Global Human Resource Strategies Samples †MyAssignmenthelp.com

Question: Discuss about the Global Human Resource Strategies. Answer: Introduction This is a report on human resource management, which depicts the global human resource strategies, which has been used by a fictitious company. There are few assumptions that have been made such as the company is trying to make an expansion in the country of Japan and the human resource environment of the market in Japan is quite different from that of the host country (Ahmed Akram, 2016). Globalization has changed the perspective of the world and the effects of globalization have made the environment of the international human resource management very challenging. The market and the economy at the global level have changed significantly and the multinational organizations all over the world are facing difficulties in adapting to the work culture of the subsidiaries. Thus, the multinational companies all over the world are trying to operate in a better way so that they can gain competitive advantage in the market. The employees of a company are asset to the organization and proper m anagement will help in increasing the productivity of the company. The multinational companies are growing at a rapid rate and the expansion of the company at different part of the world has changed the focus of the companies on human resource management. International human resource management in Japan The subsidiaries that are localized in Japan have localized personnel in the higher positions of management. The Japanese officials are more comfortable in communicating with the Japanese employees. The skill levels of the employees in Japan are considered to be more than the employees in the foreign countries (Bonache Zrraga-Oberty, 2017). The culture in Japan is complex and ancient and the human resource management developed by the company is very unique. The core value in the human resource management system includes employment for lifetime, compensation based on seniority, promotion based on seniority and unionism in the enterprise. There are other factors, which are included in the human resource practices in Japan such as management of quality, agreement in the decision-making, loyalty of the employees towards the organization. The employees who are recruited in the Japanese organization are promised full time job security. This proves to be advantageous for the companies as they provide employment for the lifetime and the employees become devoted towards their specific organization. The employees in the organization remain loyal, which provides them with motivation. The growth of the employees increase which in turn increase the productivity of the company (Brewster et al., 2016). The Japanese companies try to provide the employees with continuous training, which helps the employees to become versatile in the work they do. Thus, the employees are able to contribute to the company to their fullest capabilities and increase the turnover of the companies. There are two most important values in the culture of the organization and they are respect for elders and hierarchy. The employees are given promotion based on their seniority and the increments of the salary of the employees are also based on the seniority (Chan Edwards, 2017). This method ensures that the employees are guaranteed development throughout their career but there are various researchers who have criticized this system. They believe that new talents are not allowed to grow in this type of system and there is no shortcut to growing in this organization. The existence of unions ion organization is a common practice in the Japanese system and the unions act as a intermediary between the staffs and the company. The various issue experienced by the staffs and the employees, are discussed by the union with the managers in the organization. The quality of production in the Japanese system is always good and this is one of the main features of the organization in Japan (Sparrow, Brewster Chung, 2016). The main focuses of the companies are maintain the quality of the products they offer. The company tries to use the innovation so they continuously improve the production process to gain competitive advantage in the market. The Japanese companies believe in democracy in any form decision and they try to reach a consensus before exaction of a process. The employees in the organization are considered to be family which makes the employees to be very loyal to their respective organization. They are try to improve the performance of the company by making sure they are able to produce their best effort. The employees are very much dedicated to their work and they work overtime with any extra pay to help the company reach the goals and objectives. Gender inequality is one of the mal practices in the Japanese human resource management. The women in the industry are considered inferior to the men and they find it difficult to find jobs in their institutions. Moreover, the culture prevents women to pursue a career and maintain a family simultaneously. However, there has been significant changes in some of the traditional practices but most of them are still prevalent in the industry. Difference in organizational design and structure The Hoftstede cultural dimension has been used to differentiate between the organization design and structure. There are five factors which has been focused on and these factors will be used to find out the organizational difference between the companies in both the countries (Mazanec et al., 2015). The five factors are Power Distance (PDI), Masculinity or Femininity (MAS), Individualism or Collectivism (IDV), Short term or Long-term orientation (LTO) and Uncertainty Avoidance (UAI). The power distance score for the country is 54, which shows that the company is hierarchical system, which is borderline (Bakir et al., 2015). The decision-making in the companies is slow which show that power is more evenly distributed and the companies try to follow a structure, which is based on consensus. The IDV score for the company is 46, which show that the