HUMAN RESOURCE MANAGEMENT

Human Resource Management

Executive Summary

The institutionalized human resource management literature would suggest that the changing nature of global careers for managers underscores the need to examine a potential paradigm extension to a strategic global human resource management perspective. Logic would consequently dictate that the strategic use of managers, a relatively new global staffing approach, to be a deliberate means to provide a management team in a global organization with the tactic knowledge to make educated decisions relative to global strategy crafting and execution. Managers represent host or third-country nationals sent to the home-country organization (HCO) on a semi-permanent to permanent assignment with the intent to provide knowledge and expertise by serving as a linking-pin to the global marketplace. Adding managers to the mix of global staffing methods would serve the purpose of allocating their global expertise (namely in the sense of contextual knowledge at a level where it may have the most rapid impact relative to global strategy crafting and implementation. Though, it is not unlikely for managers to add value to the overall global organizational success. Manger should review the various frameworks (Hofstede, Trompenaars, and GLOBE, for example) to understand some generic differences between the national cultures involved in the merger, and anticipate some of the anticipated problems. It would have also helped to examine the potential areas of organizational conflict with senior managers from each company, and/or with managers with some experience of two or more of the countries and their ways of doing things. Some degree of cultural training or induction plus an investment in joint meetings and events to get to know each other could also have improved understanding and morale. However, the cost-benefit trade-off for these kinds of pre- and post-merger activity is difficult to assess.

Table of Content

Executive Summaryii

1.0 Introduction1

1.1 Background Information1

1.2 Aims3

1.3 Scope3

2.0 International Management3

2.1 Different Dimensions of Culture4

2.1.1 The GLOBE Project4

2.2 HRM Cultural Challenges in China5

2.2.1 New Demographic Factors6

2.3 Hofstede's four dimensions of culture7

2.4 Issues and Impact of cross-cultural workforce in HR development12

2.5 Managing Cultural Differences12

3.0 Conclusion13

4.0 Recommendations13

4.1 Ways to Combat Cross-Cultural Issues13

4.2 Creating a Positive Environment14

4.3 Implementation of Communication Strategy14

4.4 The LEARN Model15

4.5 The AWARE Model15

4.6 Development of Competencies16

References17

Human Resource Management

Introduction

Human Resource now no more a function compartmentalized in one department rather it is the responsibility of all functional areas as all of them are steered by human resources and is part of the strategic direction of the firm as humans steer the firm in strategic direction. HR has evolved from its initial task of dealing with the affairs of unions and spread its horizons to variegated fields and functions of the organization. It has become that important that now HR is a source of gaining and sustaining competitive advantage. This paper revolves around the same phenomenon of using HR to gain competitive advantage. This paper talks about how Container Store makes the usage of HR functions gain the competitive advantage in the industry.

Background Information

The purpose of this paper is to enlighten and explore the significance of human resource ...