Professional Ethical Issues in Management and Staff Responsibility - Research Paper

Introduction

The success of a company or a business entity is dependent on leadership and management. The ability to exercise effective leadership enables each, and every employee role and duties are integrated into a company vision, mission, ambition and goals (Al-Ali, Singh, Al-Nahyan, & Sohal, 2017). Disciplines such as Human Resource Management has gained tremendous relevance over the years as HR professions are entitled to acquiring the proper resources and talent best suited for an organization. The process of training and coaching is to ensure that the workforce of a corporation is well versed and skillful in their role. Furthermore, the issue of who gets to report to who and on what matters in an organization structure or organogram, provides more reasons why every employee should be fully aware of their roles and responsibility (Ismaeilpouri, 2014). Thus, adequately understanding the roles and responsibility of each manager and staff plays a critical role in executing the tasks to meet organization goals and objectives. It is paramount to address both leading executive roles and subordinates responsibility in a bid to ensure there is operational efficiency and the company processes are streamlined achieving overall growth and stability. Having brought critical aspects of management and staff responsibility to light, the research intends to take an investigation of management and staff responsibility as prime causes in company growth and success. Specifically, the study will also narrow down to key Human resource practices such as training, coaching, performance management and mentoring as means to ensures an organization staff and management are well versed in their roles and responsibilities that will either accrue to profitability or losses. The research will take a look at major executive roles and other staff roles while due emphasis will be narrowed down to companies in the United Arab Emirates (UAE).

Training and development in simple terms are referred to as a continuous process that ensures due focus is put on ensuring employees of a firm are competent enough to comfortably undertake their roles and responsibility that eventually yield profitability to the organization (Milliken & Grace, 2017). It involves an educative process that equips managers and subordinates the necessary skills in adequately understanding their roles. To achieve organizational effectiveness, it is vital that a company assess training needs and development for the workforce in preparation for their next roles or responsibilities (Milliken & Grace, 2017). Employee and company needs are subject to change over time and the ability to focus on training and development on those needs ensure that the efficiency of a firm is maintained. Thus, managers and staff can only be well versed in their roles on accounts effective and continuous training is given to employees. Amongst the acknowledged benefits of exercise is increased productivity. Managers and staff are trained on new and upcoming technology that enables them to execute their roles efficiently.

Additionally, an organization gets to save a lot when continuous training is given to employees as wastage of money and resources is reduced (Morgeson, Aguinis, Waldman, & Siegel, 2013). Moreover, the staff is more competent in their roles through training as less supervision is required. Employees are more confident in their roles enhancing creativity and innovation and furthermore reduces micromanaging that acts as a hindrance to employee growth and development (Milliken & Grace, 2017). Training also pools different talent together improving the transfer of skills and competency. In an exchange program, the company can bridge gaps in instances that an employee leaves unexpectedly without prior notice. Furthermore, it's only through training that a manager can unlock the full potential of an employee since employees and managers tend to be acquainted and satisfied more to their roles when they are given adequate training (Morgeson, Aguinis, Waldman, & Siegel, 2013, p. xx). Adequate training thus promotes team spirit and skills development as managers and employee provide the best in their specific roles in achieving an overall target. Moreover, managers hence have broader chances of reaching their goals as they work hand in hand with their subordinates. The question of employee weakness is well addressed through training. The process enables managers, or human resource professions identify key areas that an employee or a top-level executive is not fully competent. Managers are thus able to gain information on what to focus on while training their employees to achieve more results. This way, resource optimization becomes more useful as both the managers and employees are more competent in their roles and responsibility that eventually yield to growth and success of a company.

