International Human Resource Management defines the set of activities towards managing the organizational human resource at international level towards achieving organizational objectives and competitive advantage at both national and international level (Dartey-Baah 2013). International human resource managers are more likely to face issues in employment relation and human resource management due to the difference in the culture of the employees at international level. Most of the managers fail in managing the employees at international level die to their cultural difference. This study will define a manager of National Railway, who has been relocated from the United Kingdom to Australia. The social culture and working culture of United Kingdom and Australia is quite different from each other. Therefore, the relocated manager is likely to face several employment relation and human resource management issue in Australian branch of National Railway. Moreover, the study will discuss several employment relation issue and human resource management issues, which will impact the working life of the relocated manager.
The manager of National Railway can face issues in terms of compensation preparation for the employees. Different countries have different types of employee compensation policy. According to Markoulli et al. (2017), the minimum wage for the employees of United Kingdom is £7.20 per hour. On the other hand, Sikora and Ferris (2014) opined that the minimum wage for the employees of Australia is $18.29 per hour. The manager of National Railway, who has been relocated from UK to Australia, can face confusion regarding preparation of the compensation for the employees. In this way, the manager can face tough challenge in making the payroll of the employees in Australia.
As per Kehoe and Wright (2013), the employees of United Kingdom get 28 paid holidays from their associated organization. On the other hand, Alfes et al. (2013) opined that the employees of Australia get 30 paid holidays from their organizations. In such situation, the relocated manager can have lack of proper knowledge regarding the paid holidays for the employees. Therefore, the manager can face issues in preparing the holiday list for the employees without having proper ideas of Australian holidays. Furthermore, lack of knowledge about the holidays of Australia can lead him to prepare wrong holiday list, which can make the employee offended.
The manager of National Railway, who has been relocated from UK to Australia, may face employment relation issue in terms of adopting appropriate disciplinary action for the employees. Disciplinary actions define the process for dealing with the job related behavior, which does not meet the communicated and expected performance standard. The purpose behind such disciplinary actions is to facilitate the employees towards understanding their mistakes and provide them with the opportunities towards getting an improvement over their behavior.
According to Turchick Hakak and Al Ariss (2013), the work culture of United Kingdom is highly strict and the managers are more likely to send warning letter to the employees upon any of their misbehavior in the workplace. The relocated manager is actually accustomed with such strict disciplinary actions for improving the behavior of the employees. On the other hand, Trunk Širca, Babnik and Breznik (2013) opined that the workplace culture of Australia is quite flexible and the employees get enough opportunities for justifying their behavior. Moreover, the workplace culture of Australian organizations is non-threatening to the employees. They mostly follow counseling for rectifying the behavior of the employees. The managers often advise specific behavior to the employees. However, the relocated manager can face issues in handing the disciplinary procedures of the employees in such non-threatening working environment. Moreover, if he continues of follow strict nature of disciplinary actions, then it can lead to employee issues in further.
The relocated manager of National Railway can face huge employment relation issue in regard to bargaining power of the trade union. There have been significant differences between different countries in regards to the subject areas of Collective bargaining. Moreover, some countries have flexile collective consultation with the trade union or staff representatives, while some other countries has strict collective consultation with the trade union and staff representatives.
According to Li et al. (2015), in the last two decades, the power of trade union in UK to negotiate the wage rate and working condition is declining rapidly. UK organizations do not allow staff representatives to bargain in the matter of management prerogative like redundancy, promotions and transfers. Therefore, the relocated manager is usually acquainted with such limited power of the trade union in the UK branch of National Railway. On the other hand, Kramar (2014) opined that Australian organizations follow decentralized bargaining arrangement. Australian organizations allow more freedom to the trade union or staff representatives for negotiating the interest of the employees with the management bodies. Moreover, in Australian organizations allow enough bargaining power to the trade union for negotiating the interest areas of the employees with the management bodies. In such situation, the relocated manager of National Railway can face huge pressure from the trade union in Australia. Moreover, he can face tough challenge in the negotiation with the trade union or staff representatives in regards to the interest areas of the employees.
The manager can face issues in terms of power and knowledge to be applied in managing the employees of Australian Branch. Moreover, different countries have different types of organizational culture, where the employees get enough power to raise their voice. Moreover, the authoritative power of the managers depends on the working culture of different countries.
