HRM and Interpersonal Relations of Employees

free essayThe consideration of issues and aspects that relate to human relations and the management of human resources are always accompanied by critical approaches and individual characteristics in the life of various enterprises. Thus, the emerging ethical aspects of management are embodied in the specific principles of management of these socio-economic resources. However, the ethics of this management meets many conflicting practices. There is a need to examine the trends and specifics of modern human resource management and human relations and to clarify the discussion issues associated with such a management. The diversity of influencing factors affects interpersonal and intergroup relations of employees in different ways. Therefore, all HRM practices must correspond with all challenges. Consequently, ethical climate, corporate social responsibility, environmental performance, talent management, cultural influence, and satisfaction relate to the factors and environment of human relations of employees; their management represents a multifaceted process that is mobile enough to dictate its rules in the business world because the employees of any company themselves have the necessary potential changes for the sake of competitiveness on the market.

Ethical Climate in Human Resources/Relations Management

The awareness of ethical climate and its importance for human resources management has arisen in the last decade due to the emergence of many external socio-economic aspects. Thus, the high activity of companies, especially transnational ones, has led to the weakening and exhaustion of the economic resources of underdeveloped countries that serve as a resource base for capitalized business, located in the financial centers of the world. Consequently, the active position and critical control of international organizations over the observance of human rights and preservation of natural potential in developing countries have influenced the increase of ethical responsibility of companies. The understanding that the path to consumer loyalty lies through the demonstration of responsibility, law-abidingness, and diligence in business operations has also played a role in shaping the environment, in which the concept of ethical business and the corresponding ethical climate have formed. Consequently, the ethical climate inside companies depended on the practical traditions of human resource management and corporate sustainability.

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The studies of ethical climate were caused by the challenges of organizational structures and processes. In the practice of HR management (HRM), ethical climate associates with the corporate sustainability and the ability of the personnel to behave ethically and responsibly (Guerci et al., 2015). Despite being extremely important for the cohesion of personnel, corporate culture, and HR management, these topics were not researched in their integration. Due to the recent research of HR’s influence, the management aimed at developing organizational ethics in egoistic and principled ethical climate along with perception of a company’s sustainability by employees (Guerci et al., 2015). The suggestion that practical management of HR in a company denotes ethical climate is much likely implied in real conditions because the treatment of employees affects their consequent response to internal and external environment of an organization. If managers are interested in ethical approach of their subordinates to performance and the fulfillment of immediate duties, HR management determines internal organizational ethics and sustainability, starting from HR of a company.

The relation of organizational ethics and the application of HRM practices is in direct ratio as the formation of ethical attitude depends on managers’ contribution to the organizational ethics of employees. In fact, a competent management of human resources and relations between employees result in the positive formation of working ethics, which, in turn, affects the provision of corporate sustainability (Guerci et al., 2015). Thus, establishing such a sociological connection, the study leads to rational conclusions and the subsequent application of the findings in the practice of many companies. Naturally, such a connection addresses the practices that can improve HRM. Based on the results of practical research, these activities are aimed at promoting the motivational mechanism and developing the abilities and skills of employees (Guerci et al., 2015). Therefore, improving the working conditions and qualitative characteristics of employees predict an improvement in ethical climate.

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Additional supporting argument is corporate sustainability. This notion refers to the rational exploitation of all economic resources, including HR, under the conditions of stable profits of a company. Employees are sensible and flexible stakeholders of a business that shows appropriate results of their efforts. Moreover, they might accept the company’s success or failure as the perspective favorable or unfavorable working conditions. Vice versa, employees might ensure this sustainability due to their ethical and professional approach to performance (Guerci et al., 2015). What can be stated for sure is that positive inspiration, encouragement, and motivational influence on the employees ensure the formation of their ethical approach in employees’ relations and their approach to the results of their work.

In accordance with polar ethical reflections, HRM also includes some consideration of the place of top management. It is quite obvious that if the leadership adheres to the ethical principles of conduct, this positively affects the organizational results and the promotion of a fair climate (Shin, Sung, Choi, & Kim, 2015). However, considering that an empirical study of this particular relationship was conducted in a certain cultural environment, one should immediately note the cultural factor that designates the vector of organizational outcomes from ethical leadership (Shin et al., 2015). Therefore, a cultural aspect should be included in the formation of ethical climate and organizational relations.

