Summary and analysis (The seven deadly sins of outsourcing) article Essay

Summary and analysis (The seven deadly sins of outsourcing) article - Essay Example Therefore, in order that the mainline industries too gets benefitted to the fullest extent 1. Outsourcing activities that should not be outsourced: It has been suggested that the company must have a clear idea of what to outsource and what to keep with itself. Example has been cited of a car rental company which ended up with more IT costs after outsourcing. The increasing levels of competition in the globalization regime have made companies all the more conscious about the cost benefit ratios. As the profit margins are heading southwards, multinational corporations around the globe have started looking for locations where they could shift some of their non-strategic jobs in order to cut costs. China, India, Philippines, South Africa, Thailand, Russia, Poland, Mexico, Indonesia, Vietnam etc. are some of the countries where MNCs from USA, UK, Germany and other developed nations have started outsourcing the jobs. Therefore, the recommendations of the article are very much relevant in this scenario. For example, in case of any dispute arising out at the outsourcing destination, the company may not be in a position to take back up measures, which in turn would result in losses on many fronts. Outsourcing certainly touches upon the human capital management issues. The moment company employees come to know about any such move from the management, they start becoming apprehensive about their future with the company. Recognition of ‘conflict’ on issues in the management process is central to the difference between HRM and Industrial Relations policies. There was a time, when western nations used to be big attractions for skilled workforce, but today the eastern nations have become the destination of IT professionals. Outsourcing to such destinations leads to huge cost savings, but there are some risks as well. For example, in recent days media has reported instances when

Managing workplace diversity Essay Example | Topics and Well Written Essays - 3000 words

Managing workplace diversity - Essay Example It is evident from the study that for the last decades, the term diversity has been used to mean the â€Å"demographic constitution of a particular group or team†. In experimental studies, the diversity of a team is normally determined using compositional technique, which focuses on how demographic characteristics such as ethnicity, gender, age among others are distributed within the team. Assessment of diversity in workplace entails determination of the extent in which members are similar or dissimilar to one another. According to Caleb, diversity represents the numerous individual disparities existing among people in particular organization. In studies of diversity in workplaces, various attributes of employees have been proved to be of critical importance in the current management practices. They include gender, ethnicity, length of service in the particular organization, areas of specialisation and skills, level of education, cultural values in addition to personality of t he individual. The content of diversity in workplaces has been a subject of many research studies. Aparna and Susan classified the content of diversity into two categories, namely task and relations oriented. Relations oriented diversity involves the availability of traits or attributes that are influential in determining interpersonal associations. In normal circumstances, relations oriented diversity does not have direct noticeable effects on the performance of tasks (Aparna and Susan, 2000: 60). Mike (2004: 157) consider relations oriented diversity as the social -category diversity. Task oriented diversity is the distribution of the performance-relevant attributes. Examples of attributes that are more likely to be relationship-oriented diversity include age, sex, race, ethnicity, religion, political association, sexual orientation and nationality. These attributes are readily indentified or recognised in a particular context (Caleb, 2006). Other relationship oriented attributes are not readily detected in workplace setting. They include gender, attitudes, values, personality, racial and ethnic identity, sexual and class identity among other social identities. Task oriented diversity attributes in the work place include readily identified qualities such as education level, membership to an organisation or department, association with professional bodies, formal credentials and titles in addition to organisation tenure. However, some task oriented diversity attributes are not obvious, or easily detected. They include knowledge and expertise, cognitive skills and abilities, in addition to physical skills and capacities (Aparna and Susan 2000: 201). Research on performance of employees in a multicultural background indicates that diverse teams perform differently from homogenous groups (Kreitner and Kinicki 1995:72) Although the exact mechanisms that cause the disparity in performance remain speculative, various existing theories provide feasible explanation t o the difference.