Human resource management is the factor underpinning social mobility within the business fraternity, especially in a setting of the multinational organization. Understanding social mobility reinforcement could be achieved through critical analysis of the hiring criteria within a multinational organization, which can give a lead to understanding the employer-employee relations that culminate in the viability of human resource management. Social mobility represents the structure of organizations’ preference management in the employment systems, which are majorly standard forms, such as permanent and pensionable basis employment systems, or the nonstandard forms, including the contingent staff and the interactions therein employment systems. Therefore, employment criteria are essential in the analysis of the organization’s performance on the contractual basis forming the most prominent form of employment as a mandate of human resource management.
The factors that determine the setting of organizational employment criteria span from professionalism to non-professionalism, although, none of these two influential factors have more strength over the other, insinuating into the debate over what really influences the preference to these employment systems. Thus, both professional and non-professional employment criteria score the same ranks on the performance when contracted or on a permanent basis of employment. Moreover, employee satisfaction through the benefits underlying the form of employment criteria is the factor underpinning the choice and consequent preference. The history of human resource management is important in analyzing conformity with the set goals within the multinational organization, which also proves its existence.
The employment criterion is also influential in the analysis of preference to the professionalism that the organization is using in times of discretion, which implies that the conventional way of professionals’ consideration as the icons behind decision-making processes, is shifting to the extent of erosion of their validity. Furthermore, this factor influences social mobility in the organization. It is depicted by changes in protocols in the human resource portfolio, where individual performance is the basis of elevation of rank as opposed to the conventional consideration of professionalism. Moreover, the organization’s conformity with cheap labor prospects, like outsourcing and apprenticeship, has brought about cost-effective methods of sourcing for labor unlike professional employees, who are perceived as a source of production cost increase due to the demand for higher wages even on contractual terms of employment.
This research paper depicts professionalism as a factor underpinning the social mobility within a multinational organization through the review of its human resource management systems.
Method of Collection of Information
The mode of sourcing for information involves the evaluation of employees using contradictory sentiments of influence for preference and performance records estimation revealed from a review of the history of the multinational organization. For instance, questionnaires can be developed, which can be used to reveal information about employees’ preference to standard versus non-standard forms of employment. This approach is helpful in the analysis of whether the organizational mandate in human resource management forms a line of separation for this disparity. Moreover, the questionnaire-based evaluation of employees about their preferences to professionalism can serve as a major factor underpinning the process of decision-making. Moreover, another information collection method is studying the trends of the organization’s performance for a long period of time, where solutions to critical situations that the organization deliberated are recorded and the participants therein give the clue on professionalism versus non-professionalism preferences. Finally, it is followed by examining the number of “professionals” in the organization against the number of “non-professionals”, which was presumed to be the preference of the organization.
Information can also be collected through direct observations in the course of the organization’s operation in order to depict the social mobility within the organization with an emphasis on professionalisms as the shifting factor. Collecting information through the observation of human resource tasks incorporates close surveillance of the recruitment process, promotion, and demotion basing, as well as professional parity analysis. Moreover, observation of the daily routine of duties uptake by employees and their retention time in the organization over a long period produces temporal versus the permanent basis employees, which forms the preliminary statistics for evaluation against professionalism. Therefore, close observation of the number of the employees hired and fired over time depending on professionalism provides a deep understanding of the organization’s preference, which is consequently presumed as an organization’s constitution.
Afterward, information collection is followed by the analysis of historical data from the organization’s archives to understand the trend of employment criteria from the past in comparison to the present in order to depict preferences and trends that the organization has been using. This historical information aids in depicting the number of employee categories in the past with a specific emphasis on the standard and non-standard forms of employment. Historical analysis of the organization is also essential in revelation professionalism and non-professionalism as factors of consideration before making the choice of an employee. In this relation, the historical archives are responsible for uncovering the changing nature of professional control indiscretions, with special emphasis on the hierarchical forms of human resource protocols.