Guiding Corporate Social Responsibility

Relations between employees and their regulation in the HRM framework seem impossible without adherence to corporate social responsibility (CSR). This notion is not just one of those conceptual things and issues, existing only in the company’s official papers, but it is also its main landmarks for capturing loyal customers and streamline of excellent HRM (Godkin, 2015). Recently, CSR has been developed as the necessity of international large-scaled business. Nowadays, corporate social responsibility has been disseminated and grown to be obligatory for responsible and open entrepreneurial systems, appreciated by consumers and employees. However, different companies, regardless of their size, relate to CSR differently in practice and ongoing performance.

Such a social responsibility to their stakeholders depends on the managerial style, type of leadership, or general nature of HRM. Undoubtedly, the influence of the board of managers and people of power in the company form and influence CSR (Galbreath, 2016). However, the research data is logically understandable. It would be much more interesting to research such an important influence of those organizational levels that are responsible for the immediate outcomes of a company. However, some recent research proves that even the efforts of middle managers can be significant additions to HRM and CSR (Godkin, 2015). Therefore, the employees of this unit are also valuable in that they often work closer to other immediate executors in the company and have a direct impact on them and their supervisors. Consequently, they can attract the most ethically engaged individuals in an organization to form and support the company’s CSR (Godkin, 2015). Such managers have a sufficient level of internal self-motivation and ethical approach; therefore, they ensure the reliability and sustainability of CSR.

This research is valuable because it reveals the possibility of a selective but reliable involvement of the appropriate employees to an important aspect of a business. However, the work focuses on middle managers as an alternative group of influence on the company’s CSR, which eliminates the influence of other managers and the orders of a company’s leaders to demonstrate a full-fledged CSR. Deepening the research, Godkin (2015) points the organizational factors that support the involvement of such managers. It is worth paying attention here to the importance of the voice of managers and the emphasis on certain functions of the organizational structure as well as individual executors of HRM. Moreover, the introduction of ethics into the composition of CSR plays an important role in the corresponding behavior of a company with its shareholders.

Environmental Performance

Social responsibility makes HRM engaged in environmental performance. This activity aims to reduce organizational effects on natural resources and their responsible and rational use. The role of HRM in ecological initiatives and eco-friendly economic approach is determined by the functions of managers in the encouragement and motivation of employees to imply nature-friendly methods of resource use and operations (Paillé, Chen, Boiral, & Jin, 2014). According to substantial and complicated research, strategic HRM might invoke environmental concern and encourage organizational citizenship of employees to address it (Paillé et al., 2014). Consequently, HRM achieves high environmental performance.

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Trying to link environmental and HR management, the research relies mostly on environmental issue already included in the set of strategic problems for companies. Since all publicly traded businesses have been obliged to report on environmental activity, their HRM may include this aspect (Paillé et al., 2014). However, not all SMEs engage environmental management and strategic HRM. The idea to connect these directions of managerial efforts is considered effective, especially in the conditions of increased social responsibility for organizational outcomes.

Some elements of social behavior are interconnected. Thus, encouraging employees to exhibit social citizenship behavior results in good environment performance in common. Supervisors and their subordinates, engaged in general voluntary activity to clean a local park or to assist other people, are united by interpersonal relations; they favorably treat each other, improve the psychological climate in the company, develop civil awareness, educate ethical approach, raise the company’s CSR, etc. (Paillé et al., 2014). HRM can include environmental performance of employees due to the mentioned effects that have positively emerged throughout a company, namely in enthusiasm, cohesion, and adherence to ethical principles. Despite some private cases of this link between strategic vision on HRM and environmental initiatives, this aspect develops and contributes to the practice of HRM and employees’ relations.

Talent Management

Facing organizational injustice, employees experience negative emotions, lose their trust, and become closed to any subsequent influence of their supervisors. Modern HRM practice pays particular attention to the connection of a fair relationship in a company and the recognition of talents, which is especially important for ensuring the company’s competitiveness. A well-founded study shows that the management’s attention to the development and management of talents and the fair treatment of employees contribute to the fact that employees can be more involved in the cooperation with senior managers and the relationship between them (O’Connor & Crowley-Henry, 2017). It is obvious that justice and support of innate talents enhance positive and careful management of HR.

