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The Xerox Case Study

Human resource professionals can apply a number of steps to ensure that top administrators not only support but also give psyche to their employees so that they can abide to the rules and regulations in the organization. The follows is laid out in stark terms how the top administration can be informed about the significance of the law in the organization. Every country in the world has rules and regulations governing employees. Some of the acts include: the occupational health and safety act (OSH), and the individual corporate by-laws and guidelines.
The Human Resource Manager can advise top management to carry out Training programs for both managers and employees on the need to follow the law. Every aspect of an organization has rules and regulations that govern them. These guidelines are set for the benefit of the smooth running of an organization. Once the guidelines and the laws are broken, there are consequences to the organization. The organization can incur loses as in terms of either the fines paid to the government or the wastage of a lot of time in law courts. For instance, if a certain statute law has been broken, the law may require the accountability of the concerned organization. Therefore, this can be solved by training the party that is concerned so that it will learn from its mistakes and not let the mistake reoccur.
The Human Resource Manager can advise the top management to show their commitment and therefore ensure that the laws and guidelines are abided to. For example: if they can allocate a portion of the budget to train the employees or carry out regular safety inspections on the plants and (or) office premises. Observing and enforcing the OSH laws can be partaken by providing the right equipment and machinery for the use of the employees and ensure that the safety standards are adhered by the employees.
The Human Resource Manager can also advise the top managers to formulate effective human resource policies that can be in line with the observations of laws and guidelines in the organization and ensure that these policies are implemented and not flouted.
The Human Resource Manager can again advise the top administrative to create a conducive working atmosphere. In this way, the employees can be happy to work in an organization where they feel comfortable working in. Employees who are well motivated are likely to observe the laws and guidelines than the demoralized employees. The top administrative can also set targets on guidelines and rules where those that observe them are motivated by incentives.

The following explains how the hiring of women and minority in Xerox increased its profitability. When Xerox started to change their attitude regarding the minority groups, its competitiveness started to skyrocket. As the Xerox CEO David Kearns (1982-1991) stated “…it is not because of fairness or humanity that he regarded employing the minority groups and the women, but on the grounds of competence”. He had already realized that a business is a competing entity and to succeed, it needed the brains of competent individuals to take it to new levels. Discrimination on either gender or race can deny an organization the opportunity to get the best talent (McGinn.D (2005). “.This is because the talent could be locked out by discrimination.
Through motivation, this minority groups were well motivated, as the personal objectives of the employees were incorporated into the organizational goals and objectives. For example, the women were given the opportunities to reschedule meetings so as to attend to their motherly obligations and to see their pediatrics. When an employee’s objectives are taken care of by any organization, the satisfaction is triggered in the employee’s perception. Therefore the employee can stay in the organization for longer and in this way, he may be the best staffing strategy to retain talents.
Through employee development programs, for example, one of the Xerox’s nurtured women, Ann Mulcahy who rose from as a sales representative to become a CEO; salvaged Xerox in the later years from the financial crisis, to make it profitable making again. She helped cut costs by resizing the organization and salvaging it from veering off the track. This woman, the sales representative that Xerox helped nurture, was ranked better than Oprah Winfrey on the list of powerful women by the Forbes list in the 2005 edition.

One of the factors’ that attracted women and the minority groups to work with them is that Xerox became an equal opportunity employer (McGinn, 2005).Any competent person could work with Xerox on merit, regardless of his or her of race or gender. Secondly, this minority groups were treated like everybody else. There were special cases where Xerox gave their female employees opportunities to carry out their motherly roles: they could reschedule their meetings at work to attend to their children’s sicknesses. The element of diversity contributed to the high morale from the employees.
The following shows how and what Xerox did to attract the minority group. Xerox Company embraced employee participation and became a caring listener to the employees’ grievances (McGinn.D (2005). For example, women were allowed time to go out and to attend to family issues. Women were also given opportunities to rise in their career ladder.
Xerox formulated a policy on its employment procedures and this is revealed in the words of its former CEO David Kearns “…it’s not because of fairness or balance…”However, this has focused greatly on the larger labor market pool to get the best employees so as to compete with its business rivals. Xerox was a compliant organization as it embraced the acts that were passed by congress. For example, the gender and minority discrimination Acts 9 (McGinn.D (2005). It incorporated this acts to their company policies. The company accommodated flexibility in their work structure example employees were allowed to take work home. This flexibility that suited the women who wanted to be home on time for supper. The inclusion of diversity in their work schedules lured women and other minority groups.
Hiring the women and the minority groups in the Xerox was not by any means unfair to the white employees. There are no indications to show that white male employees were treated unfairly.Nevertheless, the company did not violate any of the United States’ Employment Laws. It embraced the Equal Employment Opportunity Act. Not even a single white employee was unfairly dismissed so as to pave way for the minority group. There was nothing personal against the welfare of the white employees. The company just wanted to acquire its obligations of diversity in its staffing strategies. Secondly the company wanted to reach a greater job market so as to attract more potential talents.

McGinn.D (2005). “Women Hold Close to a Third of Top Management Jobs at Xerox. Insider a Kinder Culture,” Newsweek, October 24, p. 68.

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