The Operations Of Human Resource Management Business Essay Example

of global human resource management, a crucial factor in attaining international business success. International human resource management (IHRM) plays a pivotal role in the increasing importance of globalization for global companies.

IHRM, or International Human Resource Management, is a subfield of HRM that specifically deals with the management of employees in transnational corporations. However, over time, IHRM has broadened its scope to encompass all aspects of HRM within large international companies. This includes activities such as international recruitment and selection, devising strategies for compensating employees on a global scale, implementing initiatives for training and development, as well as establishing systems for managing performance. Additionally, there is a correlation between IHRM and the various management structures prevalent in transnational firms. These diverse structures have an impact on the culture, laws, and overall business environment of the host country.

Another aspect consists of concern and actions related to internal matters. This includes the international labor administration and global unity. The main purpose of Global HRM is to promote the external development of global administration. It involves the integration of external functions such as international human resource management and cross-functional activities like global marketing ( hypertext transfer protocol: //www.slideshare.net/xetianale/strategic-global-human-resource-management,2009 ). The globalization of business increases the need for comprehending how multinational enterprises operate effectively. Understanding IHRM also entails addressing cross-cultural issues. HRM is applicable to a single country.

IHRM specializes in managing employees from various countries and different social classes. Its research focuses on coordinating international management and
administrative practices. Globalization of HRM is crucial for aligning HRM policies and practices with an organization's strategy within a specific country. International HRM goes beyond practices; it encompasses understanding different cultural aspects and national

cultures (page 130). HRM and personal management are accountable for overseeing individuals. Personal functions offer guidance and assistance to managers in fulfilling their responsibilities.

The concept of personal direction involves treating individuals with respect and meeting their individual needs to achieve a high level of satisfaction. In the field of International Human Resource Management (IHRM), personal management carries out this same function on a global scale, prioritizing the cultural and ethical requirements of employees. Both personal management and HRM share the responsibility of identifying and nurturing individuals who are suited for specific roles, while also utilizing similar management strategies like employee training, development, and rewards.

According to Torrington (page 130), there are seven traits that define international personal direction: cosmopolite, civilization, compensation, communicating, competency, consultancy, and coordination. Personal values play a crucial role in linking individual behavior to group values. They also contribute significantly to fostering excellence within the group. When individuals share common values, collaboration becomes seamless. Thus, it is essential for every member to align their personal values with those of the group. Even if individuals hold different values, they can still integrate their own into the working group.

Group work has always been more productive than individual work because of the direction of forces. Work groups have been around since the Stone Age and have frequently resulted in discoveries and innovations. Group work is often regarded as a successful method for dividing tasks and increasing productivity. Moreover, it allows for the utilization of diverse skills, knowledge, and experiences.

The ability to work in group-based environments is often considered a valuable skill that needs to be learned in organizations, schools, and colleges (infed.org, 2010). Group work is

highly effective and cost-effective compared to individual work according to successful management.

World Business Culture and Ethics

In the British business industry, there is a preference for generalization over specialization. British people tend to express negative opinions diplomatically using coded language and phrasing to convey unpleasant information in a more acceptable and positive manner.

Therefore, "I disagree" transforms into "I think you have made several first-class points there, but have you ever considered...". Humour serves as a tension release mechanism in the UK, aiding in maintaining composure and reservation in various situations. Humour is an essential tool in all contexts and at all levels (http://www.worldbusinessculture.com/British-Business-Communication-Style.html). British individuals employ diverse communication styles.

The British business world has approximately equal representation of men and women in the workforce, with women making up around half (source: http://www.worldbusinessculture.com/Women-in-Business-in-Britain.html). Compared to other European countries, Britain has a higher percentage of women occupying managerial positions and holding high-ranking roles within businesses. In terms of dress code, traditional attire for British business consists of dark grey or dark blue suits combined with white, blue, or pink shirts (source: http://www.worldbusinessculture.com/British-Business-Dress-Style.html).

According to worldbusinessculture.com, British directors aim to create a friendly relationship with their staff, as collaboration is highly valued in British culture. They view business lunches as an opportunity for meetings and find it common to discuss work matters while dining. Conversely, the United States approaches business scientifically, thoroughly analyzing and studying all aspects of commercial life. In fact, the United States leads in providing resources for business research compared to any other country.

The United provinces have adopted the new direction theory, which focuses on a scientific approach for finding improved and more effective techniques. Consequently,

their business environment has undergone a significant change. The article "American Business Style" (http://www.worldbusinessculture.com/American-Business-Style.html) describes American management style as individualistic, providing managers with the independence to make their own decisions. Unlike cultures that prioritize compromise, American managers often overlook the viewpoints of their subordinates.

