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globalization and human resource management
globalization and human resource management
a brief overview of international human resource management
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Competencies of Human Resource Specialist for the Success of Globalization
The description of a Human Resource Specialist or Manager as it pertains to the success of an organization are those skilled areas which the representing manager would possess for company progression. Keebler states that, “alignment with business goals, nuanced understanding of Human Resource programs, and investment decisions that make achieving these objective a reality” (Keebler, 2013, pg. 17). Human Resource Managers and Specialist are educated better today than they were before with competencies of handling international transactions. As an advantage of free-trade and the open market, Human Resource Managers and Specialist are skilled in determining external or international factors which are beneficial and detrimental to an organization success. According to Gentry and Sparks, leadership competencies are, “resourcefulness, change management, building and mending relationships, and balancing personal life and work” (Gentry, and Sparks, 2012, pg.18). Henceforth, it is clear that there are similarities between Keebler argument of company objectivity, along with Gentry and Sparks, argument of company and knowledge.
Resourcefulness, because of the vast area which are occupied by local companies trading internationally, it is imperative that Human Resources Managers, and Human Resource Specialist allot their time to properly balance company resources. This include company employees or human capital, financial monitoring, and product resource. Gentry and Sparks also suggest that, “Human Resource Manager or Specialist adapt what limited resource they have for operation within a global market” (Gentry, and Sparks, 2012, pg. 18). These managers must also be...
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...vident is the fact that because of free-trade many Human Resource Managers and Specialist are trained to address these issues before they take occupancy in hiring organizations. However, with the ever changing world and the increased in technology the duties of Human Resource Manager or Specialist will be minimal in terms of stigmas.
Works Cited
Gentry, W., & Sparks, T. (2012). A convergence/divergence perspective of leadership competencies managers believe are most important for success in organizations: A cross- cultural multilevel analysis of 40 countries. Journal of Business & Psychology, 27(1), 15-
30. doi:10.1007/s10869-011-9212-y
Keebler, T. (2013). New considerations for HR service delivery success: Where to begin?. Workforce Solutions Review, 4(6), 17-19.
Snell, S., & Bohlander, G. W. (2013). Managing human resources. Mason, Ohio: South-
Western.
Moller-Maersk Group a multinational company that deals with the shipping of onshore and off shore commodities, has to be one of most highly successful companies to date. The contributed success of the company ties directly into the human resources department as a whole. As a matter of fact, many organizations credited this company for laying the foundation for best known practices. Management of Talents in the company has resulted in increased efficiency and overall growth in the company. Training needs are handled by the Human Resource department, thus ensuring that the workforce in the company is well rounded and equipped with the right knowledge to make them survive in this competitive world. This paper will allow some explanation
In today’s fast-paced, highly-competitive global marketplace, many companies are embracing the less cumbersome and more flexible decentralized human resource approach. However, there are advantages to centralization and some business professionals point out that in the global marketplace:
Organizations’ other resources can be hired, retained and discarded at any time but human resources needs special treatment. It needs to be carefully hired, deserve an extra effort to retain it and requires training & development to upgrade and improve its capabilities. Other resources depreciate with the passage of time but when the human resource gains more and more experience, it becomes more beneficial for the organizations. These characteristics have brought human resources to be the central element for the success of an organization. (Mohammed, Bhatti, Jariko, and Zehri, 2013, pg. 129, para. 2)
Research differentiates the domestic human resource management strategy as, “simpler and easier for manager structure because the business is done on a particular territory, inside specific national culture and business environment,” (Slavić, Berber, & Leković, 2014). On the other hand, globalized companies have trouble with such things as observing the host country’s national cultures, their local regulations, and working around the impact of any new technologies that are required to do the job. Both strategies require effective communication, implementation, and performance
In an increasingly globalized world economy, the aggravation of global competition, the most important factor of national competitiveness are highly qualified and motivated employees (Storey 2007). Gubman (1996) pointed out the three challenges for the organizations that will never change: first, the major mission of human resources is to gain, develop, retain talent; second, adjust the workforces with the business; lastly, a superlative contributor to the business. Moreover, human resource management is characterized by the fact that the staff seen as an important strategic resource for the organization, which requires investment, modernization, planning, staffing, training, etc. This paper will introduce an overall review of the International Human Resource Management (IHRM) theories and studies. The analyzed concepts and approaches will be applied to the case study about Yarden Mex chain of Mexican Grill Restaurants and its Subsidiaries. The paper will include definitions of Global Talent Management (GTM) and Global Diversity Management (GDM). In
This paper is about leading people through a management system called Human Resource (HR), that does more than payroll, design training, and avoiding lawsuits. It provides essential components that will ensure that human talent is used effectively and efficiently to accomplish organizational goals. It is a case study of the Rio Tinto company 's Human Resources global approach after a significant downsizing in 2008.
