Research Korner: Human Resource Management Essays

HUMAN RESOURCE MANAGEMENT

HUMAN RESOURCE MANAGEMENT       INTRODUCTION                         The workplace today is in a state of metamorphosis with contemporary issues such as customer satisfaction, competitive advantage, revenue and expenditures, organizational culture, technological advancement, global markets, diverse customer demands and need for effective workforce with a global mindset penetrating every aspect of the organization. Effective workforce is crucial as it is the organization’s primary player in accomplishing goals and delivering service. According to  and  (2004) a firm’s human resource management (HRM) practices and the kind of workforce help attain organizational competitiveness (). HRM is the organizational function that enhances creativity, innovation, speed, flexibility, and efficiency of the workforce to transform them into organizational assets. Human resource management is now highly recognized as a strategic lever for the organization in creating value.   THE HUMAN RESOURCE MANAGEMENT FUNCTION                          and  (1995) state that human resource management is a system that attracts, strengthens, encourages, and maintains employees who are responsible for the successful functioning and survival of the organization and its members (). The key functions and components of Human Resource Management are human resource planning, recruitment and selection, employee motivation, employee performance evaluation, industrial relations, employee services and employee training, development and education ( 2006).             Human resource planning as cited by the  (2007) is the process by which an organization defines its manpower needs for every job position, forecasts its future needs for people, and evaluates the existing pool of manpower to determine its strengths and weaknesses. The process starts by analyzing the business needs of the organization, competitive pressures, and future manpower requirements. Business needs include increased revenue, profitability, quality of products, efficiency, security, and customer satisfaction. Business organizations are pressured to foresee how employees can contribute to the attainment of these elements ( and  2000, ). Secondly, competition puts pressure on the business.  and  (2004) state that competitive pressures encourage firms to copy the manufacturing processes, product features, technology, and delivery mechanisms of their competitors. However, human resources cannot be duplicated. Thus, firms must be able to promote an organizational culture that attracts valuable and competent people (). Thirdly, human resource planning involves forecasting the number and kind of employees required for the future. This includes assessing the strengths and weaknesses of personnel, anticipating resignation and retirements, identifying the functions wherein employees best fit, and determining the employees who have the potential to handle any kind of responsibility. One technique used in human resource planning is talent inventory which enables HR practitioners to gauge employees’ competencies, knowledge, and  potential, and establish an organizational baseline of human capital. Job analysis comes after talent inventory which is the method of specifying the performance parameters and skill requirements of each job. Information gathered from talent inventory and job analysis serves as basis for recruitment and selection activities ( and  2000,  ). Recruitment is the process whereby the firm determines, seeks, and attracts people to fill current and anticipated job vacancies necessary for organizational growth ( 2002, ). Selection, on the other hand, is the process of meticulously documenting and assessing the applicants’ information including skills, employment experience levels, trainings acquired, and salary levels in order to determine their congruency with the specifications of the jobs to be filled ( and  2001, ). Since human resource planning enables the establishment of a workforce profile which includes information on trainings acquired, significant work experiences, present functions, educational background, leadership potentials and so on, recruitment and selection activities are guided as to what kind of people are needed in the organization to enhance existing talents and fill knowledge gaps ( and  2000, ). Recruitment and selection are also assisted in discovering the most qualified people who can adapt to the existing organizational culture and can contribute to organizational outcomes, productivity and financial performance ( and  1999, ). Human resource planning, recruitment and selection are crucial for strengthening a firm’s competitive readiness and renewal abilities to contribute to organizational development ( and  2000, ).  (1998) states that employee motivation is crucial to organizational survival because motivated employees offer more commitment and productivity. Motivating employees entails the provision of material and psychological rewards such as good pay, interesting work, recognition or praise, job security, favorable working conditions, professional growth opportunities, and coaching ( 2006). However,  (2001) argues that employee motivation also results from the employee’s ability to do a certain job. For example, an employee who is not an accounting graduate cannot effectively perform basic administrative functions of debit and credit. Thus, human resource planning should correctly define job requirements, properly design job functions, and effectively match an employee’s abilities with the specifications of the job. Employees who find their functions to be clearly specified and patterned after their interests and skills would be motivated to perform at their best. Relative to employee motivation is employee retention. An organization cannot afford to lose competent staff due to poorly designed jobs and unfavorable working environment. Human resource planning plays a role in employee retention by anticipating future resignations and separations. This activity entails human resource personnel and managers to monitor the extent, reasons, and costs associated with resignation. Lack of awareness and understanding of the nature of resignation within the organization means that the firm is blind on how many competent employees are being lost. The result of forecasting in human resource planning enables the firm to adopt certain steps to address the issues of employee resignation and retention ( 1996). HRM also facilitates the performance evaluation of staff in order for the organization to take account of its manpower and assess its contributions to organizational goals. Specific reasons for conducting performance evaluation are: to strengthen overall organizational performance by improving the individual performance; to identify existing potential which can be utilized to either handle future higher position vacancies or other jobs for a better use of the abilities; and to provide a fair method of relating compensation to performance where there are no numerical criteria ( 2006). In addition, human resource management is responsible in seeing to it that organizational policies and procedures adhere to labor and social laws.  (1998) claims that the human resource management function upholds employee aspirations in light of societal and labor laws and at times is obliged to intervene when employees run into difficulties personally and professionally; serves as the organization's conscience by verbalizing any violations in the organizational values and ethics; and treats people with kindness, respect and affection ().  (2002) elaborates that human resource management personnel inform the management on the details of existing employment contracts and emerging trends and how to comply with them; administer the just implementation of wages and salaries; maintain the consistency of employer practices with definite policies; and implement an employee “voice mechanism” for complaints and grievances to reach the management (). Finally, HRM is concerned with employee training, development and education through a career development program and human resource development. The human resource planning activity of establishing a profile of the current and needed skills and competencies of an organization’s manpower renders much importance in training and development.  and  (2000) state that training and development entail the accumulation and thorough scrutiny of the actual work situation including job descriptions, task analysis and employee’s capacities. Human resource planning provides these things. Thus, training and development can only be effective after an analysis of the existing work situation has been done so that the kind of training is tailored after the real needs of the staff.  (2006a) states that employees undergo training, development and education to augment job satisfaction, strengthen the employees’ capability to handle new technologies and procedures, encourage innovation and strategies, and improve the employees’ skill proficiency.   PRINCIPLES OF TRAINING AND DEVELOPMENT               The training function of human resource management is contemporarily termed as human resource development. It is a systematic effort to facilitate employee acquisition of present and future job-related knowledge, skills, and attitudes or assist them to correct any shortcomings in their performance ( 2002, ).  and  (1998) report that training and development revolves around three areas – individual employee development, career development and performance improvement (). Individual employee development aspires to develop the employee’s knowledge, competence and motivation necessary for improving job efficiency and performance. In order to do this, the trainor must follow eight steps in the conduct of the training: solicit the attention and interest of the employee, orient the employee on the objectives of the training, determine prior knowledge on the concepts of the present training, explain the contents of the training as well as the skills that it wants to impart, provide the parameters for coaching, encourage the trainee to participate, assess employee’s learning while in the training process and encourage the employee to incorporate his learning to actual work situations (  2007). Secondly, the key objective of career development is to help employees analyze their abilities and interests and decide to enter in a career development program. First, the human resource personnel and managers must develop a helping relationship with the employee. There is a need to encourage the employees to openly discuss their career goals, strengths, and areas