The paper "Organisational Innovativeness and Knowledge Sharing" Is a wonderful example of a Management Case Study. The purpose of this research work is to examine the issues relating to human resources management with a special focus on the case study of Flextronics. The scope of this essay is to evaluate the effects of human resource management on the growth of the organization. The limitation of this study is that it pertains to a particular organization, namely Flextronics that deals with electronic manufacturing services. It cannot be generalized to other sectors, such as the service sector. The Flextronics Central and Eastern European (CEE) operations in early 2000 had been headquartered in Vienna.
These had chiefly covered Austria and Hungary. The sites in Austria had efficient work routines and an experienced workforce. On the other hand, the Hungarian plants had several issues, including high employee turnover, inexperienced personnel, and inability to adapt production capacity to consumer demand. In order to address this problem, a Flextronics Academy had been established in the CEE region. As such, Flextronics has to focus on several cultural and institutional features. Diversity Management Human resource management provides an explicit approach to employment management.
As such, it endeavors to acquire a competitive advantage via the strategic deployment of a workforce that is competent and committed, by employing a wide range of cultural, personnel, and structural procedures. The necessity to include context-specific insight in a globalized and multi-cultural world justified the relevance of cross-cultural management theory. Explaining the capability for action through an approach that is value based and rational is of greater significance, intellectually more stimulating, and has better prospects of promoting the subject area, instead of engaging in a mere comparison of cultures or nations along reductionist lines or attempting to arrive at predictions on this basis.
It had been suggested that implicit responses could be captured, due to the fact that a major proportion of culture was non-conscious and implicit. This buttresses the necessity to formulate new methods to supplant projective techniques that are unreliable, as well as to create new paradigms that can address intuitive, implicit, and context-specific action. The competitive compulsions of globalization have compelled many MNCs to outsource several of their activities, such as innovation functions and manufacturing, to external suppliers.
Many economic activities transpire via alliances and outsourcing, and this has made the management of inter-organizational association critically important. Several research studies in strategic HRM have shown that HRM practices affect employees jointly and not in isolation. In addition, it has been contended that HRM practices in a firm influence its performance, in a manner that is directly proportional to the fit among these practices. There has been significant research upon the correlation between productivity, turnover, and financial performance and other organizational outcomes, and internally aligned HRM practices. Nevertheless, organizations constitute socially created phenomena that possess agency and significant power.
They are akin to the majority of institutions, to the extent that they emerge from contestation and are fundamentally political in nature. In addition, linkages facilitate the alignment of HRM to business strategy. Moreover, the fit is described with regard to the degree of consistency between the requirements, demands, objectives, and structure of a component, with those of another component. Several types of fit have been defined, including horizontal, temporal, and vertical.
These are crucial and the robustness of these links determines the effectiveness of HRM strategy. These are crucial and the robustness of these links determines the effectiveness of HRM strategy. Vertical fit entails the alignment of business strategy and HRM practices, various phases of the product life cycle of an organization, and employee behavior. On the other hand, horizontal fit relates to the congruence among different HRM practices and other functional areas. Finally, temporal linkages acknowledge the necessity for short-term strategies and performance necessary for addressing the emergent strategic issues.
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