Company background information
Human resource of an organization plays an integral part in an organizations performance. They provide labour and skills that are required to produce an organization’s product (Guo and Al Ariss, 2015). Human resource determines quality of products and efficiency in the organization. International human resource management involves managing employees from different settings to enable achievement of the organizations goals and objectives. Employees in different countries are influenced by their surroundings that have impact on the organization’s performance. This indicates that human resource performance is depend on the surroundings and interventions of aligning the environment and organizations objectives is paramount in maximizing employees performance. The human resource department in a global economy is charged with a responsibility of ensuring employees in different locations are controlled by formulating and implementing policies in the organization that increase cohesion and morale for maximum performance. In order to achieve good practices in human resource management in a global economy, there are four aspects that need to be properly addressed. These include diverse management, culture, international performance management and training and development. These factors exist in global organization and determine effectiveness and efficiency of organizations operating globally. Also they enable global organizations attain a competitive advantage in the global market.
The following discussion in this paper describes the human resource management of a No Name Aircraft that is a global company. The essay will review the literature of the four aspects of international human resource management to outline recommendations for No Name Aircraft to improved employees performance.
No Name Aircraft is global company operating in five countries. The company operates in Australia, Singapore, China and Vietnam. The company is involved in building and selling aircrafts to 50 countries in the globe. The company produces it aircrafts in China and Vietnam and they are assembled in Singapore and Australia. The Aircraft designs are done in Singapore. The company has its headquarters in Australia and manages other centers as subsidiaries. The CEO of the company is Adam O’ Meara.
No Name Aircraft has decreasing organizational profits that are threatening it survival. There is a concern on the inability of the company to increase shareholders returns. The company is being faced with inconsistent culture, lack of international management performance practices, inadequate training and development and lacks diversity of workforce. This has led to production of low quality aircrafts.
Diverse management refers to incorporation and appreciation of different human being backgrounds, ideas and lifestyles in the workforce of an organization (Hee-Jung Lim, 2010). It involves selecting and recruiting employees of different geographical, social, political and economical backgrounds. This practice involves removal of any discrimination based on race, community, sexual orientation, physical ability or culture. Diverse management enable organizations workforce to be inclusive. Individuals in working in the organization feel that they are accepted and appreciated despite their differences. Diverse management is achieved when equal opportunities are offered in recruiting and educating employees on values to accept and respect other individual’s backgrounds. According to Harold et al (2012), diversity management practices creates positive workplace environment. The environment created makes employees’ feel that their differences are valued. Employees whose organization practices diverse management become committed and have great sense of associating with the organization. Employees associate themselves with the organizations and build long term relationships in the company. Diversity management can also lead to job satisfaction. Employees feel better satisfied with their positions and contributions in the company. Diversity management brings innovation, attracts talents and incorporates cultural intelligence to the organizations (Herrera et al., 2013). Diversity enables recruitment of diverse workforce that stimulates and drives innovation in the organization. A diverse workforce means that employees think different and this situation leads to innovation in the organizations product. Diversity management brings different perspectives to the workforce that increase creativity in the organization. Diverse management also attracts talents to the organization. Highly skilled employees prefer working in diverse company. Diverse management enables a global company to attract and maintain talented skilled employees. Customers also give preference to buying on good reputed companies that are not discriminative to one’s culture on any background. In addition, diversity management develops cultural intelligence in the company. This opens up opportunity in the company to operate in open mind that increase perforce per unit.
Diverse management
No Name Aircraft diversity management policy in base on respect to age, ethnicity, gender, sexual orientation, physical ability, religion, race and other philosophies. Nevertheless the company is faced with discrimination of age in its headquarters in Australia. Also the company subsidiary in China discriminates against recruitments of disabled people. These discriminations are based on perceptions and failure to adhere to labour laws. Perceptions that that not objectively shaped are prone to stereotyping that lead to some employees feeling discriminated thereby not satisfied with their positions at work. No Name Aircraft old employees discriminating against young employees limit the ability of the new energy and talent to perform in the organization. Physical discrimination puts the company in a compromising situation that is against the employment law and can lead to legal charges taken against the company.