of improvement in order to determine the kind of career development to provide. The employee’s interest must also be obtained since this would determine the success of the training. Human resource personnel must talk with the employees on the need for providing the training. When the employee agrees to participate in a career developmental process, the manager or human resource personnel should advice them to work and participate well. After the career development program, the supervisors and human resource personnel must be able to monitor employee performance to evaluate the effectiveness of the training provided ( 2007). Finally, training and development must be aimed at performance improvement ( and 1998)  Many business firms use training to facilitate learning, improve performance, ensure continuous learning and enable sharing of knowledge. Employees engage in training and development to learn and practice self-efficacy, effective customer service, tolerance for diversity, teamwork, and technical skills. Training is also a part of continuous learning strategy which is the long-term process of acquiring knowledge, skills, attitudes and motivations for personal and organizational development. Finally, the essence of training and development in performance improvement culminates in the willingness and ability of employees to interact and share ideas to improve production processes, group decision-making, product and service delivery, and inter-department functions ( 2002,        ).   HUMAN RESOURCE MANAGEMENT TERMS Job analysis – This is the process of defining the work, activities, tasks, products, services, or processes performed by an employee. Well-defined jobs help the employees to systematize their performance; enhance communication because the employees know what they are supposed to do and can readily share ideas and knowledge; help managers to assess an applicant’s ability to perform the specific tasks of the job; make performance evaluation easier as the definition of tasks would determine what needs to be done and if the employee is able to do it;  establish relative skills levels among the jobs for compensation decisions; serve as the basis for needs analysis in training program development; and assist organizations to identify core functions that must be maintained and the skills required to carry out these functions when confronted with issues of workforce  reduction or expansion ( 1994, ). Job description – Job description in an outline of the general functions and responsibilities of a specific position. Sometimes job descriptions also include the name of supervisor whom the position should report to, the qualifications required for the job, and salary range. Basically, job descriptions are utilized by the firm to advertise vacant and open positions, determine the appropriate compensation commensurate to the responsibilities of the job, and as a basis for performance evaluations ( 2006). Job evaluation – Job evaluation is a practical process of breaking down jobs into specific tasks and helping employees to judge the size of a certain job in comparison to others. The process develops the foundation for internal ranking of jobs. The two primary methods of job evaluation are whole job ranking wherein jobs are ranked against each other in their entirety; and awarding points for various areas of the job such as education, training and experience. Job evaluation entails the assessment of jobs, not the people. It is a contributory factor for problem solving as it helps determine duplication of tasks and inconsistencies between jobs and specific functions ( 2005). Performance Appraisal – Performance appraisal is the process wherein supervisors evaluate an employee's performance to identify strengths and areas of improvement. Supervisors look into specific employee actions which may include volunteering for a task or activities that are not formally part of the job; taking extra effort/responsibility; suggesting improvements; displaying initiative; demonstrating functional participation; complying with organizational procedures, policies and rules; advocating organizational objectives; demonstrating loyalty and obedience, civic virtue, and conscientiousness; helping and cooperating with others; using the firm’s resources prudently; and demonstrating flexibility and problem-solving ability ( 2003, ). Performance appraisal provides an opportunity for the employees’ efforts to be recognized and thus improve their motivation. It also offers a chance for supervisors and staff to identify and agree on training needs as well as a basis for managers to assess the effectiveness of the recruitment and hiring strategies. Most importantly, performance appraisal assists employees and supervisors to adopt a new direction for better performance ( 2006). Job Rotation – It is a management development practice wherein a person is moved through a series of assignments to provide him/her an opportunity to gain exposure to and experience the general operations of the firm as well as allow employees to thoroughly understand organizational processes and encourage greater job satisfaction through varied responsibilities. Job rotation among senior managers is a strategy of succession planning which is the process of developing a pool of people capable of assuming an existing job when necessary. For