In light of identifying and ensuring management and staff carry out their tasks and responsibility as expected, coaching enables employees to achieve the best performance (Milliken & Grace, 2017). Coaching and mentoring are two managerial functions that are used interchangeably for one to refer to the other. However, there exist notable differences between the two as coaching involve a short term session based program while mentoring is a long term relationship based program. Nevertheless, we cannot fail to acknowledge that these two programs are vital to ensure that employees are fully fit to undertake their roles and responsibilities. Mentoring having a longer time horizon are purposed to provide that employees are competent in all stages of their career development. The program does not only focus on subordinates but also put due emphasis on growing careers in leadership and skill development across the mid-level manager to top-level business executives (Ismaeilpouri, 2014). A mentor acts as a catalyst for the growth of particular individual growth and responsibility. Using the sponsor model in mentoring, a senior most person oversees the progress in a junior's career. Thus, mentoring proves to be very useful in talent development that further plays a predominant role in enhancing organizational growth and success. Even though there is a risk of a mentee acquiring some negative attributes of the mentor, the number of cases reported is decidedly less compared to advantages in the development of skills that accrue to an organization. The research was done to suggest that a company has 25% tendency of retaining highly skilled employees who have undergone sponsored mentoring by the organization (Ismaeilpouri, 2014). Such statistics prove that an organization has a chance to increase the rate of qualified employee that further assure long term of service and profitability to the organization. In the course of a mentoring program, managers or mentors are expected to identify essential parameters that will assist in fully developing the career of a mentee. The parameters include program goals, desired outcomes and ways to achieve the issues that result in a fully baked mentee who can effectively undertake tasks with ease.

Despite the cost incurred in developing talent and competency through coaching, the reason to do so is compelling. Coaching enables managers to delegate some of the responsibilities and roles to subordinates creating room for top-level executives to concentrate more on complex duties such as accounting (Duthler & Dhanesh, 2018). Employees, on the other hand, get to boost the productivity of the firm through working smarter and achieving their performance based targets as expected to do so. As production is no longer a subject on the discussion, coaching overcomes financial problems and errors related to performance and incompetence. Not only does a company be able to save funds but also develops talent that can bridge gaps when managers advance to the next level of career development. Succession planning is made more accessible and less time is used in trying to determine who will undertake roles and responsibilities from specific managers and top-level executives (Al-Ali, Singh, Al-Nahyan, & Sohal, 2017). Thus we can establish a correlation between coaching and enhancing company operations and leadership. The relationship exhibits that coaching and mentoring are managerial roles and responsibilities that ensure in the long run staff or subordinates can successfully execute the functions of managers if need be. The human resource practice also provides that a company get to retain highly skilled individuals, building valuable skills and experience to their employees. Through strategic human resource organizations and business, enterprises intend to integrate all these human resource practices and function to an organization overall business strategy or goal to ensure growth and profitability.

Methods

The research intended to investigate management and staff responsibility as prime factors that cause either profitability to an organization. The investigate research took a more comprehensive approach to analyze how human resource practices coaching, training and mentoring enable employees to be well versed in their roles and responsibility that further accrues to profitability. The sample populations were managers and subordinates in some companies in the United Arab Emirates. The investigative research used questionnaires to collect data on opinions of managers and assistants on the effect of training, coaching and mentoring on making sure they are well versed in their roles and responsibilities. The data collected acted as the basis for the findings in the report.

Findings

Based on the findings of the report, the majority of the managers and subordinates suggest that training is more effective in increasing performance. Managers indicated that training enables them to comprehensively understand their roles and responsibilities that further make them competent enough to undertake tasks with the utmost professionalism. 50% of the total sample population agreed that training deserves most of the credit in building their professional background and enable them to perform work with ease.19% Pointed out that mentoring held most of the importance of making their competency, a majority of them suggestion succession planning would not be possible without mentoring. 31% of the sample population shared their sentiments that coaching was the best fit in enabling employees to undertake new roles. The research also discovered that recruits and subordinate employees preferred training more in growing their competencies and careers as opposed to mentoring and coaching. Coaching was more preferred for transfer of skills and competency between a team and individuals, while mentoring was considered best in succession planning. Competency in effectively executing roles and responsibility was correlated to yield profitability and growth of the company as shown in figure 2.

Findings suggest that training and development enable managers and employee to improve quality that further fosters sales of goods and services. Through training, both managers and employees get to be expert in their field of work, roles, and responsibilities and produce high-quality goods and services. Additionally, findings exhibit that, mentoring increases the sale of products in a company that increases profitability. Through a mentorship program, managers get to transfer the necessary skills to their subordinates that ensure good results is attained. Example of the sales manager to a sales personnel best explains the importance of the program.

Furthermore, through an exchange program, coaching brings different talent together and enhance the transfer of skill...