EMPLOYEE VOICE

Employee Voice



Employee Voice

Introduction

Culture has been considered as a most important variable to understand the successful conduct of both international human resource management and international business. The development and empowerment of employees is the general proposition for the pursuit of competitiveness through effective culture management. The control, ownership, and management of employee relations and human resources illuminates a wide range of discussion to understand the practice and concept of employee 'voice' in the multinational corporations. The objective of this paper is to understand the definition of culture in the international context of the corporate environment. This essay continues with the discussion of the challenges of managing relations and resources of people in the organization in the context of different examples. It further continues with the important factors and importance of employee voice in different ways to a multinational corporation (MNC). The discussion on national culture and role of European Union companies to understand the associations between employees and managers is another aspect of this writing. The concluding remarks of this essay include multiple factors that affect the life of an organization.

Discussion

International Culture & International HRM

The question of multinational companies adapting and practicing the human resource management than the domestic counterparts has been the most recurrent and reconstructing questions in the context of human resource management (Begley & Boyd, 2003). This is the object of research to understand the foreign ownership for local firms with the degree of control of employees. The discursive formation of culture studies includes the formation of images, ideas, and practices with the variety of academic disciplines that includes anthropology and sociology in the institutional space of this subject.

The institutional culture includes nature of industry, ownership status, market characteristics, and availability of resource that makes up the forces of environment with the mix internal forces i.e. the function of internal work culture (Brewster, 2002). The assumptions of this composition of two externalities of environment relates to the two important organizational elements: the employees and the task. It is the duty of managers to look forward that how the task can be best accomplished pertaining to the nature of the task. The model of culture fit defines and illustrates the association between the harmony of culture and human resource management within the organization (Figure I, Cultural Fit Model). This will lead to the explanation of employee voice and control in the multinational context of the organization (Croucher et al., 2007).

The Challenges of Managing Human Resources and Employee Relations in Different Nationals

The understanding of employee-employer relationship is the antecedent to the fundamentals of association between international cultures and international human resource management of the organization. Unionization, power, and control are three intertwined variables for understanding the challenges to the employee voice in a multinational context. Japan, European Union (EU) and the United States (US) are three major economic powers that are competing with each other. World Trade Organization (WTO) advocates bilateral agreements for recent dialogue between Organization of Petroleum Exporting Countries (OPEC), Association of Southeast Asian Nations ...