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Human Resource Management Research

Human Resource Management Research.

1.1 Human Resource Management

The most significant part of any production matrix is the human resource unit. Human resource management has been associated with so many definitions, according to different scholars and various schools of thoughts. According to Byers and Rue (2000), human resource management is a unit of management that is formulated to coordinate all employees and provide for them. Cole (2002) defines human resource management as a unit of management that is fretful with employees and their relationships in the organization, and it aims to achieve justice, fairness, and efficiency.

1.2 Human Resource Management Functions

 Programs of human resource departments in different organization vary because institutions are unique, and their activities also vary. Responsibilities of individuals in an organization increase depending on the size of the company. The human resource department is involved in staffing and selection, analysis of jobs, appraisal Development and training, worker relations, and remuneration. For effective performance from employees, their abilities must match the job description. Miss matches lead to poor performance turnovers and even absenteeism. Therefore, job analysis is done by the human resource department. Effectiveness of an organization is measured by the efficiency of its employees (Bratton & Gold, 2017). A thorough process of recruitment by the human resource unit is called to achieve the efficacy of an organization. Human resource departments are responsible for creating and implementing policies, advising the company, quality control, and offering services such as personnel research and company recreational program.

 Human resource departments require a leader who is knowledgeable about human resource affairs and activities. He should be a business person and concerned about how money in a company is being used. He should show the market and what consumers want. He should be a strategic partner, in that he should be involved in formulation strategies in the company. He should be able to create a sense of urgency (Chelladurai & Kerwin, 2018). He should also recognize the importance of teamwork and also be able to build a good relationship with the other employees. A human resource leader should be a talent manager such that he is capable of identifying individuals with high potential. Lastly, an excellent human resource leader should be a cost controller, and he can measure the effectiveness of his employees and the organization at large.

Critical Understanding of Intercultural Management

2.1 Intercultural Management

            Intercultural management involves learning new things daily whenever we interact with people from different cultures. Cross-cultural management is even taught in schools to give students a sense of both internationalization and globalization. The courses help students take a look at their culture and that of their friends and see how misunderstanding and confusion may arise. It sometimes becomes challenging to work with a multicultural team. Valencian struggles to retain employees from different backgrounds. However, new strategies are being developed to help employees to work with one another without problems. Previously, communities such as the Valencian used phrases such as  “you will adapt, or they will adapt,” to mean that everything is expected to fall into place with time. 

            Due to the geographical proximity of Europeans to other countries, they, therefore, grew up speaking several languages (Chelladurai & Kerwin, 2018). Their cultural norm gives them an added advantage when it comes to conducting businesses with people from different cultures. It is essential for business professionals to understand that the existence of cultural differences.

2.2 Mistakes made by businesses in the United States when engaging in Intercultural Management

            Many people an error of thinking that their area of expertise is enough to conduct business across cultures successfully. It is just not enough to have the necessary business skills to circumnavigate in international business surroundings with ease (Brewster, 2017). The most common misconception by those conducting businesses in the United States is that management skills practiced in one’s ethos are transferable when applied in another cultural location. We have seen several cross-border negotiations and deals that do not push through because of enadequate meticulousness. Others fail since the leading players are not able to adapt readily to the trials that they experience, such as cross-cultural relations (Brewster, 2017). Let’s say you are an engineer. Due to your efficiency at work, you have risen through the ranks. Now you have been approached and asked to go to Chile to work on a conglomerate with another organization. Since you enjoy the Latin culture, studied Spanish in college, and spent a semester in Spain, you figured that it would be easy for you to adjust to the Chilean culture. After settling with your family in Chile, you learn how to adapt to daily routines. Once you get to your work station, you realize that what you signed up is not what you expected. Your expectations for competence, steadiness, and accurateness differ from those of other employees or colleagues. It, therefore, becomes hard to accomplish company goals that you had set up before your trip simply because you struggle to interconnect and fit in with your colleagues.

Ability to Compare Contrasting Settings.

            Education that is grounded in the conception of analytical human resource administration helps in understanding the theoretical part of the business.  It also helps to cultivate analytical skills that can be used in different situations, so that the firm owners are not left flat-footed when companies move to a new environment. The human resource should be in a position to compare different business situations and come up with solutions that best fit their organization.

3.1 Managing a Geologically Dispersed Team

            Before video conferencing, internet and email came into existence, teams required to be in the same physical setting for them to work efficiently. Nowadays, most people work with their colleagues from different cities, continents, buildings, and even countries. Managing a team that is spread out could be challenging. When trying to handle such a team, it is essential to make them feel that they are fairly treated. Prevent remote team’s members from being isolated and make sure that each team achieves its objective and also stay on track. It is also important to choose individuals with high qualities to be part of your team (Brewster, 2017). Self-motivated team members are more preferred for those who need constant encouragement. It is not always that you will watch over a remote team. Your team must be open and honestly such that they can come to you when they have issues

            For a geographically dispersed team, it is critical to define your team purpose. The goals of the team should be Smart, Measurable, Attainable, Relevant, and Time-bound. A team charter could be used to state the mission of the team, resources for the team, and the responsibilities of each individual in the team. A team charter can be used to identify when a team is in trouble. It could be difficult to manage the relationship between colleagues within an office space. However, it is even much hard for a team that is geographically dispersed.  As a human source manager, you should watch out for some warning signs such as a shortage of new ideas, unwillingness to engage in video and phone calls and short and abrupt emails.

References

Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. Palgrave.

Chelladurai, P., & Kerwin, S. (2018). Human resource management in sport and recreation. Human Kinetics.

Brewster, C. (2017). Policy and practice in European human resource management: The Price Waterhouse Cranfield survey. Taylor & Francis.

Independent Study

1.1 Human Resource Management

The most significant part of any production matrix is the human resource unit. Human resource management has been associated with so many definitions, according to different scholars and various schools of thoughts. According to Byers and Rue (2000), human resource management is a unit of management that is formulated to coordinate all employees and provide for them. Cole (2002) defines human resource management as a unit of management that is fretful with employees and their relationships in the organization, and it aims to achieve justice, fairness, and efficiency.

1.2 Human Resource Management Functions

 Programs of human resource departments in different organization vary because institutions are unique, and their activities also vary. Responsibilities of individuals in an organization increase depending on the size of the company. The human resource department is involved in staffing and selection, analysis of jobs, appraisal Development and training, worker relations, and remuneration. For effective performance from employees, their abilities must match the job description. Miss matches lead to poor performance turnovers and even absenteeism. Therefore, job analysis is done by the human resource department. Effectiveness of an organization is measured by the efficiency of its employees (Bratton & Gold, 2017). A thorough process of recruitment by the human resource unit is called to achieve the efficacy of an organization. Human resource departments are responsible for creating and implementing policies, advising the company, quality control, and offering services such as personnel research and company recreational program.

 Human resource departments require a leader who is knowledgeable about human resource affairs and activities. He should be a business person and concerned about how money in a company is being used. He should show the market and what consumers want. He should be a strategic partner, in that he should be involved in formulation strategies in the company. He should be able to create a sense of urgency (Chelladurai & Kerwin, 2018). He should also recognize the importance of teamwork and also be able to build a good relationship with the other employees. A human resource leader should be a talent manager such that he is capable of identifying individuals with high potential. Lastly, an excellent human resource leader should be a cost controller, and he can measure the effectiveness of his employees and the organization at large.

References

Bratton, J., & Gold, J. (2017). Human resource management: theory and practice. Palgrave.

Chelladurai, P., & Kerwin, S. (2018). Human resource management in sport and recreation. Human Kinetics.

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