Discuss about the Global Human Resource Management.
The following assignment evaluates the impact of the cultural differences on the global human resource practice. For the purpose of the assignment, the human resource practices chosen are recruitment and selection as well as the career management practice. Employee recruitment and selection as well as career management are the essential human practices for the business enterprise. In this regard, it can be stated these two practices shall help the human resource management of the business entity. Mondy and Martocchio (2016) stated that cultural differences should have a significant impact on the recruitment and selection as well as career management of the workforce.
Employees coming from different backgrounds and cultures shall have different views, opinions and work ethics. Thus, the management of the business entity has to consider these factors in developing effective human resource policies for the business entity. According to Mathis et al. (2016) there several cultural factors like power distance individualism, masculinity / femininity a well as the general attitudes and the beliefs of the consumers. Such factors shall have a tremendous impact on the formulation of the human resource policies adopted by a global business enterprise. Employee perception is a determining factor that has an impact of the human resource policies of a business enterprise. Thus, employee perception largely depends on the cultural attributes of an individual employee.
Cultural factors
The cultural attributes are a pertinent attribute that has an affect on the international human resource management. Hendry (2012) stated that the culture is composed of certain forces comprising of values, beliefs as well as the actions of a distinct group of individuals. Besides this, it can be said that religion as well as ethnicity are an important part of culture of a group. Therefore, there should not be a clash between the culture of the organization and employees. This can lead to employee discontent and increase the attrition rate in the business organization. Bennett and Ho (2014) mentioned that human resource practices like recruitment and selection as well as career management are highly influenced by the cultural aspects of a particular region. In this regard, it can be state that the expectations of the potential and the existing employee in the business organization are a highly important part of the cultural attributes of a specific region. Several cultural attributes would influence the human resource practices of recruitment and career management of the employees.
The following are the factors that have an influence on international human resource management practices in the global market. The human resource practices of career management as well as recruitment, is evaluated in the context of these factors.
Power Distance- The power distance in the organization is an essential cultural attribute. The concept of power distance refers to inequality among the employees working in the organization. Purce (2014) stated thatan increase in the power distance leads to greater differences in authority, responsibility and status among the seniors and the juniors in the business organization. In this regard, it can be stated that the power distance is among the essential factors that shall h help the business entity in the development of the goals and the objectives of the business entity. However, the concept of power distance is more prominent in many countries. As such, the business entity has to develop pertinent human resource strategies to overcome business sustainability in the domestic and the International market. Power distance shall lead to rigidity in the organizational structure of the business organization. Besides this, the impact of power distance in the organizational culture shall lead to lesser flexibility in the business functionalities. In addition, this would result in lesser coordination and cooperation among the organization. A power-distance culture would be most suitable for organizations having a hierarchical work structure.
Individualism -The concept of individual behavior is an essential trait for the business entity for the development of the organizational goals and the objectives for the business entity. According to Mello (2014), the individualism refers to the actions of an individual as opposed to working as a team for the business enterprise. According to Nickson (2013)., this essential cultural attribute can have an impact on the operational strategies of a business enterprise. The human resource department of the business enterprise has to consider the individualistic trait of the employees, in the development of human resource strategies of a business enterprise. Riley (2014) stated that individualisms shall lead to greater flexibility and help the employees handle a large amount of responsibility, thereby, enhancing their skill and aptitude. In the context of career management, the trait of individualism is most suitable and would help the business entity in enhancing the skills of the workforce.
Masculinity/Femininity- The dimension of masculinity/Femininity refers to the extent to which the masculine overcomes the feminine values in the business organization. The masculine values that can be identified are assertiveness, orientation of performance as well as the success and the competitiveness of the individual. In this context, it can be stated that the feminine values are the quality of life as well as the level of coordination and cooperation among the employees in the organization. In this regard, it can be stated that this level of masculinity as well as the feminine values varies from culture to culture. Thus, the development of the human resource policies in the business organization shall reflect about the operational and the marketing policies followed in the business organization. In this context, it can be stated that the masculinity and the feminine values in the business organization shall have an impact on the operational policies of the business entity. Nele et al. (2014) stated that the human resource practice of career management should depend considerably on the cultural attributes of the organization as well the employees currently working. As such, the management of the business enterprise has to respond appropriately in executing its career management strategies in a competitive manner. Both masculinity and feminine values have a huge impact in implementing the human resource strategies of the business entity. In the context of recruitment and selection strategies as well as the career management strategies adopted by the business enterprise.
Attitude and Perception- Employee perception and attitude shall have a considerable affect on their loyalty towards their business organization. According to Kehoe and Wright (2013), the cultural aspect of a business organization shall have an impact in determining the attitudes and perception towards the business organization. In the context of the recruitment and the selection strategies of the business organization, it is essential to assess the perception of the potential employees of the business organization to understand their expectations from the company. As such, it is necessary for the business entity to analyze the employee feedback in structuring the recruitment and the selection strategies in such a manner, which shall benefit both the organization and the employee. In the recruitment and the selection strategies of the business entity, the business entity has to clearly communicate the job role as well as the benefits that shall be offered to the consumers.
