The Relative Importance of Factors Perceived to Contribute to Success - Case Study Example

Running head: HRM CASE STUDY HRM Case Study [Writer’s name] [Institution’s name] HRM Case Study Introduction In international originations managers need to be trained before they can handle the international market and employees. This paper is based on a case study which consists of the same scenario. The Case Your company Ribble Associates based in the North West of England is seeking to expand its business into a number of countries in the European Union. Among its portfolio of services, Ribble Associates produces high quality specialised workwear for such areas as the fire service and the hotel industry. The company has recently acquired the French firm, Nettoyage, based in Paris, and wishes to send three of its UK managers to Paris to work with French colleagues in expanding the business there. The three managers will be expected to work in France for around three years. You have been asked to produce a report for the senior management team of Ribble Associates outlining what actions need to be taken to prepare the three UK managers to work in Paris. The three managers will begin their international assignments in six months’ time. The senior management team has asked you to produce a report dealing with the following human resource management issues: Management development – how can the company develop the international management skills of these three international assignees? Career planning – what can the company do to ensure that it can retain these managers within the organization on return to the UK in three years’ time? Expatriate failure – what can the company do if any of the managers fail to meet the business targets given to them? The senior management team has emphasised to you that it wants a report that will not only assist the three new managers in their forthcoming assignments, but also help the company to evaluate management development, career planning and expatriate failure for future business expansion in France. Analysis of the case In order to recommend the company how to retain the managers Bill ,Joyce and Alan by using strategies to implement for management development , Career planning and Expatriate failure the following suggestions are provided. Career planning The company may use Performance and talent management systems may be used for managers so that they may take ample job in the organization. This may help in retaining the managers as they will feel that the performance management will help in developing their career. This is due to the fact that managers may feel that they can gain advantage of opportunities for acknowledgment as well as get employee rewards. The company may also plan, promote, and encourage employees’ hard work for growth and development (Budhwar, 2004). The company can control the managers’ workflow and official tasks, by giving them responsibilities which compliment their skills and capabilities, or that might extend their development by means of attaining new skills. The Human Resources may be able to play an essential role in planning work that is motivating and rewarding as well as, along with company administration in supervising managers on accepting the tasks, providing a balanced work/life and engaging. Evidently, in both meaning and composition, a difference tends to lye between performance excellence and employee career development. A company might have strong performance excellence, however it may have (Harter etal 2002). . Preferably, an organization should be strong in both their high level of career development may stem from having trustworthy leaders and managers, they motivate their self-confidence regarding their development and growth, companies who knows exactly the quality of work of their managers and take care of them courteously, opportunities for growth and development, and provide tasks according to the employees abilities and interests. Strong career development may be encouraged by the company via remained focused on the leadership practices regarding customer point of reference, giving importation to quality , employee training and taking part in the decision making process (Larsen & Mayrhofer 2006). When the before mentioned leadership practices exist and are constantly implemented, both employee engagement and organizational performance improves. Management The company must realize that the managers must also go though a resistance to change which should be avoided , nevertheless, according to the above given case , one could advice the company to pay special attention to particular conditions. In order, to reduce resistance due to deep-rooted values, managers must pay attention to their organizational culture and make sure if it is compatible with change objectives. They should also try to find out to make the culture compatible before they start implementing the change process. The above mentioned cultural consideration may improve and strengthen the company and management relationships and help the organization to move in the right direction towards change. Another important notion for managing change and reducing resistance is training. Training may help in resolving the surpass communication difficulties , this in turn will help reduce resistance which has taken place due to communication barriers, it may also play a vital role in reducing the gap among current condition and the ability needed effectively manage the change process. The way in which changes may be managed the may be Kotter & Schlesinger (1979) outlined as there strategies to manage conflict regarding change. These were; - Education and Communication; - Participation and Involvement; - Facilitation and Support; - Negotiation and Agreement; - Manipulation and Co-optation; and - Explicit and Implicit coercion The company’s focus should be towards the positive approaches education, communication, participation, involvement, facilitation and support over the more direct and negative aspect. The company should use education and communication as a way to ensure there was not a lack of information concerning the changes that were being made. The use of seminars to explain the new operations and practices to the HR staff can help managers express to the employee the logic and reasoning behind the changes thus reducing the conflict. Making clear exactly what was happening and