In communicating the abovementioned changes to the employees in terms of company operations, this will further create a sense of cohesion and shared objectives. In this case, therefore, HRM leadership is measured by how well the organizational professional at Fashion Fads (Mr. Cheung) is able to improve employee efficiency and contribute to growth in the revenue of the company. Management leadership can also be important.One of the most important reasons for turnover internally that this report considers is lack of compensation. Generally it is assumed in this report that if the position is a high turnover position, the first place to look would be the compensation level of the employee in this position. For example, some professions and positions that require minimum wage employees attempt to institute employee of the month systems, with mixed results because often employees do not take these incentives seriously without any monetary incentives attached to them. Traditionally, the most effective way of motivating employees such as those at Fashion Fads to perform better and reducing as a result the turnover level in the organization, is giving them financial compensation as a way of motivating greater performance.An equality policy should conform to standards of the EEOC, ADA, Civil Rights, and other legislation. Cheung needs to know that Fashion Fads needs to be a multicultural and diverse environment where diversity is respected and encouraged, and there is no invisible barrier against certain races, genders, etc., in terms of advancement in the company. Breaking through the glass ceiling means recognizing diversity and ending conflict in organizations. Montiero’s article deals with how diversity intersects with conflict management in organizations. This article is mainly a theoretical text which seeks to apply its theories to the reality of the organizational space, but does not conduct actual empirical scientific research regarding the efficiency of its theoretical conclusions. One of the author’s main assumptions regarding the elimination of the glass ceiling barrier, is that, “Common in-group identity, as well as dual identity cognitive strategies, could in a certain way co exist in the context of inter group asymmetrical relations, where diversity does not oppose or prevent a super ordinate cohesive representation of groups” (Montiero, 2003). The article also deals with
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