The career management refers to implementing strategies, which can enhance the skills and the competencies of the employees working in the business organization. In this regard, it can be stated that the management of the business entity has to consider the cultural influences, in order to understand the expectations of the workforce relating to their careers. Career management refers to helping employees acquiring greater competencies and skills to enhance their skills. Gatewood et al (2015) stated that the cultural differences should pose a threat and obstacles to such initiatives taken by the business enterprise. Thus, employees have to be receptive enough to gather new ideas and functionalities to enhance the organizational productivity. In this regard, it can be stated that the management of the business entity has to respond appropriately to understand employee needs and issues and react accordingly.
According to Flamholtz (2012), the career management initiatives from the employees would not be fulfilled if the organization goals and objectives of the business entity were not taken into consideration. As such, there should not be a clash between organizational culture and the culture of the employees working in the business organization. Besides this, the culture of the organization shall not be de-motivating to the employees in any manner. To promote career management initiatives, the human resource department has to assess the motivational levels of the workers, and then act accordingly. The career management policies implemented in the business organization shall have to be fair and transparent and should not be biased to any employee in the business organization.
According to Flamholtz. (2012), multinational organizations have to face a number of issues while conducting their businesses in the oversees market. Thus, implementing a same business structure in a cultural different country can be stressful, given the complexities of the business operations. The affectivity of the human resource practices can only be achieved, if the managers and the subordinates accept the human resource practice in the business organization in a whole-hearted manner. However, due to rapid globalization employees have to execute their business in an appropriate manner. Gatewood et al (2015) stated that the recruitment has to be done in a global scale to conduct successful business operations in the global market. Therefore, the brand has to consider the cultural attributes of the potential employees in order to develop the goals and the objectives of the business entity. Therefore, the business entity has to conduct the interview in such a manner, in order to prevent any harm to the local culture and traditions.
Bratton and Gold (2012) stated that the recruitment and selection procedure should not contain any rigid policies that would create any negative perception on the consumers. Many traditional cultures prefer the interview timings to be fixed and planned rather than harp hazardously. Thus, the interview procedure shall have to be systematic to avoid any inconvenience to the consumers. Discrimination upon the basis of gender is one of the pertinent issues present in the operation policies of the business enterprise. Gender discrimination is considered as an offence in certain cultures, and can lead to negative perception among the employees. Thus, any business global business entity has to consider this attribute in framing the human resource policies of the business entity.
Conclusion
It can be stated that cultural attributes has a considerable influence on the human resource practices of any region. As such, the recruitment and selection procedures as well as the career management policies shall have to be considered if the business operates on a global scale. The career management initiatives of the company shall only be successful if the consumers in the business organization possess a positive perception towards the business enterprise and are keen enough to pick up new skills. Several factors shall have a proper impact on the International human resource practices. These factors include – Power distance, Individualism, Masculinity/ Femininity as well as attitude and perception towards the brand.
Such factors shall have an influence on the employee behavior as well as the business functionalities of the organization. In the context of the recruitment and the selection procedures, it is necessary for a business entity to determine on the perception of the potential employees. As such, the management of the business enterprise has to adopt proper recruitment procedures to ensure the selection of the most suitable candidate for the business organization. The attitudes and the perception of the employees is largely dependent on the cultural policies adopted by the business enterprise. Cultural attributes like power distance, individualism as well as masculinity/Femininity are attributes that have an influence on the human resource strategies taken by the business organization. Power distance, which represents the level of inequality among the employees in the business organization, is a major cultural attribute within a workplace setting. Business enterprises that have a considerable amount of power-distance within the workplace shall have lesser coordination and cooperation among the seniors and the juniors in the workplace As a result, there would be a hierarchical structure and lesser flexibility in the structure of the organization.
References
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Bratton, J., & Gold, J. (2012). Human resource management: theory and practice. Palgrave Macmillan.
Flamholtz, E. G. (2012). Human resource accounting: Advances in concepts, methods and applications. Springer Science & Business Media.
Gatewood, R., Feild, H. S., & Barrick, M. (2015). Human resource selection. Nelson Education.
Hendry, C. (2012). Human resource management. Routledge.
Kehoe, R. R., & Wright, P. M. (2013). The impact of high-performance human resource practices on employees’ attitudes and behaviors. Journal of management, 39(2), 366-391.
Mathis, R. L., Jackson, J. H., Valentine, S. R., & Meglich, P. (2016). Human resource management. Nelson Education.
Mello, J. A. (2014). Strategic human resource management. Nelson Education.
Mondy, R., & Martocchio, J. J. (2016). Human resource management. Pearson.
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Nickson, D. (2013). Human resource management for hospitality, tourism and events. Routledge.
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Riley, M. (2014). Human resource management in the hospitality and tourism industry. Routledge.
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