e-mai #ir#uated +ithin the #om$any that i!ted 25
rea!on! +hy "eer i! "etter than a +oman% it !etted out of #ourt% a!o for E2.2 miion.
- It #o!t a De!t >oa!t #om$any E250%000 to !ette an age-di!#rimination a+!uit after an e-mai !ear#h
un#o*ered that the #om$any >@9 had +ritten an e-mai in!tru#ting human re!our#e! to 0get rid of0 a femae
em$oyee.
- 5i#ro!oft >or$. !etted for E2.2 miion a !e:ua-hara!!ment !uit in*o*ing $ornogra$hi# me!!age!
!ent +ithin the #om$any *ia e-mai.
/ho!e ty$e! of ega ri!k! aone 0under!#ore the foy0 of o$erating +ithout #ear ground rue! go*erning the
u!e of the Internet and e-mai "y em$oyee! +hie u!ing #om$any e-ui$ment on #om$any time. 0It i! ony a
Page 18 of 23
ITTIHAD UNIVERSITY
COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS
Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement
matter of time unti !omeone o$en! a door or $eer! o*er a !houder and it "e#ome! a matter of ina$$ro$riate
materia! that #reate a ho!tie en*ironment and a!o undermine your !e:ua-hara!!ment $oi#y or
antidi!#rimination $oi#y%0 !ay! 5aria 2oroi!% attorney in the /am$a offi#e of the 'orida-"a!ed a+ firm
,en% )orton B (ue.
In addition% !u#h guideine! or $oi#ie! are needed to $re*ent the ee#troni# di!#o!ure of trade !e#ret! and
#onfidentia information and to he$ $re*ent the $er!ona u!e of ee#troni# te#hnoogy from redu#ing +orker
$rodu#ti*ity. ,nother rea!on i! to ao+ #om$anie! to a##e!! ee#troni# information !houd they "e in*o*ed
in ega $ro#eeding! !temming from Internet or e-mai a#ti*ity.
02e:ua hara!!ment i!% "y far% the "igge!t $ro"em% $arti#uary ho!tie-en*ironment #aim!%0 !ay! 3aeand
4e+i!' 2#hmitt. 0/he !e#ond "igge!t i!!ue i! the di!#o!ure of #onfidentia information. /ho!e t+o a##ount
for at ea!t 75? of a $ro"em! +ith the Internet and e-mai u!e and a"u!e.0
1regory IaenAa% attorney in the 2an 'ran#i!#o offi#e of &a#k!on 4e+i! 2#hnitAer $man% #on#ur!. /hi! i!
not% he !ay!% a"out 0the em$oyer "eing !neaky0 and monitoring em$oyee a#ti*ity. 0@e#troni#
#ommuni#ation! ha! "e#ome a +ay of -ui#ky and effi#ienty !ending information%0 !ay! IaenAa. /he
Internet 0ha! "e#ome 7"oth8 a gate+ay through +hi#h $eo$e #an di*uge #om$any information and a
*ehi#e for hara!!ment.0
If that'! the #a!e% +hy do many #om$anie!% a! the num"er! from the 5;I !ur*ey !ugge!t% !ti o$erate
+ithout !u#h $oi#ie!J 05any 6u!t ha*en't thought a"out it%0 !ay! 2#hmitt. 9ther!% add! IaenAa% 0are
reu#tant to #ommuni#ate to em$oyee! 'ne+!' that they might not +ant to hear -- that the #om$any i! going
to re!er*e the right to monitor and a##e!! the Internet and e-mai u!age of it! em$oyee!.0
Get that i! $re#i!ey +hy they need to de*eo$ and im$ement $oi#ie! and #ommuni#ate them to em$oyee!.
0@m$oyer! ha*e a ega o"igation to $re*ent hara!!ment and di!#rimination in the +ork$a#e%0 !ay!
IaenAa. 02o% at the *ery ea!t% you need to gi*e em$oyee! fair +arning that you ha*e the right to $eer in !o
that they +i at ea!t think t+i#e0 a"out their $er!ona Internet and e-mai $ra#ti#e!.
)ei 'o:% #hief information offi#er at 5;I% $oint! out% 0/oo many em$oyee! are !ti una+are that they are
re$re!enting their #om$any +hen they u!e #om$any e-ui$ment to *i!it a De" !ite or !end an e-mai. Gou
ha*e to et them kno+0 that their identity -- and the #om$any'! -- foo+! them around during !u#h a#ti*itie!
and that !u#h a#ti*itie! aren't $ri*ate.
@-mai% for e:am$e% i! routed through a *ariety of !er*er! "efore it rea#he! it! fina de!tination% and Internet
!ite! 0!a*e0 information on $eo$e +ho *i!it them !o that they #an "e 0identified0 +hen they re*i!it.
In addition% !ay! @ri# 1reen"erg% dire#tor of management !tudie! at the ,meri#an 5anagement ,!!n.