This leads to defeat. http://www.worldbusinessculture.com/American-Management-Style.html. In " In concern communicating Americans are seen by some civilizations as aggressive and even rude. Women play an of import function in American concern. Most of the executives in America are adult females http://www.worldbusinessculture.com/Women-in-Business-in-The-USA.html.

This results in failure. The link for more information on American Management Style can be found at http://www.worldbusinessculture.com/American-Management-Style.html. Regarding business communication, Americans may be perceived as aggressive and impolite by certain cultures. To learn about the important role women play in American business, visit http://www.worldbusinessculture.com/Women-in-Business-in-The-USA.html.

According to worldbusinessculture.com, in America, the dress code can vary from formal wear like a dark business suit and shirt to more casual clothing such as T-shirts and shorts. Americans also highly value direct communication, brevity, and time efficiency. They are open to change, embrace innovative ideas and approaches, and often work long hours.

According to worldbusinessculture.com, in the USA, it is customary to invite someone for breakfast or dinner during a business meeting. Breakfast usually occurs between 6:00am and 7:00am, while dinner is typically scheduled between 5:30pm and 6:00pm, as mentioned in Meals and Entertaining in The USA.

India offers a promising opportunity for companies seeking international expansion (source). The hierarchical nature of Indian society is reflected in the organizational structures, which in turn influence management style. Managers take on supervisory roles while supervisors also assume managerial responsibilities. It is customary

for instructions from superiors to be diligently followed (source).

According to a source, Indian business communication primarily uses English as the language of choice. Indians are known for their good manners and civilized behavior. However, compared to other countries, women have limited involvement in the Indian business sector. India places high value on interpersonal relationships. Each country has its own management styles, dress codes, and languages used in business. Culture and ethics play significant roles in the business world. For instance, while lunchtime meetings are traditional in the UK, Americans typically prefer breakfast or dinner meetings.

Indian people adhere to traditional customs during business meetings because of their deep cultural values. Dress codes may vary among different states in India. In contrast, the UK and USA have a higher proportion of women employed in the business sector compared to India. Additionally, Africans have adopted distinctive approaches to business management styles.

In the past, traditional South African companies were mainly controlled by a limited number of senior directors who had the power to make significant decisions. Nevertheless, there has been a recent shift towards including middle management in the decision-making process. This change has become possible with the hiring of additional black professionals into these companies, who have advanced in their careers through affirmative action programs that aim to support black talent within the South African industry. The objective of this approach is to create a management team that better reflects the diversity of the population.

South Africa embodies a diverse range of emotions and experiences. The country is home to various civilizations, each with its own cultural tensions within black and white communities. Humor serves as an

important mechanism for releasing tension within society. Women have limited involvement in the business world of South Africa (source: worldbusinessculture.com). Human resources (HR) professionals must be knowledgeable about cross-cultural dynamics and business ethics in both domestic and global HR management. Culture permeates every aspect of individual lives, communities, families, organizations, and the nation itself, providing a sense of identity and belonging. Culture manifests itself in language, communication styles, history, symbolism, way of life, and religion (source: findarticles.com, 2010).

Peoples represent their civilizations in both domestic and planetary administration. Human resource management brings together individuals from diverse cultural backgrounds. HRM emphasizes the awareness of cultural differences in both domestic and planetary administration, recognizing the necessity of cross-cultural understanding in the business environment. Cross-cultural elements in HRM meet the needs of the organization. As business globalizes, cross-cultural organizational behavior aids in comprehending multicultural domestic and international workplaces. HRM is situated at the intersection of various cultures, including developing nations' cultures. Developing competence in cross-cultural understanding requires time, education, sensitivity, and experience.

The concept of civilization is significant at national, international, and organizational levels. In human resource literature, there is a focus on the role of corporate culture in achieving high performance levels. Individuals who work in a culture of commitment are willing to work for extended periods. [source: hrmguide.co.uk.] The culture, leadership, and communication within an organization are crucial for establishing an ethical workplace.

Business ethics encompasses organizational values, risk management, and group behavior within the organization (http://www.shrm.org/Research/Articles/Documents/09-0711_RQ_4_2009_FINAL.pdf). Cultural differences play a role in influencing business ethics. Various countries have cultural variations in terms of business ethics and communication styles. For example, leftist societies employ different

methods to address interpersonal and ethical issues. The attitudes and behavior of employees are influenced by organizational culture and ethical leadership.