Human Resource Framework is a wide struture for aligning, organizing, and integrating different competency models. However, competency is a group of correlated abilities, skills, knowledge, and characteristics that are associated with the performance of a important feature of the practice of Human Resource, it is agreed that a competency is more than the aggregate of its fragments. Competency Framework identifies two types of competencies, enabling competencies and functional competencies. A functional competency is connected to the abilities to perform duties that are within the scope of practice of HR practitionners. Enabling competencies are more nonspecific competencies to the performance of HR duties however, neede for the performance
While there are many various global issues that affect the International Human Resource Management to run efficiently, there are two key concepts that play a major role in understanding how to approach them with cohesive and a well coherent strategy; they are the International Human Recourse Management Strategy and Understanding the Cultural Environment. In the International Resource Management strategy, many companies will do their research in finding companies that offer the following:
In dynamic, global competitive markets, successful organizations are likely to be staffed with managers capable of adapting to constantly evolving roles, and with the capacity to achieve and sustain optimal levels of performance. The global market place has currently impacted the practice of human resources management in the United States and will continue in the next ten years.
Lewis, Clive (2007) Human resource management international digest. Bradford: 2007. Vol 15, Iss.4: pg. 3.
Globalization of human capital is where, human resources are sook after by companies from all over the world. Due to the increased demand for skills at a lower cost, companies will tend to look for employees to work in their premises from all over the world (Webforum, 2015). In this regard, since companies are extending their operations the entire world over, human capital globalization is inevitable since they will need to work with people from these countries for them to successfully exploit global markets.
However you define the activities of management, and whatever the organisational processes are, an essential part of the process of management is that proper attention be given to the Human Resource function. The human element provides a major part in the overall success of the organisation. Therefore there must be an effective human resource function. In the past, most organisations viewed Human Resource Management (HRM) as an element function, that is an activity that is supportive of the task functions and does not normally have any accountability for the performance of a specific end task. Because of the emphasis on analysis and precision there is a tendency for strategists to concentrate on economic data and ignore the way in which human elements and values can influence the implementation of a strategy. 'Economic analysis of strategy fails to recognise the complex role which people play in the evolution of strategy - strategy is also a product of what people want an organisation to do or what they feel the organisation should be like.?(1).
Human resource is the most valuable and unique asset of an organization. The successful management of an organization’s human resource is an exciting, dynamic and challenging task , especially at a time when the world has become a global village and economies are in a state of flux. The lack of talented resource and the growing expectation of the modern day employee has further increased the difficulty of the human resource function.
In this paper we have chosen to explore Procter and Gamble (P&G), a multinational corporation which has lead the way in creating one of the best human resource management systems to date. By using P&G, we are seeking to provide an example of how current multinational companies make decisions to manage their human resources (HR) activities, in search of effective management of their HR costs and in search of professional HR management.
Human resource competencies are for example important in facilitating efficiency in performance of organizations’ operations towards competitive advantage. Business knowledge, change management, and human resource distributions are examples of human resource competencies that contribute to organizations’ competitive advantage. Such initiatives are however, undermined by institutional factors such as business ‘short termism’, cost centered strategies, as well as professional factors such as lack of business skills, inefficiency in measuring and evaluating success, attitude, and organizational