Good Example Of Essay On Human Resource Management (HRM) Activities –

Sadara Chemical Company

Sadara Chemical Company

Introduction

Primary to understanding how HRM activities contribute to an organization achieving its business strategy for development and growth while maintaining employee motivation and commitment relies on several factors including organizational culture and training and its relationship to all aspects of employee demographics. In this scholastic examination the focus answering this intends identifying, assessing, and discussing Sadara Chemical Company HRM policies/ activities using both academic and practitioner literature in defining how such activities link to employee motivation and fundamental to its commitment. In its own words according to Sadara Chemical Company organizational culture code of ethics, they write, “It is the Code of Conduct that guides our behavior (including HRM) both within and outside our work environment (p. 1).” Further, “Values of integrity, Respect for People and the Protection of our Planet are goals of our corporate culture and are reflected through Sadara’s Code of Conduct (p. 1).”
Underpinning the organizational culture are its ethical and moral practices as an organizational culture. In doing so, the discourse of the following describes how HRM activities align to company culture and ethics valuing its employees as stakeholders in its development and growth and in doing so it assures equal opportunity and treatment of a diversely mixed demographic of its employees. This process includes discussion of the two identified factors in the company internal and external environment pragmatically providing potential influence of the adoption of particular HRM activities assisting the company achieving their strategic development and growth objectives as well as how they may prevent these activities being implemented successfully. Consequently, defining the organizational culture of Sadara Chemical Company with recognized and suggested HRM activities for company development and growth looks at employees having a voice in organizational process for development and growth connected to equal employment opportunities reflected in training.

Sadara Chemical Company Profile

Prior to addressing these specific directives on this scholastic HRM project for Sadara Chemical Company understanding the organization development and growth goals gives the underpinnings of the position of HRM activities in general. Sadara is an Arabic word meaning "in the lead," or "out in front." This intentionally implies to the world progressive leadership and superior performance as a profit making organization. These characteristics exemplify the very nature of intention of the organization having a standing as a world class chemical enterprise that Sadara continues building as it moves Saudi Arabia's chemical industry into the future creating new value chains while contributing to the Kingdom's economic future including valuing its employees as stakeholders in this process under the direction of HRM activities (Sadara 2014).
Sadara Chemical Company – a relatively new one - establishment in October 2011 in a joint venture developed by the Saudi Arabian Oil Company (Saudi Aramco) with The Dow Chemical Company (Dow). As an unprecedented undertaking this joint venture becomes the globe’s largest chemical complex ever in a single phase including 26 integrated world-scale manufacturing plants. With a total investment of US$20 billion, these plants generate over 3 million metric tons of capacity per year (Sadara 2014). This large facility wants top employees with the required abilities.

Employment Opportunities HRM

The HRM serves as the driving force for assuring the employment needs of the organization and the employees alike focus as the primary stakeholders in the developments of this business enterprise shows Sadara supporting Saudi Arabia’s industrial diversification through extension of pivotal value chains downstream. In doing so, the magnitude of its complex and the adjoining PlasChem Park thus, generates thousands of employment opportunities directly aligned through its HRM activities (Sadara 2014).

