Analyzing Maori Culture in Recruitment: A Management and HR Report

This report provides a comprehensive analysis of the impact of Maori culture on recruitment practices within the context of New Zealand. It examines the ethical and legal considerations, including the importance of the Treaty of Waitangi and the role of the Human Rights Commission in preventing discrimination. The report explores the challenges and opportunities associated with recruiting candidates from the Maori subculture, emphasizing the need for inclusive practices and the promotion of workplace diversity. It also discusses the significance of induction training for new employees, the role of the Institution of IT Professionals, and the importance of cultural sensitivity in the workplace. The report highlights the importance of respecting religious beliefs, and the need for management to create a supportive and inclusive environment for all employees. The report uses various sources to provide a detailed overview of the subject and provides practical recommendations for effective recruitment and management strategies.

Running head: ASSIGNMENT ON MAORI CULTURE
Assignment on Maori culture
Name of the Student
Name of the University
Author note

1ASSIGNMENT ON MAORI CULTURE
Answer 1.
When the recruiter has to choose only two candidates for the job in an IT service
organization out of the given four candidates, then the recruiter must recruit the candidate
who belongs to the maori group and the other person should be the Indian candidate. The
management should recruit these two candidates as, the candidate from maori subculture
group, is unfortunately is seen as a backward class in the land of New Zealand and they are
deprived of many modern facilities and social securities (Te Huia & Liu, 2012). In this case,
it is seen that the maori candidate has below average qualification due to various oppressions
and lack of opportunities, but he or she has a enthusiasm to succeed in life and this kind of
passion can force the candidate to do something beyond the expectation, to prove what they
are capable of. On the other hand, the Indian candidate also needs to be recruited as he has all
the necessary qualifications to get selected but he has work experience only in his own
country (Orange, 2015). In this situation the organization has already chosen the maori
candidate despite his lack of needed qualification to give him a chance to showcase his or her
skills but for choosing the second candidate, they had to keep it in mind that they should not
compromise with qualification (Sorrenson, 2013). Thus the Indian candidate becomes the
automatic choice. The Indian candidate might not be accustomed with the way of working in
New Zealand, but having relevant work experience and needed academic qualifications, it
would not be a problem for him to get accustomed to the way of working in a different
nation.
Answer 2.
According to the regulations led out by Human Rights Commission, there are some
specified acts while recruiting candidates for work purpose, which can be categorized as
discrimination in the recruitment process. In this case, it can be said that the recruitment

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process should not be biased on the ethnicity of the candidate, thus the Human Rights
commission would entertain no racial discrimination. Another act that is forbidden by the
Human Right Commission is, religious discrimination. It can be said that, the recruiters must
keep in mind the recruitment process should not be biased on the religious beliefs of the
candidate as doing so would violate the laws of discrimination that is set by the Human
Rights Commission in New Zealand (Muriwai, Houkamau & Sibley, 2015).
In today’s world in most of the organizations, multicultural background is common
including various religious beliefs. Some people do some rituals those are important in their
religious branch and some wear different types of hairstyles, some people keep beard, and
organizations must respect these (Laudon & Laudon, 2016). It is a matter of fact that, if
organization restricts them from performing their religious acts the motivation level of the
workers would suffer and showing any kinds of negative remarks in the recruitment process
regarding these sensitive issues would be counted as religious discrimination. On the other
hand if the recruiters discriminate the candidates according to their race are it in a direct way
or indirect approach it would be definitely counted as racial discrimination in the process of
recruitment and that is not at all tolerable (Muriwai, Houkamau & Sibley, 2015).
Whenever the recruiters select a candidate being biased on other criteria apart from
the work experience and the academic qualification, it can be said that discrimination is
present in the recruitment process. The best way to escape from the claims of discrimination
in the recruiting process is by hiring candidates by very closely following the criteria
developed by the management of the organization and maintaining uniformity in the process
of the hiring (Laudon & Laudon, 2016). Apart from that, the recruiters must provide a brief
details regarding why the candidate did not get selected to avoid these kinds of unwanted
allegations ethically.