<,5,=% )e+ Gork% +ithout a $oi#y that re!er*e! for the #om$any the right to monitor -- regarde!! of
+hether a #om$any e*er de#ide!% or need!% to u!e that right -- a #om$any #an run into a !e+ of ega
$ro"em!.
Page 19 of 23
ITTIHAD UNIVERSITY
COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS
Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement
0, #om$any ha! to kee$ good fie!%0 !ay! 1reen"erg. 0/hat i! 6u!t $art of taking #are of "u!ine!!. If the
aternati*e i! not !toring and maintaining e-mai fie! and Internet #onne#tion!% +hat do you do +hen you
re#ei*e a !u"$oena for a a+!uitJ
0It'! ea!y to try to turn thi! into a (ig (rother i!!ue%0 !ay! 1reen"erg. 3o+e*er% the reaity i! that of
#om$anie! +ith monitoring $oi#ie! -- "a!ed on ,5,'! 1999 +ork$a#e-$ri*a#y !ur*ey -- the o*er+heming
ma6ority <90?= do ony !$ot #he#king and u!uay ony after a #om$aint or +hen an indi*idua'! +ork
$erforman#e ha! dro$$ed.
05onitoring fre-uenty #reate! a $ro"em +ith em$oyee morae%0 !ay! IaenAa. 0It i! "etter to ha*e an
o$en-door $oi#y !o that if !omething offen!i*e o##ur! the offended em$oyee +i fee free to te
management% +hi#h #an then monitor.0
/here are #ertain $arameter! e*ery InternetKe-mai $oi#y !houd ha*e. (ut% in the ong run% 0ea#h #om$any
ha! to de#ide +hat ty$e of $oi#y i! a$$ro$riate0 for it% !ay! 5;I'! 'o:% him!ef a $ro$onent of ao+ing
$er!ona u!e of the Internet -- a! ong a! the +ork get! done -- a! a -uaity-of-ife i!!ue.
0/here are a! many $oi#ie! a! there are #or$orate #uture!%0 !ay! 'o:. 5;I'! !ur*ey% for e:am$e% found that
!ome #om$anie! had an a"!oute $rohi"ition again!t $er!ona Internet and e-mai u!e. 9ther! ao+ed
em$oyee! to u!e the Internet for $er!ona u!e "efore and after +ork and during un#h hour!. ,nd !ome
$ermitted either imited or e*en unimited $er!ona u!e.
5ore im$ortant% he !ay!% i! that the $oi#y !$e! out +hat'! a##e$ta"e or not. 0It et! the em$oyee
under!tand +hat e*e of $er!ona u!e i! toerated and #ear! u$ the am"iguitie! for the em$oyee!.0
>om$anie! a!o mu!t under!tand that they !houd di!#i$ine em$oyee! +ho!e $ro"em! !tem from Internet
or e-mai a"u!e or o*eru!e in the !ame +ay they +oud hande the i!!ue if no ee#troni# #ommuni#ation!
+ere in*o*ed.
0, ra#iay #harged 6oke o*er the Internet !y!tem !houd "e treated from a di!#i$ine !tand$oint the !ame
+ay you +oud treat a ra#iay #harged 6oke made in another #onte:t of the +ork$a#e%0 !ay! 5artin 3.
2am!on% an attorney in the )e+ Gork offi#e of Phii$! )iAer (en6amin Lrim B (aon% +ho !$e#iaiAe! in
Internet-reated itigation.
0Gou ha*e to ook at the offen!e and the offender and +hether it i! a fir!t-time offen!e or a re$eat offen!e.
Gou ha*e to a!k your!ef ho+ you +oud rea#t to a !imiar !ituation if there +ere no ee#troni# i!!ue!
in*o*ed.0
2imiary% une!! it in*o*e! hara!!ment% di!#rimination% *i!it! to !e: !ite!% or the ike% attorney! !ugge!t
#om$anie! rea#t to e:#e!!i*e $er!ona u!e of the Internet <!ome !ur*ey! e!timate that one-third of Internet
u!age at +ork i! $er!ona= the !ame +ay that they +oud rea#t +hen an indi*idua +a!te! #om$any time in
other +ay!.
Page 20 of 23
ITTIHAD UNIVERSITY
COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS
Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement
0Dhen an indi*idua *i!it! $orn or infammatory !ite!% hara!!e! other em$oyee!% or doe! !to#k trading%
!omething iega% or !omething di!ru$ti*e to another #om$any'! De" !ite%0 !ay! &a#k!on 4e+i!' IaenAa%
there !houd "e immediate di!#i$ine.
0/here i! a differen#e "et+een u!ing the Internet to !tea time or to do+noad $ornogra$hy. 2omeone +ho i!
reading 2$ort! Iu!trated onine%0 he !ay!% 0i! not going to "e $uni!hed in the !ame +ay a! !omeone +ho
read! 3u!ter onine or do+noad! their image! "e#au!e of the ri!k that !omeone e!e +i !ee that and "e
offended.0

,en% )orton emM! 2oroi! agree!. 0Gou ha*e to *ie+ theft of time on the Internet -- a! ong a! a $er!on i!
