Essays on Multinational Companies and Global Human Resource Strategies Case Study

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The paper "Multinational Companies and Global Human Resource Strategies" is a wonderful example of a Management Case Study. The operation of human resource management across international boundaries as in the case of No Name Aircraft has often been a difficult task for many organizations. Brewster et al. , (2011) define International Human Resource Management as a branch of management that deals with the design and impacts of organizational human resources in various cultures or in various international market environments. There as some important International Human resource issues that need careful consideration for the success of any organization.

No Name Aircraft has its operations in Australia, Vietnam, China, and Singapore. The company builds and sells aircraft across 50 nations in the world thus its classification as a global organization. Most of the production processes of the Aircraft parts are in China and Vietnam with the design done in Singapore. The Assembly of the aircraft is done in Australia and Singapore. The main International Human Resource issues that the company is dealing with include organizational culture, diversity management, training and development, and International performance management (Sengupta & Bhattacharya 2007). International Human Resource Issues. Organizational Culture Organizational culture is different across the different nations in which No Name Aircraft operates.

The difference in culture has led to the communication breakdown between the different management teams. International relationship quality becomes an important issue when dealing with culture management since the people are the main components of organizational culture (Evans & Bjorkman, 2011). For most organizations, the recent emphasis on culture shows that culture is essential as a basis for performance and organizational values. At No Name, there has been a breakdown of communication and production of low-quality products due to the poor culture management associated with the organization.

There is no integration of teams in the assembly of the aircraft, which was once a priority at the company. I believe that since the production of parts, designing, and assembly of the aircraft are done in different parts of the world the culture of the organization is not the same in these countries and that is the major issue. There is no proper communication due to this diverse organizational culture especially between the headquarters and the other subsidiaries.

The organizational culture at the headquarters is different from the subsidiaries and without proper management of this culture as is the case for No Name there will be issues. Cultural difference, therefore, becomes the main social issue that affects international human resource management of international organizations (In Machado, 2015). Diversity Management Diversity management is another critical IHRM issue that affects No Name Aircraft. Global companies have to be diverse in the employment of employees since different employees' local employees are needed for different subsidiaries.

Management of diversity across the whole organization is a major issue since employees are of different age, race, gender, sexual orientation, religious beliefs, ethnicity, physical abilities, and many other demographic features (Festing, 2008). The policy for No Name is that all employees need to be respectful of these aspects which have not been the case. Because of failure to follow the policy, there has been intolerance issue regarding employees of different generations working together, therefore, straining the relationships between the younger and older generations. Many aspects including international competition, composition change concerning the labor force, increased knowledge on human resource management have affected human resource management of diversity.

Another issue that has been reported on the company includes the lack of recruitment of the disabled in China even those that have qualified skills and experience. The company also lacks clearly defined policies and regulations to aid the employees in having a better understanding of each other and thus enhance relationships and communication. Diversity management is an IHRM issue that No Name is clearly finding difficulty in dealing with.

References

Brewster, C., Sparrow, P., & Vernon, G. (2011). International human resource management. London: Chartered Institute of Personnel and Development.

Brown, H., Peccei, R., Sandberg, J., & Welchman R. (2008). Management training and development: In search of an integrated approach. Journal of General Management, 15(1): 69-82.

Cooke, W. N., (2012). Multinational companies and global human resource strategies. Westport, Conn: Quorum Books.

Dowling, P., Festing, M., & Engle, A. D. (2008). International human resource management: Managing people in a multinational context. South Melbourne, Vic: Thomson.

Evans, P., Pucik, V., & Bjorkman, I., (2011). The global challenge: International human resource management. New York: McGraw-Hill Irwin.

Festing, M., (2008). Current issues in international human resource management and strategy research. München [u.a.]: Hampp.

Gardiner, P., Leat, M., & Sadler-Smith, E. (2010). Learning in organizations: HR implications and considerations, Human Resource Development International, 4(3): 391-405.

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In Machado, C. (2015). International human resources management: Challenges and changes.

Kossek, E.E., Lobel, S.A., & Brown, A.J. (2007). Human Resource Strategies to Manage Workforce Diversity, Handbook of Workplace Diversity, 54–74.

Schuler, R.S., Dowling, P.J., & DeCieri, H. (2013). An Integrative Framework of Strategic International Human Resource Management, International Journal of Human Resource Management, 5 (3): 717–764.

Sengupta, N., & Bhattacharya, M. S., (2007). International human resource management. New Delhi: Excel Books.

Tung, R. (2013). Managing Cross-National and Intra-National Diversity, Human Resource Management, 32: 461–477.

Wang, G. G., & Wang, J. (2012). Toward a theory of human resource development learning participation. Human Resource Development Review, 3(4): 326-353.

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