Culture refers to shared norms in an organization that dictates behavior in an organization. Culture dictates what is right or wrong in an organization (Amaram, 2011). Organizations culture is evident on the employees’ performance. Culture shapes the behavior of employees in an organization making them to behave in certain patterns that are different from another company. Cultures are unwritten rules that employees share in an organization. The shared norms of an organization are as a result of belief held by employees in the organizations. Culture compels employees to behavior similarly in the workplace. Culture influences performance of individual employees. According to Stahl et al. (2012), a good culture is the one that is in alignment with the organizations strategies. Culture can be shaped to align with the purpose of the organization. Kramar (2012), states that culture has to be consistent and observable in the actions of employees’ tasks. Dowling et al., (2008), states that organizations culture determines how employees complete tasks. This is as a result of shared beliefs, values and symbols that are used in leadership of an organization. Culture of a company keeps employees of a company together and forms the direction of actions. A strong culture is observed on similar beliefs and values on the objectives of an organization. It involves good communication of duties, requirements and responsibilities. A strong culture binds oprgnaization’s teams to ensure completion is successful. A strong culture is also based on trust and goal driven between teams in an organization. Culture has impact on employee’s performance in terms of quality and efficiency. Culture also determines motivational levels of employees in an organization.
No Name Aircraft is faced by a negative attribute in their production process. Employees in different teams have different approach to quality. This makes it difficult for another team to performance at their best. The company employees have adopted average beliefs and value on quality, breakdown of integrated teams and relationships in the organization.
International performance management is process of getting desired results by employees through use of frames of set goals and standards. It involves a process of setting standards, monitoring and evaluating performance of individuals, team or the whole organization’s employees to develop competence in order to better results (Curseu, 2015). International performance management compares the current and previous performances to evaluate performance. It aims to see need in the organization’s workforce in the process of developing competences. This necessitates training, recruitment, career development and rewarding of employees of the organization. International performance management’s objectives are to improve the current performance by introducing new human resource management techniques that improve results of an organization. The performance management process involves planning, acting, monitoring and reviewing. This ensures that the framework used in appraising performance is appropriate and meet the objectives that are in line with the organization strategic goals. International performance management for expatriates involves goal setting and then performance appraisal. International performance management and appraisal ensures that employees’ skills are developed in accordance to company requirements. Performance appraisal enables the organization discovers it talented employees, promotions and rewards for the workforce. Performance management improves individual, team and organizations performance by developing skills and rewarding.
Culture
No Name Aircraft is faced with equal performance of appraisal of subsidiaries and headquarters. This has exposed employees in subsidiary companies to work under pressure. The company also lacks measure of performance of its workforce.
Training and development refers to educational process that develops, equips and changes skills and knowledge of an employee (Alamri and Al-Duhaim, 2017). It involves a process that is initiated by the company to improve organizational performance by sharpening skills and gaining knowledge. Training and development is continuous processes that aim at equipping employees will current job requirements. Training enables learning of knowledge and skills that relate to an employee role. Development involves expansive workforce growth. It entails future performance of employees. Training and development is an important part of organizational success. They increase productivity of individual, team and organization through competence in tasks handled. Training and development reduce supervision, increase job satisfaction and develop skills. Employees whole have adequate training and undergo development of skills require les supervision. Also employees are enabled to improve their skills in the process of developing their career.
No Name Aircraft is facing inadequate training for employees taking new roles in different countries. Employees are left to find their way out when transferred to work in another country. This is time consuming and reduces job satisfaction of an employee. It takes several months for an employee to learn the new culture and environment that one is transferred to instead of being offered a few days training. The company also lacks a systematic workforce planning and management development program. The company does not have a succession plan of senior managers developing junior managers or discovering new talents that can occupy managerial positions in the future. Employees in No Name Aircraft are unaware of their career prospective as the development plan programs are not utilized. The company loses talented and performing employees to fellow companies.