HRM Employees as Stakeholders

The caliber of worker this organization seeks employing looks at its workers as stakeholders along with its customers, and the community it exists – including its locales both domestically and internationally. Acknowledging its employees as valued human capital according to the literature, therefore connects its employees with the stakeholder theory according to Rosenthal and Buchholz (2000).
These experts define the concept of how Sadara Chemical Company acknowledging the needs, interests, and influence of those affected by operations framed upon their policies (Rosenthal &, Buchholz, 151) as expressed in the benefit packages this organization promotes through HRM activities. The organization shows it cares about the worker as part of its human capital through the transparency of its Code of Ethics and Business Conduct (2014) policy, thus, influencing the sustainability of its workforce enhancing organization development and growth directly related to the motivation of the staff in production quality and volume demonstrated as a part of better HRM activities (Swanson & Holton, 2009). The underlying ethical practices therefore, as expressed through transparency of this by Sadara Chemical Company both internally and externally project a specific organizational culture exhibited in the treatment of all his stakeholders including employees and their family members.
At the beginning of 2014, Sadara counted over 2,100 skilled workers and quality professionals employed in the organization with the majority of them Saudi nationals. This specifically aligned to the HRM activities directed at organizational focus for Sadara with the creation of thousands of direct and indirect employment opportunities focused on bringing about economic diversification and professional development of local human resources in the Jubail community in Saudi Arabia (Sadara, 2014).
At the same time, Sadara Chemical Company reports it has over 1,000 Saudi Arabia and international locations where apprentices train in various Saudi Aramco facilities. At the same time, the organization reports as of 2014 another 850 new Sadara employees taking out-of-Kingdom on-the-job training assignments connected with North American, Europe, the Middle East, and Asia Dow including Dow joint venture facilities (Sadara, 2014)

Ethics Internal and External Behavior

Establishing a strong organizational culture practicing established ethical and moral behavior it expects of all stakeholders it remains the position of HRM activities focusing on corporate culture emulating business ethics as evidence that “ethical companies do better in the long run” as explained by Farrell, Fraedrich, and Ferrell p. 320). Analysis of an ethical aspect of this case study looks at understanding “what it means to think ethically “ and how this acknowledges the value this organization puts on ethical and transparent practices directed at equal opportunities for employees and the benefits as applicable for family members (Pava, p. 20).”

Organizational Values

Further to the HRM activities ensuring the sustainability of the organizational values toward equal employment practices. According to Stern and Hicks (2000), “Values reflect the vision of the organization and express its highest aspirations” and according to such practices therefore, this means, “An organization is able to change its goals or interests easily in response to external circumstances or internal conditions, whereas a change in values signifies a shift in identity (p. 20).” The values as outlined by the Sadara Chemical Company include safety, integrity, teamwork, efficiency and effectiveness, and learning (2014).
The HRM focus on employee responsibility to family and how this meets the organizational development and goals therefore looks at providing a voice in the organization with job satisfaction connected to training opportunities for personal development and how this effects the organization, the worker, and the employee family quality of life. McIntyre-Birkner and Birkner (2001) explain how effective employee training and development in turn effects job satisfaction and work motivation and this falls directly under the supervision of HRM activities. Structural performance therefore according to the literature reveals employee training and development under the direct HRM correct communicative delivery engages the learner and creates an intrinsic voice of the employee in this process.
With properly organized and applied HRM activities ensuring communication promoting desired outcomes of employee training connected to the benefits this reaps from the understanding gained resulting from the training therefore provides the diversity of demographics among the organization’s workers knowing exactly what expectations apply to how they do their job. Further, with an effect why the work contributes to the organizational growth and development goals, and the importance of this production activity as it connects to the worker as a valued integral part of the organization.
Connecting to HRM interpreting the correct intentions of the organizational culture relies on understanding the importance of the worker perspective in connection their position as a stakeholder and their influence on organizational development and growth. Therefore, the training aspect of employees from an HRM perspective means ensuring its effectiveness
Understanding the worker perspective on the influence of organization development and training directly related to motivation, production quality, as well as volume therefore has to ensure equitable training opportunities differentiating for meeting the diversity of the work force becomes an invaluable tool for better HRM activity focus (Swanson and Holton, 2009). With the specific focus of this academic investigation what remains evident connects to the limitations on the availability of literature on this subject so clearly a part of HRM vested interest
Accessing the existing but limited literature on the subject of training and development as productive motivation in personnel directed at organizational growth and development goals has an intrinsic positive relationship between the employee training providing personal development as a professional that in turn benefits the organization. This further challenges HRM activities as fundamental to employee work involvement having a voice as connected to job satisfaction. Within this scope therefore, two fundamental factors emerge as to how employees gain work related abilities for learning and understanding the corporate environment through training and development program opportunities (Stephenson, 2000).
Desirable outcomes of such HRM activities focuses on employee job involvement and increased work motivation. Considering the dynamic of such an organization as Sadara Chemical Company HRM activities best practices assures the organization code of ethics means employees having up to date skills, work related knowledge, as well as achieving a continuous learning and development process within the organization as it relates to external development and goals as outlined above (Murphy et al, 2006).
With HRM activities allowing the diversity of the employee population demographics therefore, provides equal opportunities for them gaining better understanding of any changes occurring with development and growth within the corporate environment. This ensures as positive as possible influence on employee work motivation across the board having a positive impact on their work motivation (Khattak et al, 2010).
Considering HRM failure for ensuring all employees receive equal opportunities for proper skill and required knowledge through training cannot perform according to the required standards. Consequently, HRM activities providing continuous training and development with employees having a voice in this process by intended assessment of the training as aligned to identifying any necessary differentiation in delivering the training indeed, improves the confidence level of the employees as well as increasing career satisfaction as well as providing opportunities for future promotion as obviously intended by Sadara Chemical Company HRM practices (Roscoe, 2002).