How It Works

Businesses explore talent management as the source of increasing business value due to planning of workforce in recruiting, retaining, development, rewarding, or punishing processes. The task of HR managers is to develop and support the talents of employees to ensure the ability of personnel to use internal resources for a company’s sustainability and success (O’Connor & Crowley-Henry, 2017). By uncovering benefits in revenue, quality, customer satisfaction, cost, productivity, and other economic areas, talent management brings essential contribution to employees’ engagement.

Pursuing the activity of employees in the company, HRM has moved away from directive planning in favor of the live inclusion of the needs of employees in the value of business. In fact, the emergence of talent management has become an opportunity to connect and bring together different levels of organizational structure to develop the abilities and authenticity of employees (O’Connor & Crowley-Henry, 2017). However, this direction needs an organic connection to HRM. Organicity can manifest itself in organizational justice, but this is not the only factor that should be taken into account in such an explored interrelation of the engagement of employees and their talent management. Highlighting the importance of organizational justice, the study focuses on the need for an inclusive talent program (O’Connor & Crowley-Henry, 2017). This position is logically correct because HRM should be based on an equitable and individual approach to such an important resource.

Cultural Influence and Satisfaction

The cultural aspect is present in HRM as an important aspect and the conditions for its effective implementation. Culture is inherent in HRM as an integral element and attribute of employees. As practice shows, those firms that are ‘blind’ to cultural characteristics usually fail in holding HRM events (Al-Sarayrah, Obeidat, Al-Salti, & Kattoua, 2016). At the same time, companies that consider the interaction of different cultural representatives in the recent light of diversity have higher HR potential and competitiveness. Everything is explained by the fact that employees value attention to themselves and the development of their natural qualities.

Numerous studies of the cultural aspect show many shades of interaction between management and culture. HRM has become more difficult, as it begins to adapt to the individual characteristics of an employee and gain enough experience and knowledge. Thus, a literary survey conducted by a group of researchers has showed that strategic HRM interacts with the national culture through perceptual problems, the need for an ethical approach, organizational culture, etc. (Al-Sarayrah et al., 2016). The most adaptive to different organizational aspects are Hofsted’s dimensions. This is one of the criteria for assessing the cultural side of HRM that are used to display the true characteristics of employees and subsequent approaches to managing their potentials (Al-Sarayrah et al., 2016). The studied influence of organizational culture and the culture of employees on HRM is widely discussed. However, HRM is complicated because of its attempts to improve a harmonious, ethical, and fair psychological climate.

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The individualization of HRM includes not only cultural aspects, especially in the international organization, but also the achievement of job satisfaction. This aspect is given great attention because the satisfaction with working environment and interpersonal relations affect the results of one’s performance. Studies that show the importance of this aspect interpret it in the light of organizational goals (Ogedegbe, 2014). Companies even come to the practice of comparing organizational and personal goals in order to combine promising activities more easily and find common ground and interests (Ogedegbe, 2014). However, this coincidence might lead to false suggestions if it neglects professional interests and social landmarks of an employee and considers only personal goals in job satisfaction.


To sum up, human resource management and the character of employee relations obtain multiple colors, depending on the diversity of new methods and issues for consideration in the changeable and dynamic economic conditions. Numerous permanent researches of saturated HRM issues state that modern attention is drawn to the ethical side of employees’ behavior. It is especially important as companies face strict rules and economic resource deprivations. By developing HR as a flexible and valuable source of efforts and potential, organizations become studied on their social responsibility to stakeholders. Therefore, environmental management has penetrated the developing HRM. A sophisticated approach to employees includes talent management, deprived of injustice, but it has obtained authentic cultural dependence along with adherence to organizational goals. HRM’s individualization results in the researching job satisfaction, but it lacks a unique approach in the framework of common HRM. Considering the fact that employees are saturated and sophisticated with various HRM approaches, their potential and skills should fit the appropriate measures, initiated by managers along with their professional and personal development. Despite the fact that HRM practice faces the challenges of such diverse influencing factors and nuances of workplace as ethical climate, social responsibility, talent management, and others, companies should be ready to use them all for their own benefits, thus avoiding conflicts.

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