3ASSIGNMENT ON MAORI CULTURE
Answer 3
Treaty of Waitangi can be described as a blunt evidence of the partnership of the
British rue and the Maori people of New Zealand. The treaty took place aiming a unity
among the people, but in many cases, different interpretations and various breaching of the
treaty caused some conflicts (Armstrong & Taylor, 2014). After 1970, common people came
to know about this act and the general efforts to respect the treaty and the principals of the
treaty are seen expanding in a rapid manner (Muriwai, Houkamau & Sibley, 2015). It is a
matter of fact that, the treaty of Waitangi is an agreement that was made in the year if 1840,
between the monarch of Britain and the Maori people of New Zealand. After this treaty, New
Zealand became a colony of Britain and the Maori people became he subjects of the British
Crown (Bennett & Roughan, 2012). In some cases, British people and Maori people had
different understanding of this treaty. According to this treaty, New Zealand became a nation
having two different cultures, and those are Pakeha and Maori, but as New Zealand is a
country having more than two cultures, the nation is widely known as a multicultural nation.
The New Zealand Federation of Multicultural Council ensures the consciousness among the
various ethnic communities of the aspirations, needs and the status of the Maori people. The
Federation thinks that New Zealand is a multicultural country and in this country, Maori
people must have a special social status as they are the people of the land and thus they must
possess some special rights that are stated under the Treaty of Waitangi (Haar, Roche &
Taylor, 2012). It is seen that the diversity is present in the workplaces of New Zealand, and it
is mandatory for each of the employees to be aware of these facts and they must try to work
together. Each employee is expected to accept the diversities of the ethnicities in the
workplace and show respect towards each ethnic group. Biculturalism of New Zealand is

4ASSIGNMENT ON MAORI CULTURE
portrayed in various official statements are generally communicated in Maori language and in
English language (Armstrong & Taylor, 2014).
Answer 5
The Institution of IT Professionals is a nonprofit incorporated organization in the
land of New Zealand. The IITP promotes the education and higher level of professional
practice among the IT professionals. Before 2012, IITP was popular as New Zealand
Computer Society Inc.
On the first day of work of the employees, managers should stress on the induction
process for the new employees (Laudon & Laudon, 2016). The aim of this induction training
should be to let the new joiners to get accustomed with the work culture of the organization
and to allow them to work with efficiency within a short span of time. The management of
the organizations should be careful regarding the first day of work of the new joiners. The
management should not overload the new employees with information and they should
explain what are expected from them and what might be their responsibilities for a
transparent way of working within the organization. The management should engage in using
various techniques to allow the new employees to learn things within a short time (Armstrong
& Taylor, 2014).
The next thing the management of the organizations should engage in explaining all the
human resource policies of the organization to the new employees so that they do not have to
face any serious issues in the workplace. The employees should be provided with a list of
rules and regulations to maintain the desired office decorum. It is a matter of fact that

5ASSIGNMENT ON MAORI CULTURE
maintaining the office decorum is a very important matter, thus the management should stress
on providing them with full information regarding the office policies.
Another thing is important for the management of the organization in the first day of
some employees of the organization, and that is the management should collect necessary
inputs from the new joiners at the end of their first day at work. These valuable inputs will
allow the organization to act according to the desires of the employees, in order to keep them
happy and loyal towards the organization (Armstrong & Taylor, 2014). In this case, Google
as an organization is setting the right example for all the business organization worldwide.
Google provides a friendly ambience in the office premises for improving the confidence
level and the loyalty of the employees towards the organization. Thus, to conclude, it can be
said that for the new employees, the first day at work is a very important day of their career,
and the organization should pay attention so that the new joiners do not face any troubles at
work and the path of their career remains free of huddles.

6ASSIGNMENT ON MAORI CULTURE
References
Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Bennett, M. J., & Roughan, N. (2012). Rebus sic Stantibus and the Treaty of Waitangi.
Haar, J. M., Roche, M., & Taylor, D. (2012). Work–family conflict and turnover intentions of
indigenous employees: the importance of the whanau/family for Maori. The
International Journal of Human Resource Management, 23(12), 2546-2560.
Laudon, K. C., & Laudon, J. P. (2016). Management information system. Pearson Education
India.
Muriwai, E., Houkamau, C. A., & Sibley, C. G. (2015). Culture as Cure? The Protective
Function of Māori Cultural Efficacy on Psychological Distress. New Zealand
Journal of Psychology, 44(2).
Orange, C. (2015). The treaty of Waitangi. Bridget Williams Books.
Sorrenson, M. P. K. (2013). Maori origins and migrations: The genesis of some Pakeha
myths and legends. Auckland University Press.
Te Huia, A., & Liu, J. H. (2012). Māori culture as a psychological asset for New Zealanders’
acculturation experiences abroad. International Journal of Intercultural
Relations, 36(1), 140-150.