How HRM Activities May be Prevented

Specific to the Sadara Chemical Company Code of Ethics outlining the focus of equal opportunity specific to qualifications for employment as its only visible limitations on HRM activities assuring this remain secure in both employment training and workers having a voice in this process that encourages motivation and productivity as fundamental to development and growth of the organizational goals, there may be a concern to what extent the organizational culture adheres to this in giving the employees a voice.

Conclusion

As outlined in the introduction the intention of this scholastic project aligned to Sadara Chemical Company discussed how primary to understanding how HRM activities contribute to an organization achieving its business strategy for development and growth while maintaining employee motivation and commitment indeed revealed how its organizational culture and training opportunities connect to employee demographics as well as employees having a voice in this process. The above discussion revealed how the success of HRM activities providing equitable treatment of Sadara Chemical Company employees as valued stakeholders relies on its adherence to the organization culture as outlined in its code of ethics relating to job training providing the needed information for sustaining employees with the skills providing motivation in job performance and productivity as part of development and growth of Sadara Chemical Company’s goals.

References

Ferrell, O. C., Fraedrich, J., & Ferrell, L. (2011). Business Ethics: Ethical Decision Making &
Cases 9th Edition. © 2013, 2011 South-Western, Cengage Learning
Khattak, M. A., Bashir, F. and Qureshi, T. M. (2010). Training and Development paradigm, and its contribution in economic uplift of the country, A case from Pakistan. In: 12th International Business Research Conference, 8-9 April 2010, Dubai.
McIntyre-Birkner, R., & Birkner, L. R. (2001, June). Communicating to Persuade. Occupational Hazards, 63(6).
Murphy, C., Cross, C., and McGuire, D. (2006) ‘The motivation of nurses to participate in continuing professional education in Ireland’, Journal of European Industrial Training 6(5): 365-384.
Papke, E. (2014). True Alignment: Linking Company Culture with Customer Needs for Extraordinary Results. New York: AMACOM.
Roscoe, J. (2002) ‘Continuing professional development in higher education’, Human Resource Development International 5(1): 3-9.
Rosenthal, S. B., & Buchholz, R. A. (2000). Rethinking Business Ethics: A Pragmatic Approach. New York: Oxford UP
Sadara Chemical Company. (2014). Employment. Retrieved from
http://www.sadaracareers.com/en/total-rewards/
Sadara Chemical Company (2014). Code of Ethics. Retrieved from http://sadara.intercededemo.com/images/documents/English/Sadara%20Code%20of%20Ethics%20&%20Business%20Conduct.pdf
Stephenson, J. (2000): Corporate Capability: Implications for the Style and Direction of work-based learning. Sydney: Research Centre for Vocational Education and Training, University Technology Sydney. .
Stern, A. J., & Hicks, T. (2000). The Process of Business/Environmental Collaborations:
Partnering for Sustainability. Westport, CT: Quorum
Swanson, R.A., Holton, E.F. (2009). Foundation of Human Resource Development, 2nd ed. San Francisco: Berrett-Koehler Publishers