Social Legitimacy & employment
The citizens and nations to which the workers bear their origin are significant contributors of development and nurturing the talent inherent in these individuals. The organization employing the talents are therefore submissive to the neighboring society and the government who have the power to regulate the environment the workers are subjected to. Most companies only address the most basic and minimum responsibilities of societal concern such as health issues and safety issues.
The companies are duty bound to uphold the ethical practices associated with employment issues of child labor, unionizable rights, forced labor in addition to the safety/ health issues should be accorded significant address and any complaints from employees for lack of compliance looked at (Boxall & Purcell, 2002). Goals of HRM Globalization of the current decade has brought about competition for talents. In the circle of HRM, there exist some strategic tensions as a reality.
Examples of such tension include labor scarcity and labor motivation. The labor scarcity calls for individual firms to compete actively against other companies. According to the laws advocated against forced labor any worker can terminate services in any company for an employment opportunity in another company. With rapid technological changes in IT, the global market
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The ability of any company to become dominant and competitive in the market as far as labor is concerned depends to a great degree to its ability to compensate workers and avail development opportunities for its worker (Chain Store Age, 2007). Labor motivation creates a strategic tension as a result of the mode of relationship between the workers and their managerial staff. Both the worker and manager interact on the basis of trust element. Nobody is capable to exercise entire control over another person and in any interactions, conflict due to diversity in individual interest are un- escapable.
Most businesses are based on capitalism which exhibits exploitation while the workers are more oriented towards a more pluralistic tradition. Motivation entails the level of recognition of the worker at the workplace and to what extent the tasks are seen to be interesting to the workers. The degree of trust the worker expects from the managerial staff also determines the extent of strategic tensions brought about by motivation (Boxall & Purcell, 2002).