Organizational members
However, there is an opposing side, which argues that diversification of a business is not a rational move at all. A diversification move can amply change the frameworks, cultures, and job prospects of the organization such that they cause organizational members to experience stress, anger, disorientation, frustration, confusion, and even fright.
Blenkhorn and Fleisher (2005:41) observed that diversification frequently result to lowered worker dedication and output, amplified discontent, high rate of turnover, power and leadership resistance, and a wide-ranging increase in dysfunctional behaviors such a corporate move. In addition, another disadvantage that a diversification may bring within the company is the tendency for the company to not give enough focus to its products because of many products that it offers in the market. In this manner, the company may not have that assurance of sustaining the competitiveness of other products.
In the race for global competitiveness, some firms trying to achieve economies and market power may not effectively analyze their target firms prior to diversification and may make mistakes when attempting to integrate the new business functions with the old ones. In diversifying, another challenge is evident in the financial management aspect. The challenge now for the financial managers is to explore the options and take advantage of the opportunities while taking caution in managing the risks in the face of the diversification.
Diversity in the work place has been a subject of contention for decades whether taken on the perspective of gender parity, in terms of race or considering factors that constitute age of the individuals at the work place. In addition, the contemporary world is changing so fast such that the factors that play role in sustainable social development in the society are generally changing.
With organizations like the WLO (World Labor Organization) taking proactive steps towards ensuring equitable resource allocation at the work place for both men and women, it is a point of concern for anyone to consider the capability of women to perform the same task as do men and if they receive or should receive equal payment (Vardy et al 2008). The focal point of this paper is an in-depth scrutiny of whether women are capable of performing the same work as men and if at all they are equally paid for the same job done.
In order for the paper to provide a clear view of this issue, it endeavors to analyze the values and judgments pertaining to the present human resource practices. By doing this, it will provide an insight focus on the future of these human resource practices in the work environment. Therefore the backbone of this discussion is the case of gender discrimination at the Home depot stores. Introduction Societal dynamics have put a level ground- or have endeavored to place a level ground- for both men and women to equally benefit from their achievement without discrimination.
Nevertheless, the question of "equal pay for equal work" has persistently beleaguered the American place of work. Though federal and state laws proscribe varied pay rates based on sex, wide-ranging statistics indicate that the American woman has historically continued to receive less pay than the man. To some extent, this disparity comes about as a result of the fact that relatively more women are generally employed in fields like service sector work jobs which are traditionally less paying.
On the same platform women’s rights organizations and union maintain that promotion of women employees to the executive positions on limited basis is a clear reflection of gender discrimination at the work place. Historically, professional and executive ranks in organizations have predominantly been occupied by men. Despite the fact that the latest trends show an increase in the number of women obtaining such posts, the proportion of women the population is bigger and therefore they still lag behind significantly (Conrad, 2007).
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Blenkhorn and Fleisher (2005:41) observed that diversification frequently result to lowered worker dedication and output, amplified discontent, high rate of turnover, power and leadership resistance, and a wide-ranging increase in dysfunctional behaviors such a corporate move. In addition, another disadvantage that a diversification may bring within the company is the tendency for the company to not give enough focus to its products because of many products that it offers in the market. In this manner, the company may not have that assurance of sustaining the competitiveness of other products.
In the race for global competitiveness, some firms trying to achieve economies and market power may not effectively analyze their target firms prior to diversification and may make mistakes when attempting to integrate the new business functions with the old ones. In diversifying, another challenge is evident in the financial management aspect. The challenge now for the financial managers is to explore the options and take advantage of the opportunities while taking caution in managing the risks in the face of the diversification.
Diversity in the work place has been a subject of contention for decades whether taken on the perspective of gender parity, in terms of race or considering factors that constitute age of the individuals at the work place. In addition, the contemporary world is changing so fast such that the factors that play role in sustainable social development in the society are generally changing.
With organizations like the WLO (World Labor Organization) taking proactive steps towards ensuring equitable resource allocation at the work place for both men and women, it is a point of concern for anyone to consider the capability of women to perform the same task as do men and if they receive or should receive equal payment (Vardy et al 2008). The focal point of this paper is an in-depth scrutiny of whether women are capable of performing the same work as men and if at all they are equally paid for the same job done.
In order for the paper to provide a clear view of this issue, it endeavors to analyze the values and judgments pertaining to the present human resource practices. By doing this, it will provide an insight focus on the future of these human resource practices in the work environment. Therefore the backbone of this discussion is the case of gender discrimination at the Home depot stores. Introduction Societal dynamics have put a level ground- or have endeavored to place a level ground- for both men and women to equally benefit from their achievement without discrimination.
Nevertheless, the question of "equal pay for equal work" has persistently beleaguered the American place of work. Though federal and state laws proscribe varied pay rates based on sex, wide-ranging statistics indicate that the American woman has historically continued to receive less pay than the man. To some extent, this disparity comes about as a result of the fact that relatively more women are generally employed in fields like service sector work jobs which are traditionally less paying.
On the same platform women’s rights organizations and union maintain that promotion of women employees to the executive positions on limited basis is a clear reflection of gender discrimination at the work place. Historically, professional and executive ranks in organizations have predominantly been occupied by men. Despite the fact that the latest trends show an increase in the number of women obtaining such posts, the proportion of women the population is bigger and therefore they still lag behind significantly (Conrad, 2007).
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