changing ensures that unfounded rumours are not spread the increases the level of resistance. Addressing the way in which people were educated in the changes is one aspect highlighted by the emergent school of though into change management. Pettigrew etal (1990) of the learning aspect of the emergent school highlighted how an increased willingness to change can be bought about by educating the employees of the situation and bringing the crises to the employees, they realize there is no other option. Using the seminars to educate of the managers regarding the condition , meant that the managers may became more committed to the changes as they knew the risk to them of not supporting the changes and thus causing conflict. Clarke (1994) also suggested that using education like seminars to express the benefits towards the employees in terms self development encourage commitment as well as a sense of shared ownership. If an organization which is undergoing change wants to succeed in managing the resistance of the employees and reduce the conflict they must ensure that they developed upon this sense of ownership and made the employees proud to work for them. Martin and Nicholls (1987) three pillar model of committed shows how ensuring a sense of belonging through the seminars and bringing a sense of excitement of the job through the dinners and reward schemes introduced. Went a long way to ensuring commitment. The introduction of two-way communication session as well as the 'Talk-About' programs between management and employees where employees can inform management of potential problem and suggest solution, has also helped continue in developing the sense of ownership idea amongst the employees Lucas etal (1996) o highlighted that in order to generate a change culture; those employees involved in the changes should be able to aid in the diagnosis and development of solutions. This opportunity for participation (2-Way conversation/talk-about programs) was another aspect of Kotter & Schelsinger's (1979) model. They argue that involving them in this way will ensure they are more likely to 'buy-into' the changes and this reduces the conflict. This shift in management thinking to start considering the employees opinions is supported by the emergent school and helps lead onto its effect on commitment and conflict. Shifting the manager's so that they became facilitators (another aspect from the Kotter & Schelinder (1979) model) and aware of there change conscious workers as well as committing to long term staff so that the managers may gain the support, and may help to increase the effectiveness of any further changes. The general understanding to address the culture of an organisation when implementing positive change is highlighted by both the emergent school and the OD school. According to Scullion and Linehan (2005), that in order for change to be successful, the change needs to be attached to the organizations culture so that resistance associated with the change can be reduced. The facts from the outcome of the culture shift/organisational commitment show that there has been success whichever model you hold it against. Resistance can only be reduced through sense of ownership, commitment and communication. A successful change process is one which not only successfully implements the change by hook crook but one that implements a change while handling all issue of it’s employees as well. Many organizations have seen success in tackling the resistance issues that arise in their organization they have implemented so far, but they cannot rest because at times there are many problems regarding the financial situation to address during the change process. If the resistance issues are not managed properly it may also effect the of competition and their position in the market Failure to continue commitment in investing in the employees as well as supporting the changes may take them back to square one as resistance will arise in the organization and this may lead to strikes and unhappy workers. Organizations undergoing change processes have to hold presentation, dinner and award ceremonies to try and encourage employees to further adapt a to the 'identification' level of commitment, where the employee are proud to be associated to the firm this ensures management of resistance The success of such dinners and ceremonies indicate that the employees are showing more of willingness to be associated with the firm. These aspects of the change management in an also shows there awareness to employee needs on a higher level. The most important and complex organizational behavior problems such as employee related communication. Incentive along with talent management and assimilation of the new culture are vital from the management point of view. These cultural matters may have an adverse effect on employee satisfaction; however no attention is paid to them (Harzing & Pinnington 2001). According to Arkin (2003) if proper management is not carried at such a crucial time then employee’s performance will be negatively effected, which in turn will result in a failed merger. The success of the entire merger relies on the efficient strategic analysis along with effectual management both cultural as well as organizational issues. The process of selecting the final management team focuses on assessing each senior manager's strengths and weaknesses. There are bound to be fears and conflicts throughout this volatile period. Ultimately, what will be remembered long afterward are the tone and the manner of the managers, in which such conflicts were resolved and solutions offered. The managers who do not have a good communication strategy usually do not know what is worrying the employees, thus they even a fail to provide assurance to employees regarding the new management. At times managers may even make the mistake of carting like they are the best, and that no other manager can care for them like he does (Stata1989) The departmental manager is responsible for managing department’s performance measures and is also responsible for successfully handling the human related situations which occur in a corporate merger. Some human elements in a condition like this have to be impartially studied by the departmental manager. Only managers which carryout an analysis of the same situations which took place in other companies, and ask questions to explore the