Human Resource Management in a Global Economy - Case Study Example

University name International Human Resource Management – No Name Aircraft Student name Admission number Course code and name Supervisor Date of submission Introduction Present companies are continuously struggling to embrace the dynamic changes and renovation of key functional units so as to be on a competitive edge with others. In this technological era, the changes involve updating their operation systems while ensuring every effort is inclined towards information updates. For the reason that such dynamics in business setup challenges many firms as they work toward their goals such as increasing production, sound staffing and manage the operations. The behaviorist approach to performance management relies on the thought that a firm or potential employer can secure the right level of performance from workers based on an expression of desirable behaviors (Evans & Chun, 2014). In rapidly changing organizations, sustainable competitive advantage in the contemporary world is the competent management of the workforce. Human behavior impacts workplace diversity and determines production at different levels. It’s, therefore, important for managers at “No Name” Aircraft to understand ways in which diversity at workplace impact on employees’ morale and teamwork since they are operating in a diverse environment, that’s in China, Singapore and Vietnam. Staffing - Operations across different countries The staffing process for No Name Aircraft is an overwhelming given the fact that the company operates in three different countries with different set of systems. But when conducted in a better way, it is rewarding because of available manpower on job market. The company should position itself strategically in the job market especially when dealing with recruiting new staffs and training them, as it will help “No Name” Aircraft gets the right staff from the three countries its operating in (Armstrong et al. 2010). Human capital is believed to be a key resource and crucial to the success factor of the firm. The people within organization are the ones that assist in operation and ensuring duties assigned are executed to the latter hence leading to achievement of set goals. “No Name” Aircraft is increasingly competing with established aircrafts in the aviation industry in recruiting talented. Contemporary firms see the importance of having sound staffing mechanisms in place to motivate and retain talented employees. As such, employees of “No Name” Aircraft ought to be given direct clarification of expected behaviors at the start of their employment. Staffing involves a number of activities that are directed towards selecting and placing needed manpower in their respective positions so as to help the firm achieve a set of objectives. It can be argued that No Name Aircraft’s victory in respective markets will be credited to an effectively and well organized staffing process. To source for competent staffs, the company may publicize the notices on their website or on newspapers or magazines (Evans & Chun, 2014). The firm’s website should incorporate filters which set aside the preferred qualities, skills and experience, thus making it easy to recruit the right members for jobs to be filled. International performance management Management is becoming more interesting in present time because competition has gone much higher in labor market, as every firm seek to recruit best people and raise their stakes in production. Management of “No Name” Aircraft has to ensure that employees are treated better to feel motivated and undertake their duties effectively. Kramar et al (2014) emphasize that work distribution and pay go hand in hand, as employees accomplish a particular task will expect to be remunerated well so that to know that their effort is being appreciated. The better way for high performance at work is believed to be the steps for creative bargaining. However, the sporadic changes in the economy have shortchanged the job market thus impacting on the pleasant industrial relations available at present. Performance management tries to establish expected behaviors workers ought to demonstrate while at work. A number of aspects shows such behaviors and managers in respective sections need to evaluate level at which workers exhibit such behaviors. These behavioral approach techniques comprise of significant instances, such as behaviorally established ranking parameters, behavioral annotations parameters, and some firms have appraisal centers. Workers are expected to accomplish their tasks whereas the company on the other side through HR department manage and support them (Parry and Tyson, 2014). Present human resource systems at No Name Aircraft focuses on ways of fulfilling workers demands and support them. The support may be monetary or non monetary for example provision of necessary tools for work and offering bonus or gifts to outstanding performance leading to organizational success. In the real world, it’s believed that people will be given an equal employment opportunity at job market (Perry, 2014). Issues to do with diversity vary and could not be limited to gender, educational background, status or religion. However, biasness at job set up remains a big challenge in harnessing good working relations in firms. Managers in contemporary world should recruit competent employees from diverse background who have good experience on positions expected to fill. Moreover managers at No Name Aircraft are expected to train recruited employees further on job related responsibilities to enhance efficiency and effectiveness (Casad & Merritt, 2014). The changes in organizational culture for most organizations have resulted into decent work ethics that have been enshrined in organization’s code of conduct blueprint. Better working conditions, relations in work groups, issues to do with remuneration and supervisory contributes to satisfaction for most employees and this could make them avoid issues to do with biases. This will help in creating better working conditions and improve performance of every employee and general performance of the entire organization, thus meeting set goals. The working environment of No Name Aircraft is crucial to employees’ success in executing their duties. Friendly surrounding will inspire to work more effectively and accomplish their tasks on time which in long run leads to success of the firm. The environment sometimes determines the choice of strategies to be utilized by executive to make sure the business is operated in expected manner and all activities are geared toward present and future goals are met (Torrington, 2013). It high time managers at No Name Aircraft understand that aspects of profit making, achievement along with continued growth are simply achieved through a business strategy which is well formulated and implemented rightly. The managers need also to assess other forces like operations in the market, competition, and the likely changes and then strategically plan on how to counter any challenge in future. Focusing on sustainable growth as well as development will be important to No Name Aircraft as it boost production and profitability in long run. Organization that tends to assume diversity