the lower management, job rotation answers the purposes of promotability or improvement of skills ( 2006). Job Enlargement - Job enlargement is a process of extending the scope of a particular job through additional tasks that call for the same level of responsibilities and skills. It is facilitated to prevent boredom among employees. This strategy opposes the principles of specialization and the division of labor wherein jobs are broken down into smaller units, each of which is performed repetitively by an employee. Some motivational theories claim that boredom and alienation through the routinary and repetitive performance advanced by division of labor can cause efficiency to weaken. Accordingly, job enlargement aims to motivate employees through additional tasks that do not greatly deviate from their current responsibilities. Some examples are replacement of assembly lines with modular work wherein a worker does not repeat the same step on every product; rather he/she handles numerous tasks on a single product ( 2007; 2006). Job Enrichment - Job enrichment is a job redesign approach that expands individual jobs by adding more tasks and requiring other kinds of skills and competence to handle the additional tasks. The purpose is to fine tune the division of labor within the firm and improve organizational efficiency. Enriched jobs allow employees to realize their personal goals and evoke work behavior congruent with the objectives of the firm. Job enrichment can correct ineffective work designs, enhance managerial control systems, abolish or lessen the need for labor, and intensify the work process ( 1986, ). Job Satisfaction – Job satisfaction reflects the conscious attitudes toward one's job. Job satisfaction can be achieved through clear and just organizational policies; supervisors who appreciate employee efforts and outputs as well as guide ineffective performance; appropriate compensation for the job; a corporate culture that allows socialization, camaraderie, and coordination; pleasant working conditions which include individual work areas, sufficient office supplies, ventilated office, and clean health and sanitary facilities; meaningful tasks; freedom to decide and carry out actions; and reward for loyalty and remarkable performance (, , &  1999).  and  (2004) claim that job satisfaction has been linked to critical organizational outcomes such as employee absenteeism, tardiness, intentions to turnover, actual turnover, job performance, organizational citizenship behavior, burnout, physical and psychological well being, creativity, productivity, loyalty to company and life satisfaction (). Management Development – Management development recognizes the vitality of managers in the survival of the organization. Thus, a program designed for the continuing education of managers on new management techniques, strategies and approaches is imperative. Contemporary management development programs make use of three approaches: one that focuses on the characteristics, knowledge, and experience of managers and attempts to provide special programs to address their needs; another underscores the improvement of managers as members of a class or a set of classes with overlapping membership; and the last emphasizes a specific organization which results to programs designed to enhance the functioning of a particular organization, with a given manpower and resources faced with distinct situations and problems ( and  1998, ). Career Planning – Career planning is a lifelong process of identifying, planning, pursuing and maintaining or changing a career. It entails choosing a specific occupation based on a person’s interests and skills, being employed for the job, developing within the job, changing careers when necessary and finally retiring. This process involves five steps. First, the person has to assess the kinds of interests, values, skills, knowledge, and developmental needs that he possesses and the work environment that he prefers. After these things are determined, the person has to explore all options available to him. These options may range from internships, volunteer works, academic materials, or full time employment. Afterwards, there is a need to identify possible jobs that the person can capably handle, assess the desirability of these jobs, analyze alternatives, and select short term and long term options. The fourth step requires the person to prepare for hiring requirements to the chosen job. Finally, the person has to successfully perform job requirements and learn everything that he can while on the job to maintain development of expertise which may be needed for future career plans and changes ( 2007).                                             REFERENCES

HUMAN RESOURCE MANAGEMENT

HUMAN RESOURCE MANAGEMENT INTRODUCTION The workplace today is in a state of metamorphosis with co...

Effects of Strategic Human Resource Management on Organizational Success