According to Karin Andreassi et al. (2014), UK organizations mostly have high power distance index, where less powerful employees are more likely to accept the most powerful employers. Moreover, power is distributed quite unequally within the organizations. Therefore, the low level employees get less scope to raise their concern. Furthermore, the managers of UK organizations mostly follow authoritative style for managing the employees. The manager of National Railway is usually acquainted with the working condition of United Kingdom. On the other hand, Florén, Rundquist and Fischer (2016) opined that Australian Organizations have low score in power distance matrix, where the employees get enough power to demonstrate their individualism. Moreover, the power of these organizations is distributed equally among the employees. The employees get enough power to raise their concern to the management bodies. Moreover, the managers of Australian organizations mostly follow supportive and shared leadership style for managing the employees. In such situation, the authoritative style of the relocated manager will clash with the supportive leadership style of Australian branch. Moreover, the relocated manager can be assessed in negative way in Australian branch of National Railway, if he continues to follow his authoritative style in managing the employees.
The relocated manager will mostly face issues in regards to the communication with other employees in the Australian branch of National Railway. Communication with the individuals, who have different cultural orientation and different language background, is extremely difficult. According to Chowhan, Pries and Mann (2017), the managers of UK organizations mostly follow highly formal communication within the workplace. They are direct in their communication, but they are very modest in their communication with the employees. Furthermore, the people from United Kingdom are somewhat reserved at the initial stage of interaction. Furthermore, the written communication of UK also follows strict rules of protocol. Therefore, the relocated manager of National Rail is usually habituated with the strict and high formal communication style within the workplace. On the other hand, Guerci et al. (2015) opined that managers of Australian are very open and flexible in their communication. Moreover, the working culture of Australian organizations is quite flexible and interactive. They are very straight forward and the communication flow is both upward and downward within the workplace. In such situation, the reserved communication style of relocated manager can create huge problems in managing the employees of Australian branch of National Railway. The manager will be incapable to flexibly communicate with the employees of Australian branch.
As per Markus, Sekiguchi and Takeuchi (2015), the managers of National Railway in United Kingdom mostly follow English as their main language in the workplace. On the other hand, Wright, Coff and Moliterno (2014) the managers of National Railway in Australia mostly follow Australian English as their main language in the workplace. Moreover, there is difference in the accent of the English language between these two countries. Therefore, the relocated manager can also face accent issues of English language in the Australia branch of National Railway.
Conflicts are more likely to arise from the disagreement between the employees and employers of the organization. Managers are highly responsible for implementing specific procedures for providing resolution to the conflict and maintain effective relationship with the employees. According to Shantz, Alfes and Latham (2016), managers need to have proper understanding of the employees’ issues for providing accurate resolution to those problems. Furthermore, Theeboom, Beersma and van Vianen (2014) stated that the managers need to have adequate emotional competence for understanding the values and issues of the employees towards mitigating their conflicts. However, the relocated manager of National Railway will have lack of emotional competence in dealing with the employees of Australian branch. Moreover, the manager will be incapable of understanding the values and issues of the Australian employees, as he is not much aware of Australian values and culture. Therefore, the manager may fail to provide accurate resolution for ultimately mitigating the conflicts of the employees.
Sparrow, Farndale and Scullion (2013) pointed out that the branch of National Railway in UK provides less scope to the trade union and staff representatives in handling the conflicts of the employees. Therefore, the relocated manager of National Railway has little idea in properly dealing with the staff representatives or trade union towards conflict management. On the other hand, Alharbi and Mamman (2015) opined that the branch of National Railway in Australia provides enough freedom to the trade union or staff representatives for handling the conflicts of the employees. Therefore, the manager needs to have proper experience in effectively dealing with the trade union and staff representatives towards managing the employee conflicts. However, the relocated manager of National Railway has little idea in dealing with the trade union and staff representatives, which can hinder his ability towards effectively handling the employee conflicts.
Problems with the employees are actually enumerated in connection with the employee and employer relations. Lack of proper communication is the prime reason behind the problems with the employees. According to Den Hartog et al. (2013), employees are more likely raise problems, when their interests are not fulfilled within their organization. Furthermore, they are also more likely raise problems, when they do not get adequate value and respect in the workplace. According to Shaw, Park and Kim (2013), the managers of UK National Railway follow authoritative style of leadership in managing the employees. Moreover, they are somewhat aggressive in managing the employees of the organization. On the other hand, Hong et al. (2014) opined that the employees of Australian National Railway are mostly acquainted with supportive managerial style in managing the employees. Moreover, the managers are mostly flexible and kind in their behavior, while dealing with the employees. The relocated manager is actually habituated with the authoritative managerial style in dealing with the employees. In such situation, it will be difficult for him to get support of the employees in Australian National Railway, if he continues to follow aggressive managerial style with them.