issue can make the merger successful. Expatriate failure The company must follow the following recommendations regarding expatriate failure in order to retain the, managers. They must realize the fact that It is a known fact that recognized Human Resource Management problems are extremely complicated in the international environment, it may also be noted to propose that the management of international human resources is continuously being recognized as the most essential factor of success or failure in a international environment (Tung 1984, Dowling 1999, Hiltrop 1999). In order for them to be successful they must realize the benefits of good communication. They must be made aware of the fact that for well-known and reputable organizations in international environments, failure to be proficient enough to communicate and manage their tasks and performance in international environment has the prospective to push them into a crisis. It may also be pinpointed to the managers that the problems faced by these organizations consist of failed assignments because of premature return of expatriates along with the failure of their returned expatriates because of poor repatriation. These issues because poor expatriate management, may, as a result, have an effect on the organization’s performance and ability in the international environment. Therefore, it is recommended for all three mangers to avoid a major issues regarding expatriate management. For this they must follow a threefold. The firstly they must be capable enough to plan successfully for the selection of expatriates for international project. Secondly they must know how the return of expatriates is to be managed as well as the consequent project or task for returned expatriate when they return , this has to be is a priority for managerial attention. Basically, the main crisis management roles of these international mangers should be of record custodian, crisis management, communicator, and playing an important role in designing the emergency plan (Williamson 1991). This versatile role recommended of the mangers in the case includes offering professional counseling to assist employees and their families to handle the psychological problems related with a captive or an emigration situation, to give attention to on the welfare of their employees, nevertheless they also should be able to handle compensation and benefits problems, reassignment problems, official issues, health, safety, and security issues. International crises may be experienced by the mangers which consist of early return of their expatriates because of failed projects and bad retention of those who come back because of unsuccessful repatriation. Studies have been conducted which evaluated the causes of failure in international projects and have introduced managerial practices which may assist the managers to select, provide growth, as well as retain skilled expatriates (Arthur & Bennett 1995) . As a result, the manager may have to work hard to improve their ability in managing human resources internationally. Vital characteristics of this plan consist of (1) the environment and extent of the planning for the recruitment and training of expatriates for international projects, (2) the return of expatriate, as well as (3) the successive allocated job for these repatriates when they return (Punnett & Ricks 1997, Anderson 2001, Lazarova 2001) After an employee has been chosen, pre-departure training must be the next important step for the managers in trying to make sure the expatriate’s success and achievement overseas. They must also provide Career counseling for the spouse, as it is important necessary due to the dual career dilemma, particularly with the raise of women in the staff. After highlighting the issues of re-entry, expatriates as well as their families require assistance to readjust again in the home country. The two extremely essential problems which the managers will handle are (1) career planning and (2) ‘Reverse culture shock’ (Hammer, Hart & Rogan 1998). To help the expatriate along with family to readjust routine in general and to assist resist reverse culture shock, the managers may have to provide re-entry training for example counseling workshops and career development consultations. The managers must keep in mind that the training is explained as the practice of changing employee behaviour and approach to increase the possibility of goal ability (Hodgetts 1993). The mangers must also note that, the prerequisite of a more inclusive culture training will enhance the social support that the expatriate and family requirement. This serious training can give the support and motivation to provide the social network and activities which may help the new stressors more manageable. It may also be noted expatriate, training can decrease a lot of the doubts related with the new role. The mangers should keep in mind that repatriation programs that are expected to rely on facts obtained from the responsiveness stage of an organizational predicament, include activities that offer a similar position or a promotion of position in job which the employee has prior to repatriation and support for the employee and family in re adjusting to their home culture, such programs must be considered important by the managers in representing aid to the returnees (Peltonen 1998). The managers should note that these repatriation strategies are expected to develop repatriation success rates via underlining the dedication of the organization to its expatriate employees as well as might support expatriates to sense that their welfare was the main concern, resulting in improved expatriate dedication to the home organization . It also helps in retention of employees (Black 1992). Conclusion The above provided case study gives a clear understanding of how the company should retain their managers. If the company follows the recommendations give in the report then it may be successful in retaining it’s to managers i.e. Joyce, Alan and Brain This case study may be useful in implementation strategies for other organizations which are facing similar issue sin retaining their managers regarding international posting . . Reference Anderson, B. (2001). Expatriate management: An Australian tri-sector comparative study. Thunderbird International Business Review, 43(1), 33-51. 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