Effects of Strategic Human Resource Management on Organizational Success               Strategy, which is defined as the direction and scope of organization over the long-term within a challenging environment, is being attached with organizational functions that purport to turn strategies into action as a key to achieve cost and competitive advantages. These advantages in turn translate to organizational success with strategic human resource management (SHRM) as the most notable.             SHRM is regarded as the reconciliation of HR practices and its determinants from a strategic context. SHRM does not limit itself on putting human resource at the heart of the business. SHRM, rather, is a holistic approach that builds on the human asset and the relationship between them and among them as value-adding factors. As SHRM aims for continued subsistence of any organisation, it is only plausible to investigate and analyse how internal human problems could affect such the survivability of that organisation (McCourt and Eldridge, 2003).             SHRM is a valuable element of organizational success since it aids in achieving the competitive edge in terms of quality, cost and flexibility. There is the need therefore for SHRM to embrace the people whom the organization does business with. It is through this people that sustainability can be achieved whereby the values are created that direct and indirect rivals could not implement (Smale, 2008).             From a resource-based perspective, the various categories that SHRM can build upon include physical, organizational, financial and technological as well as human resources. As assets, the mere existence of human within the organization is inadequate. However, the relationship among them should be controlled towards achieving long-term organizational success. Sustainable competitive advantage potential of the human resources is central to the idea that human resources are valuable, rare, inimitable and non-substitutable (Thite, 2004).             Nevertheless, such a valuable resource, human resources are heterogeneous because of the fact that organizations require different jobs that require different skills and capabilities. The value of the differences among the people could be realized on the contribution of individuals to the organization which means to provide value at diverse degrees. The rarity of high quality and ability workers is because of their skills and competency levels. Included in here is the supposedly normal distribution of skills, competencies, expertise and capabilities (Maxwell and Farquharson, 2008).             For the human asset to imitated, further, there is the need for competitors to identify the exact source of such and duplicate exactly the elements of the human capital. Suffice to say, this is a difficult endeavour since the dynamics of human capital is also considered as organizational intelligences. On the other hand, human resources should not be imperfectly mobile so that they cannot be traded. Human resources should not be also substitutable (Pritchard, 2007).             Organizational success is also based on the collective practices internal to the organization but is intended for the outside environment. Some of these areas are employment security, recruitment selectivity, employee ownership, information sharing, participation and empowerment, self-managed teams, training and skills development and succession provision. There should be an emphasis on envisioning individual workers as sources of organizational success (Sims, 2002).             Organizational success could be also realized when the organization through SHRM is continuously invest on its reputation or image, stressing the need for sound human resource policies and practices and aligning such with the business strategies and its external context. Cost and quality is the focus whereby there are definite processes, systems and procedures that consolidates competencies, continuous education, proficient performance at individual and departmental levels and balanced monetary and non-monetary reward systems (Morris, 2004).             In sum, SHRM is not just a strategy that puts the human aspect of the organization at its core. SHRM is a holistic approach that builds on the human asset and the relationship among them as value-creating factors. These are realized on inclusion and diversity as well as the process of building on organisational reputation or image through internal-to-external policies, systems and procedures.            References Maxwell, G & Farquharson, L 2008, ‘Senior managers’ perceptions of the practice of human resource management,’ Employee Relations Journal, vol. 30, no. 3, pp. 304-322. McCourt, W & Eldridge, D 2003, Global human resource management: managing people in developing and transitional countries, Edward Elgar Publishing. Morris, D 2004, Strategic Reward Systems: Understanding the Difference between ‘Best Fit’ and ‘Best Practice, National University of Ireland Publication. Pritchard, N 2007, ‘The destructive forces of human resources – turning people management and development initiatives into positive impactors,’ Industrial and Commercial Training Journal, vol. 39, no. 2, pp. 104-107. Sims, R 2002, Organizational Success through Effective Human Resources Management, Quorum Books. Smale, A 2008, ‘HRM integration: a knowledge transfer perspective,’ Personnel Review, vol. 37, no. 2, pp. 145-164. Thite, M 2004, ‘Strategic positioning of HRM in knowledge-based organizations,’ The Learning Organization Journal, vol. 11, no. 1, pp. 28-44.

Effects of Strategic Human Resource Management on Organizational Success

Effects of Strategic Human Resource Management on Organizational Success Strategy , which is defined as the direction...

