Case Study - JKL International plc. International Human Resource Management

Human Resource plays a key role in designing the performance management framework. Human Resource role is manifold and each of these roles well played can be highly beneficial to the organization. However, as it is now, the people in the department do not seem up to par. In the article, "Why We Hate HR," written by Keith H. Hammond, the author portrayed a negative stance on the department. He listed four reasons describing what is wrong with the Human Resource people. Based on those four main criticisms, three individual interviews were conducted to see either Hammond’s point of view is agreeable or not. The interviewees also have given their personal experiences and opinions when comparing their

A Performance-Based Pay system is an increasingly popular compensation method used by organizations to increase productivity. A goal for all companies is to try and remain competitive and control costs, this is a reason for performance-based pay systems becoming more popular. This type of system attempts to link compensation to performance. (Gena Richter, 2002) These systems are directly tied to organization or individual performance and are most effective when based on objective measures of quantity or quality of performance. If we wish to have a direct impact on work motivation, it must be linked directly to the performance of desired behaviors. In order for to put this type of system into place, performance evaluations must be conducted regularly , as well as training and development for those with performance that isn't quite up to par. These additional resources will be necessary for our organization if we implement a performance based pay system. (William B. Bernathy, Ph. D., 2004)

The human resources department needs to revisit some of their decisions to strength their portion of the structure and better the company for the future. The high turnover rate has caused lack of employee motivation, low morale and with pay levels below their competitors’standards; there is lack of structure in the performance review process within the entire company. These issues can be corrected by creating a coaching, feedback process, and

2001). Three Key Research & Development employees have left within the past three months and there are an increasing number of employee complaints about compensation and decreased satisfaction. Identifying and understanding an individuals value system is an important step to deal with the employees dissatisfaction with compensation and to define adequate compensation. Riordan can develop their rewards system by interpersonal intelligence; analyzing their employee's characteristics; Intelligence Aptitudes Knowledge Temperament Preferences Expectations. Once these attributes are understood, Riordan HRM can develop a rewards system that is best suited for the company and employees.

Human Resource Management (HRM) is described as a “distinctive approach to employment management” (University of Leicester, 2006:5), which mainly focuses on employees as the key driving force to achieve organisational success. This qualitative approach differs from traditional personnel management systems that aim to integrate HRM into strategic management beyond HRM’s routine functional role. This integration supports sought after organisational objectives to include quality, commitment, and flexibility. This paper examines the key HRM function of reward management, in particular, performance related-pay systems, presenting their main concepts, roles, weaknesses and strengths in comparison to the old traditional pay system.

This has highlighted a crucial issue for international companies to be aware of the cross-cultural implications in the conception, design and implementation of the various market entry strategies for the Chinese markets, especially when considering the Human Resources Management strategies since Corporate Strategy will in turn determine the Human Resource (HR) strategy to be deployed.

This paper goes in depth to explain the field of compensation in human resources and the importance of establishing efficient pay plans. several different factors that effect pay rates, importance of job evaluations, how to create a pay plan, trends in compensation and the different types of pay plans will all be discussed thoroughly throughout this paper. The topics of incentives will be discussed with respects to compensation. All in all, after all of the following topics are discussed thoroughly, a complete analyzation of compensation and efficient pay plans will be completed.

Subsequently, this strategy will create an enabling environment that is biased in hiring process like in the case of the Maldives, where foreigners were given job opportunities because they had the right attitude yet, the natives had more outstanding qualifications for some of the jobs but they were denied the opportunities (Boella and Goss-Turner, 2013). Therefore, the organization should reduce the act of employing foreigners in its different branches across the world and focus on the natives of the given states dwelling more on their qualifications rather than their attitudes. This would lead to employees feeling more comfortable in their work environment and having a workforce that understands the culture the business is established in as well as being well skilled and educated in their

By performing quantitative analysis using key metric data HR professionals are ensuring that the company total rewards program aligns with the company mission and objective. Emphasis should be placed on rewards package delivery to ensure that rewards are clearly communicated throughout the organization. With metric data and reporting HR professionals can closely identify areas where improvement is needed. A successful total rewards program increases the productivity, engagement and loyalty of employees; contributing to the success of the organization. HR professionals should focus attracting and retaining top talent with a total rewards package that distinguishes them from other organizations.

The rapid pace of Globalization has led to a change in the global economy during the past several decades; it is believe that factors such as trade liberalisation, access to cheaper labour and resources, similarity of consumer demand around the world, and advances in technology and communication has widened the market of consumption, investment as well as production on a global scale. These globalization driven factors created new challenges and global competition for businesses around the world thus as a response many companies decided to expand their operation across national borders in order to be competitive. A company that operates their business in at least one country other than its country is called Multinational

This assignment is based on three questions. The first question is identifying and explaining three important HRM skills Lionel Messi applied to his role to bring about a fresh perspective at Pacific Holdings Limited. The second question is to discuss some major challenges companies such as Bupa and NBF could face when confronted with a merger and acquisition strategy and thirdly is to discuss the advantage and disadvantage of the chosen strategies.

The retail chain of RightNow! has recently come into a bit of trouble concerning their issues of pay secrecy and the discrepancies that came with it. In order for the company to move forward with the same productivity and employee motivation as before, with potential to further improve, Hank, the CEO of RightNow! must decide whether changes should be made concerning their pay model and performance review system. The implications of these changes and how they will effect the employee motivation, retention, attraction and development will be looked at. The recommendation of a new and improved reward management system can provide the answers to their pay discrepancy issues, as well as offer a logical and methodical approach to battle employee

Under the increasing globalization, organizations have to deal with new challenges in order to maintain sustainable competitive and become accustomed to the changing global market. The developing globalization has promoted companies establish their organizations across different countries and expanded new business in multicultural environment. Culture seems to be a key factor of the relationship, interaction and communication between people from different countries when companies become multinational. Expatriation is regarded as an important part of international human resource management (IHRM) in multinational companies (MNCs). A range of research has showed that expatriation is an essential area of international

Globalisation, as an integrated and independent world economy, has contributed to the rapid expansion of international trade and world’s economic growth (Paik & Vance, 2006; Mutsuddi, 2012). The increase presence of global firms is shifting domestic HR towards global HR in addition to carry out a wider span of HR responsibilities (Losey, Meisinger & Ulrich, 2005; Rao, 2010; Jie, 2011; Mutsuddi, 2012). The generation of cross-border labour market also had brought human resource management into an international context (Mutsuddi, 2012).

As cited in Zhou, Zhang & Montoro-Sa ́nchez (2011) reward management is a key function in HRM systems in modern enterprises, playing an important role in attracting, retaining and motivating employees (Milkovich and Newman, 2004). Furthermore, Schuler and Jackson (as cited in Esteves & Caetano, 2010) state that the focal point of success of companies today is centered on the effective use of human resources.