As per Chowhan, Pries and Mann (2017), the communication style with the UK National Railway is somewhat rigid and strict. In such situation, the relocated manager National Railway is habituated with such strict communication style in managing the human resources. On the other hand, Markus, Sekiguchi and Takeuchi (2015) opined that the communication style in Australian National Railway is quite open and flexible. The managers openly communicate with the employees for understanding their problems. In such situation, the relocated manager may fail in understanding the problems of the employees with his rigid and strict communication style, which he used to follow in UK branch of National Railway.
The relocated manager of National Railway can also face the issues of worker participation in Australia. According to Wright, Coff and Moliterno (2014), the managers of UK National Railway mostly follow autocratic managerial style for managing the employees. Moreover, they usually do not allow the employees in the decision making process. They do not usually consider the ideas of the employees in the progress of organization. On the other hand, Sikora and Ferris (2014) opined that the managers of Australian National Railway always allow the employees to participate in the organizational decision making process. Moreover, they highly value the ideas and inputs of the employees in organizational decision making process. Therefore, the employee participation level in Australia is quite more as compared to that of United Kingdom. However, the manager is not habituated with such kind of employee participation. Therefore, the relocated manager may face huge issue in engaging the employee in organizational decision making process and enhance the participation level of the employees.
The relocated manager of National Railway can face huge issues regarding the performance management of the employees in Australian branch. Performance management is the process of assessing the performance of the employees in systematic way. According to Kramar (2014), performances of the employees are measured against various job related factors as well as individual factors. However, in this case, the relocated manager of National Railway has very little idea about the Australian employees in terms of their individual factors. Therefore, the manager would face issues in relating the individual factors of the employees with their job related factors. On the other hand, Guerci et al. (2015) opined that managers need high level of emotional competence for understanding the actual performance level of the employees and provide appropriate training and development to the employees. However, the relocated manager coming from United Kingdom will have lack of emotional competence in Australian brand of National Railway. Therefore, the manager will fail to understand the internal motivation and strength for developing the skills and talent of the employees. In this way, the relocated manager will face issues in assessing the performance level and developing the skills level of the employees in Australia National Railway branch.
The relocated manager will face issues in motivating the employees of Australian National Branch. According to Kehoe and Wright (2013), employee motivation is highly dependent on the ability of the managers towards understanding the basic needs of the employees. However, the relocated manager of National Railway can fail to understand the internal perspectives of the employees in Australian branch towards their ultimate motivation. On the other hand, Karin Andreassi et al. (2014) opined that employees are not only motivated through monetary rewards, but also they need some non-monetary benefits. Employees from different cultural backgrounds have different types of motivational factors. Moreover, the employees in UK National Railway are usually motivated through monetary benefits than those of non-monetary benefits. However, the employees in Australian National Railway need both monetary as well as non-monetary benefits (sense of ownership, recognition, praise and others) for their ultimate motivation. In such situation, the relocated manager can face issues in providing accurate non-monetary benefits to Australian employees, which can limit the ultimate motivation of the employees.
Conclusion
While concluding the study, it can be said that the manager relocated from United Kingdom to Australian branch of National Railway will face huge issues in his working life in relation to employment relation and human resource management issue. The compensation and annual leave structure of United Kingdom is quite different from Australia. Therefore, the manager can face issue in terms of preparing compensation and annual leave policy for the Australian employees, which can ultimately impact the employment relation of the organization. On the other hand, the working life of the manager can also be affected by the issues in the disciplinary actions of Australian branch. Moreover, the manager is usually habituated with strict policies of disciplinary actions. However, Australia follows non-threatening and counseling process for disciplinary actions. Therefore, having being habituation with strict disciplinary action, the manager will face issues in properly handling the disciplinary actions of Australian branch. Apart from that, National Railway in United Kingdom does not much allow trade union towards handling employee conflicts. On the other hand, Australian branch provides enough freedom to the trade union for raise voice for employees’ concern and solving employee conflict. However, the relocated manger has less idea about the way of dealing with the trade union. Therefore, the manager will face huge issues in properly dealing with the trade union.
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