Conclusion
No Name Aircraft is struggling in it performance as a result of inadequate international human resource management practices. First, the company has discrimination against age. The older experienced employees discriminate against the younger inexperienced employees. Also the Company subsidies discriminate against recruiting disabled employees even if they meet requirements. This practice in the company has reduced diversity in the workforce of the company. Second, the company is experiencing a negative culture. The culture is not oriented to production of quality products and this has reduced trust in the company. Employees in one section not meet requirements that are dependent to other employees in the next process where tasks are integrated. There is also a communication problem in the organization that has led to weak relations in the organization. Third, the company lacks an international performance management framework that is appropriate. The company uses a similar framework that puts employees under pressure. Also the framework used is incapable of timely discovering need, reward, promotions and performance measure. Lastly, the company offers inadequate training and development programs to employees in the company. Expatriates moving to another country to work are not given training about the new environment. Also the development program used by the company is not able to discover talents, develop skills, promote and maintain key employees. This has led to poor development of junior managers in the organization.
In summary, No Name Aircraft is operating on a failed international human resource management programs. The company should reconsider changing and strategizing on international human resource management practices that are in line with the company’s objectives.
From the discussion on this paper, the following is recommended to No Name Aircraft;
- The company should adopt a diverse management approach that is not discriminative to disabled people and young employees.
- The company should change the culture of the organization to make it be quality oriented and improve relationships through defined effective communication.
- The company should adopt a different performance appraisal for different company subsidiaries. This will ensure that employees are appraised in accordance to their location that will reduce pressure. Also it will enable the company manage human resource more effective.
- Lastly, the company should improve on their training and development program. This will help the company develop skills and maintain them.
References
Alamri, M. and Al-Duhaim, T. (2017). Employees Perception of Training and Its Relationship with Organizational Commitment among the Employees Working at Saudi Industrial Development Fund. International Journal of Business Administration, 8(2), p.25.
Amaram, D. (2011). Cultural Diversity: Implications For Workplace Management. Journal of Diversity Management (JDM), 2(4), p.1.
Curseu, P. (2015). Team Performance Management – 2014. Team Performance Management: An International Journal, 21(1/2).
Dowling, P., Festing, M., & Engle, A. D. (2008). International human resource management: managing people in a multinational context. London, Thomson Learning.
Guo, C. and Al Ariss, A. (2015). Human resource management of international migrants: current theories and future research. The International Journal of Human Resource Management, 26(10), pp.1287-1297.
Hee-Jung Lim, (2010). The current status of diversity management and the effect of diversity management on organizational performance. Productivity Review, 24(3), pp.181-217.
Herrera, R., Duncan, P. and Ree, M. (2013). Aligning Organizational Culture With Leader-Member Exchange. Global Business and Organizational Excellence, 32(5), pp.53-65.
Kramar, R. (2012). Human Resource Management in a Global Context. Palgrave Macmillan. https://www.myilibrary.com?id=976601.
LAWLER, E. E., & BOUDREAU, J. W. (2015). Global trends in human resource management: a twenty-year analysis.
Lai Wan, H. (2007). Human capital development policies: enhancing employees’ satisfaction. Journal of European Industrial Training, 31(4), pp.297-322.
Lauring, J. (2012). International Diversity Management: Global Ideals and Local Responses. British Journal of Management, 24(2), pp.211-224.
Perkins, S. J., Shortland, S. M., & Perkins, S. J. (2009). Strategic international human resource management: choices and consequences in multinational people management. London, Kogan Page.
Rieley, J. (2014). Building Alignment to Improve Organizational Effectiveness. Global Business and Organizational Excellence, 33(5), pp.6-16.
Stahl, G. K., Bjo?Rkman, I., & Morris, S. (2012). Handbook of research in international human resource management. Cheltenham, UK, Edward Elgar Pub.
Sengupta, N., & Bhattacharya, M. S. (2007). International human resource management. New Delhi, Excel Books.
Order an Essay Now & Get These Features For Free:
Turnitin Report
Formatting
Title Page
Citation
Outline