The implications of globalisation on the area of human resource

GLOBALISATION AND 		THE MODERN ORGANISATION: Effects Of The Race To The Bottom Phenomenon 		And The Role Of Managers 	 	 		 		 		  	     	 		 		 		  	     Table of Contents TOC \o "1-3" \h \z \u 1        Introduction.. PAGEREF _Toc218953353 \h 3 2        Globalisation: Driver of the Race to Bottom Philosophy. PAGEREF _Toc218953354 \h 4 3        Major Motivators of the Race to the Bottom... PAGEREF _Toc218953355 \h 5 3.1     Based on the Market. PAGEREF _Toc218953356 \h 5 3.2     Based on the Incurred Cost. PAGEREF _Toc218953357 \h 6 3.3     Based on Competition. PAGEREF _Toc218953358 \h 6 3.4     Based on the Government. PAGEREF _Toc218953359 \h 7 4        Effects on Human Resource and Employment. PAGEREF _Toc218953360 \h 8 5        International Human Resource Strategy. PAGEREF _Toc218953361 \h 10 5.1     Localisation. PAGEREF _Toc218953362 \h 10 5.2     Global Integration. PAGEREF _Toc218953363 \h 12 6        Human Resource as the Basis of Success in Competition.. PAGEREF _Toc218953364 \h 13 7        The Emerging Role of Human Resource Managers in the Globalised World.. PAGEREF _Toc218953365 \h 14 7.1     Importance of Qualification. PAGEREF _Toc218953366 \h 15 7.2     Significance of Experience. PAGEREF _Toc218953367 \h 15 7.3     Changing up the Strategies. PAGEREF _Toc218953368 \h 16 7.4     Imposing equity through an Appraisal System.. PAGEREF _Toc218953369 \h 16 7.5     Shift towards performance appraisal. PAGEREF _Toc218953370 \h 17 8        Conclusion.. PAGEREF _Toc218953371 \h 17 9        References. PAGEREF _Toc218953372 \h 18   1       Introduction Conventionally, the concept of globalisation has constantly been tied up with the workings of trade and commerce. However, globalisation is not limited to the said items. To date, the principles and values of globalisation are highly ingrained in the operations of the common state. It affects the social, political and economic aspects of the nation. The implications in the social institutions of the state are manifested in numerous works in sociology. For instance, the theory of division of labour and its effect on the social organisation in the world are among the more obvious implications of globalisation. With respect to the economic effects of globalisation, certain realities are created. For instance, multinational corporations have become intensely been powerful in the recent years. The underlying reason is that the emergence of globalisation has made those who possess capital as powerful inherently. In the case of the political implications of the globalisation process, there is a trend towards empowerment on the part of non-state entities. For instance, non-government organisations have become an alternative for the public as a source of capital and as lobbyists for welfare development. To this end, the power is distributed and not limited anymore to the state alone. In this paper, the implications of globalisation on the area of human resource shall be taken into consideration. More particularly, the existing philosophy imbibed by globalisation, race to bottom, shall be analysed in relation to these said implications on the way human resource is managed.     2       Globalisation: Driver of the Race to Bottom Philosophy Though globalisation is driven by the intention of growth and development in general, there are seemingly adverse effects of such phenomenon. As a general rule, trade is encouraged and liberalised in the implementation of globalisation principles. (Brueckner 2000, 505) However, there are accounts of an existing paradox maintaining that the encouragement of free trade also induces the lowering of regulatory standards such as taxes and other barriers to trade. This is collectively known as downward harmonisation, or more commonly known as race to the bottom. The more evident repercussions of such race to the bottom are the increase of poverty as triggered by unemployment and underemployment. The major implication of the downward harmonisation is seen in a couple of scenarios. (Dye and Sunder 2001, 257) First, in the weak scenario, the countries with higher economies will be encountering some severe issues in its labour market. This is because the existence of globalisation has prompted the state to implement a set of labour standards that is far from adequate to meet the demands of the market. The threat lies on the competitiveness of the costs of labour with reference to other countries. On the other hand, the strong form of race to bottom theory indicates that the emergence of globalisation shall place a semblance of competitive erosion with reference to the policies concerning labour everywhere in the world in order to agree with the demands of the market, including those in states with high economies.   3       Major Motivators of the Race to the Bottom Even though the concept of globalisation, hence race to the bottom, is considered as a buzzword in the realm of business and trade, it is far from being a new concept. There are accounts of early civilisations attempting to treat the world as a single market by implementing a semblance of some integrative acts in terms of business activities. It may have been regarded as a recent concept because it has recently become much easier to transact in an international scale as provided for by new technologies. (Stewart 1993, 2039) Nevertheless, globalisation has existed long before the internet has been discovered. In fact, there are studies that point to the general drivers of globalisation. These are stated in the discussions below. 