company is following a structure of collectivism, and mainly of the characteristics of the organization culture is a proof of that. However, the employees in the companies are more loyal to their respective companies, which are based on their individualistic values. When compared to the western countries the company can be considered as collectivistic while comparing to the Asian countries the Japanese culture can be considered as individualistic. The MAS score for the country is 95 that portrays that the society is highly competitive and people are more focused on success and achievements. The level of competition in the Japanese industry is very high and it starts at a very young age. The UAI score for the country is 92 that show that the country tries to avoid uncertainties the most. The country is prone to a lot of uncertainties including earthquakes, volcanoes and typhoons (Mazaheri et al., 2014). The country always takes precautions for various uncertainties that may occur which is reflected in the behavior of the organization. The LTO for the country is 88 that signify that the organization culture is more focused on the long-term orientation. The people in the country are more rooted to their traditional values that have made them focus on the long-term orientation. Indulgence one of the challenges faced by the country and the score for Japan is 42. This shows that the country is restrained in their cultural activities and the people in the country are focused on their work and spent less time on leisure and gratification. Staffing process The culture in Japan is very complex and it is very difficult for people from other countries to cope with the practices in Japan. The working environment is different and it will take a lot of time for the people who come from abroad to adapt to the situations. Thus, it can be determined that hiring of the local people is one of the best ways of staffing people. The people will not have problem in adapting to the work culture of the organization and will be able to guide those people who are being deployed from within the organization (Phillips Gully, 2015). The trust building is quite difficult among the Japanese people and it is time consuming so it healthy to keep a mix between the employees in the subsidiary. The selection tools that will be used by the company includes the telephonic interview, screening, skill assessment, background check and drug test. The initial phase will start by having a telephonic interview with the candidates and then they will be screened according t o the requirement of the vacancy. The company will have to examine the expertise of the candidates in order to find out whether the candidates are suitable for the post or not. The background check and the drug test have to be carried out after the selection of the candidates so that to ensure that they will be productive in the organization by keeping their focus on the set priorities (Salt Wood, 2014). Personality test will also conducted to find out the changes required in the personal development of the employees. Training and development process The training process is focused on the development of the skills of the new hired employees. The training will include some materials for the education of the employees and will be given according to deficiency in skills of the employees (Brindopke et al., 2017). The training procedure will be based on the needs of the people in the organization and will be related to the skills, which can be implemented in a practical and is required for the job. The training procedure will help in improvement of the skills and the efficiencies of the employees. The company will initially provide off the job training for a period of time and will move the trainees in to live projects where they will receive their on job training (Kang Shen, 2017). The development process will include the learning abilities of the employees and will be more focused on the development of the personality of the employees. The development will be dependent on the personal initiative taken by the people and may include training processes if required by the staffs (Mann, 2016). The development procedure will be aiming to increase the personal effectiveness of the employees. The company will test the personality of the employees, which will ensure that the mindsets of the employees are in accordance to the mentality of the organization. The goals, objectives and the mindset of the people in the organization have to be aligned to that of the organization goals and objectives otherwise, it will be difficult for the company to reach their desired objectives (Rees Smith, 2017). Remuneration package The remuneration package will be in accordance with the trend followed in the industry and balance sheet approach will be maintained. The company will try to maintain a parity in compensation between the employees in the host country and those in the overseas country (Bonache Zrraga-Oberty, 2017). This will enable them to avail the facilities and the lifestyles they did back in the home country. The international remuneration will last for a few years as those projects are for shorter period of time. Therefore, the overseas employees will be provide other benefits when they return to the home country. However, the bulk of employees will be taken from the overseas market and so those employees will be paid compensation package in accordance to the pay structure in that particular market industry (Kang Shen, 2017). Conclusion Thus, it can be concluded from the report that the cultural background and human resource management practices in the overseas country is quite different form that in the host country. The company will have to make the approach in a different manner and will have to include more of the local employees in the overseas market. The above strategies will help the company to maintain sustainability in the overseas market, the training development process if executed in a proper way will help in increasing the productivity. References Ahmed, F., Akram, S. (2016). 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