For instance, there was an analysis of the professionalism of higher management versus the lower management based on the degree of professionalism. The rule of thumb here is that the higher management deliberates upon critical decision-making processes and with special emphasis on the hierarchical positions held by this staff, it was easy to depict preference of the organization to professionalism as a tool for placement of protocols. The historical archives could easily give the times when the process of decision making was necessary through analysis of records like those of increment of salaries for employees and the records showing dates of hiring of more employees or the consequent firing of the existing employee. These form the best practices that require the purpose of higher management, where knowledge of the composition of this higher management could give a lead to the probable resolution on whether the company puts emphasis on professionalism as a factor of consideration in elevation or demotion of employees. This was then, critically reviewed the possible outcomes at the end of the historical business year to give the performance of an organization.
This implies that after evaluation of the composition of the protocols, the historical information was essential in depicting the conformity of the organization with its goals, where normalcy could mean one thing while deviation from the normal could mean a very different thing. This gave the information required for analysis of evident consideration of the past employee selection criterion based on the technical know-how of the employees versus the preference to other forms of employment like expatriation, outsourcing and using internally automated systems like training of nonexpertise employees. This then led to the decision of the most preferred form of employment, which was depicted over the cost of change in management protocols to evaluate the increase or decrease in the cost of production specifically due to the change in the proficiency of the employee category. Moreover, analysis of the implications of these changes in employment criteria in relation to performance is also performed, which can lead to the knowledge of an increased or decreased performance, giving the required statistics of results.
Results: Analysis of Evidence Collected
The results from questionnaires gave a clear outcome with most employees preferring non-standard forms of employment like contingent work, where the reasons for these preferences correlated with respondents citing the benefits, including linearity with time management practices as reasons behind the preference of the nonstandard forms of work, the constitutional and institutional factors were majorly behind the move. For instance, most respondents cited flexibility in the employment relations of the non-standard forms of work, which enabled them to maximize fully from the stipulated working hours. Conversely, fewer respondents majorly made up of the professional category gave preference to standard forms of employment citing lack of experience in the non-standard forms of employment. This implies that the relations within the organization of non-standard employment could not give an employee the necessary chance to fully acquaintance with the work, which was detrimental to the process of acculturation and expatriation. Moreover, a few respondents advocating for the standard forms of employment gave the benefits of job security and retirement benefits as factors underpinning the choice of the form of employment.
Consequently, analysis of the historical data showed that the constitution of the organization does not put much emphasis on professionalism as a form of consideration for employee preference. This explained by the fact that the organization had records of more employees trained through apprenticeship from experiences. It is essential to note that the selection criteria started with professionalism as a consideration, however, this trend has been changing with the organization having the current staff made up of purely internally trained untutored by expertise staff. This implies that there has been a shift from professionalism to expertise. It is the knowledge that gives the preference of selection into the control of human resource management. Moreover, most recent records from the organization show that the organization is currently recruiting and training its own staff putting forth the requirement of professionalism as void. This has also been the trend in times of discretion, where the internally trained but non-professional staff members are deliberating upon the process of decision making in the organization.
Analysis: Interpretation of Results
The interpretation of these results is based on the conclusive judgment of the contradictory analysis. For instance, the contradictory analysis includes evaluation of professionalism versus non-professionalism, standard forms of work versus the non-standard forms of work and the consequences therein. The consequences were the level of performance due to changes in employment relations as a mandate of human resource management. Critical analysis of literature from the multinational organization shows that there is a preference for non-standard forms of employment, with no preference for professionalism as the factor of placement of hierarchical systems. This is easy through observation of the trends of employment spanning from standard to non-standard forms while linking this with the history of performance. The records of performance of the multinational organization reveal an increased quality of products due to preference to professionalism, which correlates with high-quality services but with low proceeds from the sales in comparison with the cost of input. Other contrasting revelations in the management systems within the organization show low-cost production from a shift of focus from professionalism to competence.
Therefore, not much emphasis is put on professionalism as a factor of consideration for the forms of employment, and nature depends completely on the constitution of the employing agency. For instance, most government employment agencies deal with the permanent and pensionable basis of employment. This form of employment does not depend on how well professionalized a person is because of the contemporary consideration of professionalism. The shift from employment agencies characterized by either governmental or non-governmental organizations, which the professionals move by proletarianization marks the process of erosion of their quality and this is what marks the competence of employment systems. The issue of deliberation is whether professionalization is the factor underpinning performance within organizations, which depend on the human resource management systems, employment criteria, and the consequences therein.