3.1      Based on the Market First and foremost, possibly the primary driver of the race to bottom philosophy is seen in the market. Countries tend to seek a fine union of income in their operations and pursuit of economic development. This is seen in the case of regional blocs that double as trading partners as seen in the case of the European Union. (Molle 2003, 124) In the same manner, one of the similar drivers anchored on the market is the harmonisation of the existing lifestyles. Going back to the example, the European Union has consistently harmonised their lifestyles by initially establishing a single currency and consequently allowing the member states to move and trade freely in the continent. Added to these observations is the manifestation of the organisation changing its role as the provider of goods to the being consumers. This is explicitly seen in the case of labour as companies tend to fit in the role of consumers as they search for the most cost effective state holding the best labour force. 3.2      Based on the Incurred Cost In connection to the previous driver, the incurred costs of the organisation are also a motivator of the race to the bottom. For instance, companies tend to search for states where they can achieve their economies of scale. (Aman 2001, 1477) This means that companies constantly search for making their overhead costs as low as possible. In the same manner, costs pertaining to transportation also play a role in the proliferation of race to bottom philosophy. The international organisation looks for states which have a strategic position in a particular market. For instance, companies tend to choose to operate in Southeast Asian countries not only because of the significantly lowered labour costs, the countries in that region gives the company accessibility to ports, air freight and even possess commendable infrastructure that supports IT technologies. (Gonzalez 1999, 140) In line with this example, another cost driver for the race to the bottom philosophy is the appearance of countries that are considered as newly industrialised. These are states that have consistently performed well in their operations and has eventually revitalised their individual economies to be a brewing force in the international setting. Some examples of these newly industrialised countries include Malaysia, South Korea, and Singapore. 3.3      Based on Competition Competition among countries is also a recognised driver for this philosophy of race to the bottom. This is where the paradox of globalisation is manifested explicitly. In this driver, it recognises there are newly industrialised states that tend to have become a contender in the economic standing in the world. It is this desire to achieve more in the market and in the international setting, particularly in recovering capital for the developmental efforts of the state, the state is willing to significantly lower its barriers for trade and install policies that encourage free movement of goods in their market. (Wilderom, Glunk and Inzerilli 1996, 3) This is seen again in the context of the European Union and the World Trade Organisation. Up to this date, there are numerous states that seek membership and accession from these trading blocs and international organisation. This is basically fuelled by the assumption that in joining such organisations and trading blocs, these states are able to gain access to a network in an international scale. This translates to more opportunities for capital accumulation as states become interdependent of each other. It is this creation of global strategic alliances that prompts states to compromise the policies towards a downward harmonisation to gain the favour of international companies that are the main source of capital for the said states. (Wilderom, Glunk and Inzerilli 1996, 3) 3.4      Based on the Government It is important to highlight that such drivers discussed above are not going to materialise without the political will in such states. This brings into the fore the final driver of race to the bottom phenomenon brought about by globalisation: the government. (Aman 2001, 1477) The intent of the government, particularly the leadership of a particular state which may be manifested on the ruling party or the regard of the incumbent political status, affords the realisation of the race to the bottom philosophy. For instance, there are government owned enterprises that afford services to the public that tend to succumb to privatisation. (Gonzalez 1999, 140) There are even circumstances that such government owned corporations tend to consequently be operated by foreign companies winning the bid to such operations. This then provides a manifestation of a race to the bottom where governments lose power and hand it over to private entities. 4       Effects on Human Resource and Employment There is an apparent constant change in the constitution of each and every economy in the world to date. This is caused by the emergence of globalisation and implementation of its principles in their daily operations. One manifested change in the constitution of the modern organisation is that they tend to shift to a more customer-centric model of operations. (Ojah and Monplaisir 2003, 457) Looking at this tendency it also caused a subsequent change in the process with the demand for highly skilled employees increase. Admittedly, it is arguable whether or not globalisation did trigger such changes in the global setting. However, it is the existence of globalisation that triggered the uncompromising pace of today’s industries. This caused these changes and companies have to adapt in a similarly rapid pace. Some may even argue that achieving the ends of these developments, particularly of acquiring skilled labour and shifting to a more customer-focused operations, has