Global Human Resource Management: Functions and Significance

Introduction

Operational initiatives of Non-Governmental organisations, which operate internationally, can be well classified into community based, national organisations, and international organisation according to the scope of their operation. The international NGOs are characteristically headquartered in developed country and perform their operations in several countries enhancing globalisation and integration of their activities.

Throughout the mid-1970s and 1980s, majority of the World Bank collaborating with NGOs were international NGOs. However, the change in trend, to increase number of project and enhance efficiency of the UN has called for a great number of community-based organisations being funded by the bank. Global human resource management deals with organisation operations that encompass foreign boundaries. As such, the global human resource management goes beyond the local operations to handle overseas responsibilities. The international human resource management prepares the human resource members in diverse international operations.

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Key issues that make the global Human Resource function unique

The human resource activities, responsibilities and operations translate the cultural and international customs for different parts of the world. In essence, it takes the role of linking the transfer of the incumbent HR policies of the national conceptualisation by monitoring subsidiary level activities and practice. Again, the IHRM (international Human Resource management) acts as a conduit between multi-cultural environment and the global elements in an official context of the cultural differences. This management encompasses an intensive and extensive awareness program that advances to make provision for global market, e-commerce and other cultural specific requirement (Evans, Vladimir & Björkman (2010).

Global Leadership Selection and Retention

Skills metrics have been incorporated by the management as one of the applicant tracking system to help in recruiting decisions all the way through the hiring process and procedures. For pre-employment screening, online ability measurement may be authenticated for the applicant qualifications and identify applicants for progression in the recruitment process. The international HRM approach therefore presents a room for a host nation to have polycentric staffing through with the organization can still undertake its duties as though is fully staffed with local staff. In this regard, less room is left for a host country to be promoted to company headquarters. Again, the geocentric strategy allocates the most qualified candidate for the most suitable vacancy. There is an opportunity for development by the parent country human resource, host country nationals as well as third country nationals. This provision gives the staff from any subsidiary together with the parent company on one level of development.

IHRM sustains Global Business operations

Global HRM advances to play a significant role in sustaining business operations. International HRM has to facilitate and ensure the right candidates are employed. This enables employment of competent employees from all over the world with expertise in their region or transfer of human resource where they are needed. For instance, an organisation like Hewlett Packard has gone a step higher in undertaking effective operational strategies at a time when it has retrenched about 26% of its international work force. At the same time, Hewlett Packard recorded increased profits of up to 30% as compared to the last year. This illustration presents the varying perspectives of international HRM in aligning with the company goals and objectives through its operations.

This encompasses the region-centric approach where the nationals are provided with immense opportunity to a regional headquarters bearing a probability of being selected to offer their services at the corporate headquarters.

IHRM also enhances to build a cross-cultural appropriateness where the human resource will be able to adapt and to work effectively in a new environment regardless of the language. Rather, attitude and emotional suitability prevail on a higher hand as opposed to the requisite language (Evans, Vladimir & Björkman (2010).

Cross-cultural Coaching

The Global Human Resource Management geared towards efficiently carry out its operational activities free from discriminating influence of corruption or inducement. Furthermore, the management advances to foster anti-corruption cognizance among its employees, associates and stakeholders around the globe. According to the Foreign Corrupt Practices Act (FCPA) bars bribery, presenting or promising whatever thing of foreign political parties, party officials, or candidates for the reason of favour or misuse of capacity to gain advantage. This management encompasses the intensive and extensive awareness programs that advance to make provision for global market, e-commerce and other cultural specific requirement.

Global Diversity Development

The Global Human Resource Management advances to consider the implementations and recommendation to ensure recovery and success of the company. In this regard, the management will first consider the conformity of the new standard to the national standards in business system automation. The standards give provisions to a set of models taken as best information technology practises in the industry with a specific focus for manufacturing processing company. The new technology and information used by the management should contain elements of physical and chemical transformation processes.

The tasks taken up by the new manufacturing information system are geared to support the production operations and enhance relevant impact to decision making process. Thus, it should facilitate decision making at various levels of RC Ltd hierarchy. Further, it enhances the sequencing of production and company process supporting entity strategies and not hindering them in any manner but rather enhance them. The management will make sure that the new system contains most of the principles and fundamentals in a good accounting information system. Hence, it should show elements of the control principle, the relevance principle, compatibility principle, flexibility principle and cost benefit principle.

Significance

Organisation effectiveness is significantly determined by the worker cooperation in almost all instances. A company seeking to foster team-work may tie encouragement to some measure of group productivity. According to Evans, Vladimir & Björkman (2010), employee satisfaction varies considerably with the type of job in an organisation, as they match up to their input/output ratios. Individual staff tend to rate their strong point, skills and or effectiveness in performance with their supervisors which leads to unrealistic self-rating is real to a certain extent.

Other important factors that contribute to a motivated performing employee in any part of the world are work safety and security, the intrinsic contentment in the assigned task itself, frequent acknowledgment of their achievements. Again, recognition on their competency in undertaking their job as expected is critical in this context. Further, training employees enables them to enhance their potential which they will in turn give back through quality work.

Conclusion

In general, the overall contentment and dissatisfaction results from a combination of rewards (extrinsic and intrinsic) are essential and cannot be unswervingly substituted for each other. Global human resource management goes beyond the local operations to handle overseas responsibilities. In this regard, it ensures that the human resources are satisfied as they work in any part of the world. The international human resource management prepares the human resource members in diverse international operations. This ensures that they fit effectively in their operational levels and advance to bring considerable output.

Reference

Evans, P., Vladimir, P., & Björkman, I (2010). The Global Challenge International Human Resource Management, 2nd edn. McGraw-Hill Higher Education: Brooklyn, NY, U.S.A. p. 137-156.

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