The paper "HRM at No Name Aircraft " is an outstanding example of a human resources case study. The success of any given organisation lies in its ability to link different areas of human resource management into its day-to-day business operations. Just like any other company, No Name Aircraft needs to understand that the success of its business activities greatly relies on how the management and the junior staff can fairly integrate their skills, knowledge and experiences into the production of quality products. As at now, the organisation is facing a myriad number of challenges that include; a failure to impact a distinct organisational culture; a lack of sustainable and reliable training and development initiative for its employees situated across the different areas of production; a failed initiative to ensure effective performance management that covers its overall activities across the different subsidiaries in China; Vietnam and Singapore; and poor diversity management structure that should focus on protecting existing and potential employees from possible exploitations.
The focus of this paper is on examining the challenges faced by No Name Aircraft in relation to such important HRM aspects as culture; diversity management; training and development; and international performance management and possible suggestions that can be put in place to ensure that No Name Aircraft is able to sustain qualitative productivity in the long run. 2.0 Diversity Management & Culture Organisational is critical HRM concept that has been defined in a great number of ways by different scholars and researchers.
The most stand-out definition of the term, however; attributes it to be a fundamental set of values; beliefs and people behavioural pattern that can be associated distinctively with particular organisations and can effectively be adapted for purpose of equalising the behaviours of existing employees.
According to Mosley (2007, p. 126-128), the concept can be effectively used to provide an efficient guideline that would ensure to predetermine the way staffing personnel can tackle possible challenges as they arise. This can be vehemently perceived by the ability of the concept to provide a reliable platform for which elements related to norms and values can be imposed on a different set of scenarios. Certainly, it portrays a prevailing set of values as well as formulate possible assumptions that would tend to explain on such a statement as’ this is how we conduct activities around here’ (Mosley, 2007).
Different research ideologies have been successful in linking the concept of organisational culture to overall economic performance. In fact, it has been safely ascertained that any given organisation that put much emphasis on a wider stakeholder’ s interest and especially in relation to their employees and management always result to be better performance as opposed to those entities that lack the aspect of culture in the policies.
Milne (2007,p. 29-33) notes that organisations that have taken a lead into formulating and sustaining a positive culture would certainly enjoy a significant level of benefits for its immediate operations and while at this, ensure to maintain a prolonged competitive edge over its immediate competitors. It thus goes without saying that organisations that are characterised by negative culture would definitely suffer from enjoying high-level of economic performance given that they are hindered from attaining properly set strategic and tactical goals. To effectively ensure that a company is always at par with its culture, then it is required that the dominant values and norms of its culture be well-integrated within its underlying vision and mission statement.
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