amongst its employees and customers in most cases is left behind on issues of solving work groups relations. Casad and Merritt (2014) assert that it imperative to explore the importance of diversity on things like prejudice and stereotypes then focus on the increasing recognition within the organization. Issues of stereotypes have also been detrimental to better working conditions for employees. Whenever one feels he or she is discriminated on basis of social groupings, his or her effectiveness at work diminishes over time. This is the reason behind organizational culture, where workers are supposed to adhere to set norms and whose violations call for punishment (Casad & Merritt, 2014). Similarly, some firms have gone a north higher to introduce code of conduct which is observed by employees while at work environment. For example, dress code which creates uniformity for workers and limits any instances of stereotypes and prejudices that could have arose from a sense of social belonging, where some employees could come to work dressed classy compared to others. Armstrong et al (2010) asserts that this could affect the morale of some with a particular sense of belonging while at work. Training and Development In the early years, industrial relations which encompassed employees and employer were related to working conditions and rewards. Presently, employee’s loyalty is founded on how treasured a company values its employees and goes an extra miles in ensuring they are well trained on how to execute their duties (Torrington, 2013). No Name Aircraft should also be made aware that modern employees tend to plan ahead on issues to do with their career development, hence need to nurture them through training. Failure to do so makes them feel neglected and a company may lose talented employees to competition. For better employee retention strategies, companies should ensure that all compensation plans are benchmarked with competitors’ scheme. Training and development is vital to successful operations in the organization. The HR administrator may assist in promoting ethical culture, which ensures fairness at work where also employees undertake their duties through laid down regulations Training and nurturing manpower development is one of the main areas of human resource responsibility which entails the safeguarding workers interests and provisions of better working environment can go extra miles of sharpening their skills (Evans & Chun, 2014). Conclusion The behavioral approach to performance management in companies is crucial in present-day production. It determines the choice of strategies to be used by managers in ensuring the firm attains the present and future goals. Business managers tend to be acquainted with concerns of production and profitability, success and sustained growth as only key issues to performance management, forgetting how behavioral approach can be attained via a business strategy that is well designed and articulated (Torrington, 2013). The key functions and practices associated with contemporary people management, HRM, and industrial relationships need to be clearly understood if No Name Aircraft is strategically planning itself to enter new markets or broaden its market share. The coming years are likely to bring about many changes on how performance management strategies are identified, developed, implemented and managed in the organization. Present challenges have arisen as to how firms in contemporary world are going to operate their businesses away from industrial roots to information and technology based driven economy. It is good for a firm to consider issues to do with organizational culture which is a basis of firm’s surroundings. It determines the way employees will interact with each other in attaining set goals. Organizational culture could make possible for employees to free and get rid of issues of biases which could deter sound working relations especially when employees comes from different cultural backgrounds they will not be discriminated. Recommendations In modern world where information is shared, it’s easy to learn from others rather than reinventing your own ways on organizational goals on diversity. But implementing right channels of communications within teams and work groups will be of benefit in addressing employee background, the varying biases and cultures. All workers and managerial behaviors need to be strategically addressed. This will help in ensuring that there is a smooth operation of the firm’s activities and also victory in securing competent workforce which assist in enhancing efficiency in production of services. It should also be considered that sometimes employees will sometimes acknowledge rewards and caution should be taken when offering lest the company forgets significance of rewards. It may seem obvious to some rather than being an appreciation of work well done. The workers are allowed to discuss a wide scope of issues such as work-life balance, chances for learning and developing, and service to the firm. Managers need to know that more work can be accomplished especially when proper support is availed to workers. This could be through trainings and career development that could be fully supported by the employer to help furnish skills of employees. The company should also be flexible and create flexible routine for workers, for example, some may prefer working at night whereas some will prefer during the day. While planning on duty roasters, consultation should be made with respective staffs, as this make them feel appreciated when they are consulted on something that affect them. It’s more important to focus on how to explore on new mechanisms, for example rather than concentrating on conventional recruitment channels, organization could overlook potential employees with great talent (Casad & Merritt, 2014). To solve out on this, organization may develop an apprenticeship structure to tap into new school leavers. This has opened eyes of many employers who now believe that top talent does not necessarily come from leading universities. References Armstrong, C., Flood, P. C., Guthrie, J. P., Liu, W., MacCurtain, S., & Mkamwa, T. (2010). The impact of diversity and equality management on firm performance: Beyond high performance work systems. Human Resource Management, 49(6), 977-998. Casad, B. J., & Merritt, S. M. (2014). The Importance of stereotype threat mechanisms in workplace outcomes. Industrial & Organizational Psychology, 7(3), 413-419. Cardy, R.L. and Leonard, B. (2011) Performance Management: Concepts, Skills, and Exercises. New York: M.E. Sharpe.  Evans, A., & Chun, E. B. (2014). Coping with behavioral and organizational barriers to diversity in the workplace. CUPA-HR Journal, 58(1), 3. Kramar, R, Bartram, T & De Cieri, H. (2014), Human resource management in Australia strategy, people, performance, 5th edn, McGraw-Hill, Sydney. Perry, F. (2014). Reducing racial prejudice through workplace democracy. Journal of Social Philosophy, 45(2), 203-227. Parry, E. & Tyson, S. (2014). Managing People in a Contemporary Context. London: Routledge. Thompson, N. (2013), People management, Palgrave: Basingstoke Torrington, D. (2013). Managing to manage: the essential guide to people management, London: Kogan Page Read More