Ethical civilization is developed through rewards. Organizational civilization includes the perspectives of employees, individuals, and management. HR is responsible for ethics in terms of programs, communication, and discipline within an organization. Reward Management is the implementation and formulation of strategies and policies that aim to fairly, equitably, and consistently reward people according to their value within the organization. It deals with the design, implementation, and maintenance of reward processes and practices that are aimed at improving individual, team, and organizational performance. (Reward Management: A Handbook of Remuneration Strategy and Practice By Michael Armstrong, Helen Murlis, 5th edition, P: 3).

Reward direction involves determining how individuals should be valued for their actions and accomplishments. It is essential to integrate wage schemes with HRM schemes, as reward direction is an integral part of managing people (Reward Management (A Handbook of Remuneration Strategy and Practice By Michael Armstrong, Helen Murlis, 5th addition, P: 4). The choice of a wages system is influenced by an organization's culture, and vice versa. People's attitudes and behaviors towards pay and satisfaction also impact the wages system. Cultural differences have a significant effect on wages systems, so understanding these differences is crucial for success in the global market (Reward direction: a critical text By Geoff White, Jan Druker, addition 2 page 196). The efficiency of a wages system is influenced by national culture. The role of values, attitudes, and actual behavior is reflected in specific wage schemes affecting employee behavior.

Reward direction in the United States is guided by the equity rule, where rewards are

allocated based on contribution, equality, or need. This distribution is influenced by three factors: individual preferences for specific distributions, situational demands, and cultural influences in individualistic societies. According to Tornblom, Jonssons, and Foa's comparison of reward management in the United States and Sweden, the Swedish value system places a higher emphasis on equality compared to the American system.

The Swedish system places a strong emphasis on teamwork rather than individual achievement, aligning with their cultural values of equality. In contrast, the American system grapples with a conflict between the values of personal freedom and collective integration. Murphy-Berman et al. (1985) examined the three allocation regulations in the United States and India, considering positive and negative outcomes such as wage bonuses and cuts. The results revealed that Indians prioritize the principles of need equality and equity across situations, while Americans prefer allocation based on demand due to their high level of personal independence.

Indians are generally less deserving of recognition due to their position in society being determined more by factors other than their accomplishments (p116). Employee relations, also known as human relation processes, involve the methods employed by employees to interact with their colleagues within an organization (page, 753).

The main benefits of human relations in the workplace include creating a cooperative atmosphere. Human relations help establish trust among employees, allowing for open communication and a friendlier environment. The goal of employee relations is to promote a positive and productive setting (page 754). Employee relations strategies outline how objectives will be accomplished and define how to manage the relationship between the organization and its employees (page 758).

The policies regarding employee relations are subject to change based on the

circumstances of the company, its practices, management values, and styles. These policies will be modified as new situations arise, such as competitive pressure, new management, acquisitions, and varying perspectives among employees regarding the importance of labor unions (page 757). Therefore, the quality of an employee relationship environment can be determined by factors such as trust between management and employees, and whether management treats employees fairly or not (page 758). Creating fair employee relationship policies and procedures can help improve the overall climate (page 76). Personal values encompass the qualities that make us human, including honesty, friendship, loyalty, contribution and kindness. Personal values play a crucial role in all relationships, whether within or outside the workplace.

Personal values lead to good communication and provide a more flexible environment for work groups. (http://www.summittraining.co.uk/news-detail.asp?fldNewsArticles_ID=126)

HRM in both Western and non-Western states

The globalization of business leads to the adoption of Western HRM practices in developing countries. The United States, Italy, France, the UK, and Germany are the largest economic powers in the Western world. The United States is the birthplace of modern management, especially HRM. The current practice of personnel management often lacks integration into strategic management in European countries and Japan. The major difference between HRM in the United States and in Western Europe is the extent to which it is influenced by cultural differences.

In Western Europe, companies have a smaller selection when it comes to personal management compared to the United States. Additionally, there is a significant difference between the United States and Western Europe regarding the influence of trade unions and shop stewards on a company's HRM. Another factor to consider is the historical development of HRM in

Western Europe, where issues related to workforce management were traditionally handled by management in both France and Germany. The Asian sample includes Japan, China, and India, and their approaches to HRM differ greatly. In particular, Japan faces challenges in managing its human resources.

When it comes to HRM, Japan has more similarities with Western industrialized countries than with China. However, HRM is becoming a crucial aspect of China's ongoing economic and management restructuring.