HRM transformational and innovative approaches in handling changes in globalization
The conventional research account presence of stable globalization within society, of clear lines of HR authority usually state where justice can be realized. They also assume a stable social bond. But what if, in an age of globalization, and stable HR bond deteriorates? Can there be transformation where that bond is constantly being transformed by changes of globalization? There argue of the need to think about the relationship between globalization, HRM transformational and innovative approaches how, under conditions of globalization, HR assumptions made about the social bond are changing; second, it demonstrates how strains on the bond within states give rise to research for new forms of global HRM theory and the emergence of global rooted HR which contest with states over the policy agendas emanating from globalization despite new forms of HR activity identified, that the prospects for satisfactory synthesis of theory of globalization, HR transformational and innovative approach.
Research will address innovation as a strategic instrument in human resource management capacity building in the age of globalization. To meet the challenges of globalization, negative and positive as capacity building is needed in areas of organization, management and HR administration. Innovation is defined, strategic innovations and innovative strategies are explained, capacity building is delineated, realms of innovation are identified, explained, and emphasized as strategic instruments of capacity building. Viewing human resource as human capital, research might argue that without human resources nothing can be accomplished, and without well-trained, well-developed, well-appreciated, and well-managed human resources, modern organizations of business cannot meet the challenges of globalization age, which demand generation of future oriented, anticipatory managers who can develop effective visions and manage organizations by riding high waves of change in globalized world.
Indeed, it has become necessary to clearly define the transformed role of a human resource manager within global networks for example to gain insights into its aspects, dimensions and emerging issues. Because the central task of the global human resource management has become leading within networks rather than managing hierarchies, the development of SGHRM system models that are value-creating in the global network economy will become the indispensable topic in the future strategic international human resource management research. Case based research will face many challenges, as the HRM processes in global networks are more chaotic than orderly. The network members are trusted with increased latitude in autonomous actions, which often engenders a creative tension while knowledge is shared across the network.
The success of flexible global human resource management system rests on the human resource manager’s ability to assert leadership, identify and clarify key roles in the global network, and facilitate building the culture of increasing social capital. One particular challenge for research is to examine both the value and related costs of developing an HRM system to support the HR manager’s leadership. For example, there are cognitive and incentive aspects to coordination problems addressed by the proposed HRM model. In particular, the value that can be captured by strategic global HRM system development is inherently associated with the design of more powered incentive mechanisms.
Therefore, the factors and the specific contexts that contribute to the net-value maximisation of the HR leadership competencies require empirical research. There are a number of managerial issues that need to be considered when an organisation contemplates using an HRM system. First, as the leadership of the organisation is dispersed throughout the global system top management must recognise the impact on the organisational hierarchy. The traditional hierarch should be transformed into heterarchy with responsibility and authority equitably disturbed in subsidiary managers. Second, the top management of the organisation must recognise that strategic initiatives may be generated by subsidiaries and shared with other subsidiaries rather than having to come from headquarters. While this proactive stance of subsidiaries is a logical extension of dispersion of top managers throughout the global system, there needs to be ex ante recognition of this likelihood to reduce conflict between headquarters and subsidiary management. Third, the selection process for subsidiary management must be modified to align it with the role of the key subsidiary managers and the modified independence of the subsidiaries. Fourth, it is possible given the skill level need to management in a dispersed global network that expatriate assignments will be lengthened in time spent overseas. Fifth, the governance and control mechanism of the global network organisation will need to be modified to allow localised decision-making but at the same time provide for oversight of the subsidiary management. Global oriented HRM systems if properly developed could provide competitive advantage needed to effective compete in a global marketplace.
The function of global human resource manager in a global network will thus become balancing act of shaping a culture that supports external linkages and at the same time facilitates the integration of internal functional and cross-functional relationships within the dispersed competency centres of the global organisation. Such a complex culture that need to be enacted and maintained in both the internal and external global network settings further entails specific challenges to establishing an appropriate HR system, which are addressed in research. Just as organizations have evolved from domestic, to international, to multinational and ultimately to a global network so to should the human resource system follow the same evolutionary process.
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