On the other hand, it was evident from the results that the constitution of the organization gave preference to the non-standard form of employment citing reasons for the full maximization of the labor force. Moreover, this form of employment made it easier to assess the performance of an individual since it gave an employee very little time in the working docket but with more expectations in terms of output.
Non-standard form of employment was also considered as cost-effective compared to the permanent system of employment. However, it has the limitation of poor bonding between the employees and poor employee relationships due to the timelines stipulated in line with duty. This implies that the non-standard forms of work did not give employees full time to be acquainted with each other due to the temporal basis of interactions. Moreover, it was cited as the source of degradation of an acquaintance of experience due to the time limits that the employee had in terms of working hours.
Discussions and Improvement
The implications of the employment form that does not depend on professionalism as a factor underpinning preference of the employment criterion are beneficial in terms of production costs through the maximization of low labor prospects. However, erosion of the credibility of professionals has an impact on the quality of production due to technical knowledge in the arena of deliberation. Moreover, the quality of products determines the prevalence of customer satisfaction culminating in increased sales. This implies that the contemporary erosion of the credibility of professionalism as a factor determining the employment criteria needs restructuring. This can be achieved through consideration of the professionals in the higher management practices while involving non-professionals to the lower management practices. The given approach is essential in transferring information through quality training of the untutored but expertise staff. For instance, the organization could form the hierarchy of the management systems made up of professionals, who in turn train the lower management for effective but cheaper human resources. This implies that as much as less emphasis is being put on professionalism, there should be a form of linking the agencies of professionalism into the employee systems in order to enable conformity with quality production and consumer satisfaction.
On the other hand, the employment criterion of non-standard forms, like the contingent, has the impact of less acquaintance to the form of work leading to lower rates of proficiency due to less time of involvement. Moreover, it is evident that these forms of employment do not depict job security of the employee putting forth the doubt on the credibility of the employee especially if they are trained by the organization. This has the impact of employees’ loss whenever they find other forms of permanent based employment. Moreover, the contractual terms contribute to poor service delivery due to job uncertainty. This implies that there is a need in the change of management practices to involve permanent absorption of competent employees into the helm of management in order to improve on service delivery accruing from the employee confidence.
Although this research depicts the trend of the multinational organization’s performance under the impact of the employment relations, it falls short of analysis of critical points. It is clear that the research has potential limitations especially in terms of generalization of data, where, there is much emphasis on the results, instead, of analysis of the individual component criterion that resulted in the results’ change. For instance, as much as more emphasis is put on the reduced cost on production due to the involvement of the non-professional staff, there is no link to show the steps that the non-professional staff used to increase productivity. On the other hand, the research is based on many assumptions, which might affect the credibility of the findings.
In addition, the questionnaires do not reflect the truth on the ground because they rely on the conviction of the responded. This implies that as much as the respondents might give their own views, the underlying truth cannot be revealed due to varied convictions of the respondents might not be in coherence with the situation on the ground. This implies that failure to uncover the underlying truth can jeopardize the whole process of decision making culminating in the wrong judgment. Moreover, the methodology might fall short of conformity with the past since records are prone to alterations. This might lead to wrong conclusions, as the evidence-based in these historical archives might be distorted or out of date for consideration of contemporary evaluations.
Employment relations determine the effectiveness of the organizations’ performance and it forms the basis of the human resource management analysis. The role of employment relations is vital in the analysis of organizations’ performance, which goes a long way towards determining the viability of the employment criterion. Analysis of the employment criterion in relation to performance can give the lead to evaluating the preference of the employment relations that contradict the standard forms of employment versus non-standard forms of employment. Moreover, this analysis is essential for organizations in the decision-making processes, which form the core value of the mandates of organizational theory. Therefore, this can give lead to documentation of the evidence emanating from change management practices like employee recruitment, demotion, and promotion, which are the key functions of human resource management.