Human Resource Management ( Hrm ) Practices

The purpose of this reflective paper is to show my understanding along with what I have learned about HRM (human resources management) and the different way HRM impacts the success behind every business, along with the rules and regulations that go with it. Over the last five weeks I have learned quite a bit about HRM and will reflect on that throughout this paper. “Human resource management is the managing of human skills and talents to make sure they are used effectively and in alignment with an organizations goals.” (Youssef, 2012). I will be including the things I learned throughout the last five weeks in this

It is hypothesized that cultural differences in behaviour will mean differences in HRM practices within different cultures but those within the same cultural cluster will be similar whereas those in different clusters will be dissimilar. Employees and managers from different cultures take decisions in different ways – the processes, behaviours and values are not the same. People have different value orientations as a result of individual psychology, life-stage and generation and assumptions about behaviour determined by cultures are linked to a variety of organisational behaviours.

Increased business globalization, emergence of new economic hubs like BRIC countries (Brazil, Russia, India and China) as well as more intense competition among organizations at the domestic and international level alike over the past two decades, have necessitated the need for studies in the comparative Human Resource Management (HRM) (Budhwar & Sparrow, 2002a). As a result, a growing number of conceptual (Aycan, 2005; Edwards & Kuruvilla, 2005) and empirical studies (Bae, Chen, & Lawler, 1998; Budhwar & Sparrow, 2002b; Easterby-Smith, Malina, & Yuan, 1995) have addressed the configuration of HRM in different

A Comparative study of Contemporary issues in HRM faced by the Indian and Nepalese Hotel and Restaurants Business in Amsterdam, Netherlands

In this changing world, our global business theories and literature have implications toward the future. The future of this growth and success depends largely on the key component which is Human Resource Management. So, we as researchers hope to enlighten and inform you as employers the significance of an effective solution that both understands your employees and is beneficial to your company. That is why we offer our recommendations in the end of this article based on our findings.

In the modern world, every organization and/or business carries out their business in several countries. Multi-national companies will and can adopt different strategies through the people, their employees. The ethical challenges, political and economic instabilities, and globalization are issues that are also faced by today business firms are what Human Resource management is all about. In this diversity of Human Resources Management (HRM), the organizations adopt the practices and policies according to the environment and culture.

Therefore, to strengthen the labour markets, multinational companies should focus their human resource management mainly on how management practices varies from one region to another and talent development. This report is intended for global managers of HSBC Holdings as one of multinationals that operates in many countries. Generally this report’s purpose is identifying how management practices can be varied and talent development issues in one of the biggest emerging markets, namely India. As management practices can be diffused or in need to be altered to suit the local country and also what the global managers of HSBC need to be aware of in developing the talent of their labours, global managers need to look upon the local’s context of HRM in this case is India. India opened their markets for foreign firms to enter their market in the early 1990s that was due to the liberalisation of their economy. These foreign firms tend to have superior and more efficient HRM systems than India’s firms. Budhwar & Varma (2010) state:

In the face of globalization, organisations struggle to develop the human resource management strategy (HRMS) between global integration and local differentiation. This is regarded as a critical concern for multinational enterprises (MNEs) since they suffer from cultural and institutional differences to integrate HRM practices and shape HRM activities to operate abroad. Regarding that, each cultural and institutional factors are developed over its history with unique insight into managing the organisation, the

Most organizations strive for efficiency because it is one of the best means of achieving higher labour productivity and or sustainability. Increase labour productivity is usually a measure of increase profitability. The changing, complicated, competitive and, global nature of doing business makes it more difficult to achieve these objectives. Organizations have to think and act strategically. Ulrich’s strategic partner model of HRM offers a good blueprint for HR to guide organizations to achieve business objectives (Bratton & Gold, 2012, p. 25). Successful organizations have certain policies in common. These “best practice/best fit” policies make organization effective and profitable and stands out from the competition. Organizations study and try to emulate best practice/fit policies. There is no one size fit all strategic business best practice/best fit policies. HRM professional can aid organizations to select “best practice/fit policies for profitability and or sustainability.

In today’s rapidly changing globalised business environment, human capital has become one of the keys to competitive advantage. Consequently, any good business strategy must fully utilise the inimitable assets of people through their knowledge, skills and abilities. This highlights the need for strategic human resource management (SHRM). The key assumption of SHRM is that organisational performance is affected by employees through a set of human resource (HR) practices (Pan et al 2006).

Both institutional context and cultural context have positive and negative aspects to HRM design in companies. HR staff in Hyundai, the second biggest car manufacturer in India, faced with law and policy problems. In May 2010, employees went on strike after the organization sacked and did not reinstate 35 employees due to alleged behaviour (Kramer and Syed, 2012). In addition, this was the third time that local workers had struggled against the company because of dismissing employees. Moreover, not only Hyundai was a victim of workers’ mutiny but also MRF struck and Pricol faced with similar issue, even one employer of Pricol died due to employee’s unrest. The reason for these problems is that labour laws in

One of the biggest challenges that can adversely impact any organization is the lack of communication. This is because employees will feel alienated and it creates a culture of divisiveness with management. In the case of Phar Med International, the firm is facing considerable challenges between the US and French divisions. They are supposed to be collaborating with each other to improve their drug safety protocol. This is a data reporting system called Vigilance. The project began two years ago after PharmCo and ValMed agreed to merge. The problem is that the both organizations have a completely different management structures and culture. This is leading to conflicts among the French and American teams about how to move forward with the rollout of Vigilance. At the heart of these issues, is the fact that communication has broken down and the firm is facing considerable challenges in the improving coordination and collaboration. To address these issues requires examining their human resource management (i.e. HRM) practices. This will be accomplished by looking at how communication issues are creating these challenges. Together, these different elements will offer an effective evaluating of the firm’s policies and practices.

The following is information learned about each country that would aid HRM planning and decision-making: German managers achieve status by demonstrating technical skills. Netherlands management approaches rely on cohesiveness and collaboration to exchange ideas with workers to create a productive work environment. Education is provided through government funding through the graduate school level. India is a collectivist culture emphasizing the person-organization fit as a predictor of the turnover rate in that country. Individual technical skills are prevalent in their pool of talent. Management styles are less authoritarian and include more group decision-making processes.

Globalization according to Kuruvilla and Lakhani (2013) is believed to be the process of shrinking the cultural and physical borders between countries for trade through the relaxed legal framework. Due to the increasing globalization the multi-national companies have to face new challenges to work efficiently across the borders. Human resource management function has to be reshaped to operate in new countries. Despite all the advantages of adopting the parent companies’ familiar practices, it does not prove to be effective in all countries (Brewster & Mayrhofer, 2015). There is a significant extent of proof in the field of comparative HRM to state that HRM in MNCS faces different kinds of institutional and cultural differences between the countries. The essay keeps to the following structure: First, it discusses the three main institutional differences of state, firms and trade unions between the countries with the help of Hall and Soskice (2001) varieties of capital. Second, it discusses the cultural differences with the help of Hofstede (2001) dimensions. Third, it provides a conclusion of the essay by concluding the arguments mentioned in the essay.

1. Absar, M.M.N. and Mahmood, M., (2011). New HRM Practices in the Public and Private Sector