6u!t *i!iting no infammatory !ite! -- the !ame +ay you +oud *ie+ a"u!e of #offee "reak!% informa #hat!
+ith other em$oyee!% or $er!ona $hone #a!.0
0Gou +ant to #ut off e:#e!!i*e time on the Internet for houry em$oyee! "e#au!e if they are !$ending three
hour! daiy on the Internet% they might "e +orking o*ertime for three hour! at time-and-a-haf to get their
6o"! done%0 !ay! 2oroi!.
0(ut !aaried em$oyee! are !u$$o!ed to get their +ork done regarde!!. 2o a! ong a! 7!aaried em$oyee!8
get their +ork done% it i! not a $ro"em.0
3aeand 4e+i!' 2#hmitt agree!. 0, #om$any !houdn't #are +hether em$oyee! !$end one or 10 hour! on
the Internet a! ong a! they are getting their 6o"! done -- and $ro*ided that they are not a##e!!ing
ina$$ro$riate !ite!0 or hara!!ing other!.
It i! $ro"a"y "etter that the em$oyer !tay a+ay from the i!!ue. 9ther+i!e% it might o!e an in#redi"y
$rodu#ti*e em$oyee.
(e!ide!% #ontend! 5;I'! 'o:% +hi#h i! a more enightened management a$$roa#h.
05ore and more% the ine i! "e#oming "urred "et+een $er!ona time and #om$any time at many
organiAation!%0 !ay! 'o:. 0@m$oyee! are +iing to $ut in 60 hour! to 80 hour! of +ork ea#h +eek% "ut they
+ant% in e:#hange% -uaity-of-ife im$ro*ement! from their em$oyer! -- more fe:i"e hour!% the a"iity to
+ork at home% and the a"iity to !urf on the Internet a! their "reak from +ork. . . .
It i! time to fo#u! on the -uaity and -uantity of +ork rather than the amount of time an em$oyee'! "utt i! in
a #hair.0
Page 21 of 23
ITTIHAD UNIVERSITY
COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS
Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement

MANAGING A TERMINATION
It i! u!uay a manager'! mo!t dreaded ta!k - termination. (ut +hen an em$oyee'! $erforman#e doe!n't
im$ro*e after month! of #oun!eing% #oa#hing% and do#umenting% you'*e got to fa#e it.
'iring for !u"!tandard $erforman#e mean! one of t+o thing!N either the em$oyee #an't do the 6o" e*en after
!u"!tantia training% or heK!he #an't get aong +ith other! e*en after #on!idera"e #oun!eing.
If you'*e "een doing your 6o"% you'*e !$oken to himKher informay and formay% and you t+o ha*e agreed
on im$ro*ement $an! that the em$oyee ha!n't #arried out. /hroughout the di!#i$inary $ro#e!!% you'*e ke$t
+ritten re#ord! of #on*er!ation!% agreement!% and your o"!er*ation!. In !hort% you'*e !een no $o!iti*e
#hange.
,t thi! $oint% termination +i not ony "e a !ho#k to the em$oyee% it may amo!t "e a reief.
Con't 6u!t do it unmer#ifuy% e*en +hen he or !he kno+! +hat are #oming% re6e#tion and humiiation !ti
hurt.
H!e thi! handout a! your guide to handing a diffi#ut !ituation. /he!e ti$! +i not ony make a $artie!
more #omforta"e +ith a termination% "ut may +e kee$ you out of #ourt% tooO
1. Make sure you're on solid ground in discharging the employee.
2. If you do have grounds to discharge, write a termination letter to present to the employee.
3. Plan the meeting..
. !hen the employee arrives, don't "eat around the "ush or launch into mindless chitchat.
#. $e prepared for a reaction of shock and denial, pleading and tears, or anger.
%. If possi"le, ask the employee if he'd prefer to resign rather than "eing fired.
&. 'ive the employee the letter you've prepared.
(. )inish the meeting.
What is the Goal? Win-Win
Page 22 of 23
ITTIHAD UNIVERSITY
COLLEGE OF MANAGEMENT AND INFORMATION SYSTEMS
Student Name: Zubaidah Abdul Rehman Al Din
Student ID: 20042080
Course: Human Resource Manaement
,though a termination hardy !eem! ike a .+in0% it i! +hen you do it $rofe!!ionay. Hnder!tanda"y% it'! a
+in for you% your other em$oyee! <+hoM*e $ro"a"y had to +ork harder to make u$ for their #o-+orker'!
$oor $erforman#e=% and your organiAation.
Dhen you hande the di!#harge +ith dignity and gra#e% you truy do gi*e the em$oyee an im$ortant
o$$ortunity to !eek a more !uita"e $o!ition.
Page 23 of 23