been facilitated by globalisation itself. Without the consequent development in technology and information as well as the proverbial race to the bottom mentality imposed to a good number of countries, then companies today would have a hard time finding ways to improve their standing in their respective industries. However, like any type of concept introduced in society, there is also an existing dark side of globalisation. (McIntyre 2001, 447) For instance, there are those who claim that the development imposed by globalisation is not equally distributed to all the states in the world. This means that some countries may encounter gains, but some countries may not even be affected by the process. This is the reason why there exists the notion of race to the bottom in the case of globalisation. Countries compete among themselves on who will have the lowest tax rates or tariff or any more barriers to market so as to appear appealing to the major multinational corporations. One clear example of the negative effects of race to the bottom strategies is unemployment. In economics, unemployment is explained as the disequilibrium in the wages existing in the country and the actual supply of labour. (McIntyre 2001, 447) The problem in the context of globalisation, dealing with these components in any other elements of the economy is to impose some form of flexibility measures. In simple terms, the state would have to lower the existing price of certain services or commodities to deal with the existing demand. However, employment and labour is significantly different from the rest. Flexibility is considered voluntary in the context of wage adjustments. (Mittelman 2002) This means that lowering of the existing wages would depend on the cooperation and approval of employees and their respective labour union. In reality, such negative adjustments in wage would never happen. The labour unions will vehemently toil against such proposal. The paradox is that those that do not cooperate will have to be content with being severed from any employment.   5       International Human Resource Strategy There is also another paradox in the emergence of globalisation and internationalisation in modern business. (Dye and Sunder 2001, 257)  The pursuit for competitive advantage has created this phenomenon. Basically, this paradox is between the localisation of operations and international integration among multinational companies. This human resource strategy is discussed in the following parts of the paper. In its simplest terms, the strategy involves the pursuit towards broadening the scope of the operations of the modern corporation and at the same time acquires a larger market share in the respective markets that they intend to penetrate. This is not only intimated in the case of marketing of the company, this phenomenon is also implemented in the case of human resource management of the company. There have been reports indicating that multinational companies tend to employ personnel from the local applicant pool. This is manifested in the case of export processing zones all over the world. (Hawthorne 2001, 69) Multinational manufacturing companies tend to go to states where labour is cost-effective hiring local employees. Initially, these companies use expatriates to oversee the operations of the organisation. Eventually, there have been accounts that local management staff take over as soon as they learn the ropes of the operations. The following discussions shall present such strategies in a more detailed manner. 5.1      Localisation Localisation indicates the corporations’ use of local resources to maximise their operations and at the same time minimise their costs. In a sense, it indicates the company’s adoption of local resources and integrates it to their own individual structures. In this type of strategy, a couple of prevailing models are in play: the international strategy and the multinational strategy. (Roth 1992, 533) The international strategy differs slightly on the multinational strategy. The international strategy is considerably less effective on the part of big businesses. In the same manner, it could be maximised when there are not much of a foreign business that exists in the operations of the company. (Roth 1992, 533) This means that even though the operations of the company may well be overseas, there are fewer nuances that could affect the very minute operations of the organisation. This is manifested in cases of small industries that sought to operate in the European Union or American companies seeking to operate primarily on English speaking countries. This is important because the flow of knowledge is the key in implementing an international strategy. The data coming from the headquarters are imperative to the operations of the individual local affiliates. On the other hand, the multinational strategy is highly effective on cross-border operations. In this model, autonomy is the key element in its operations. (Birkinshaw 1996, 467) The individual affiliates of the organisation specified in particular markets hold decentralised decision-making practices. This is seen in the case of the fast food industry, particularly McDonald’s. In this case, standardisation is the key element in the operations. This is advantageous for the organisation because the demand for the employees on learning and training are low. In this context, the organisations tend to incur a much lesser coordination cost.   5.2      Global Integration Global integration possibly grabs the heart of the globalisation. It is seen in organisations who engage in expansion procedures to some other markets aside from the ones they already own. (Kiim, Park, Prescott 2003, 327) This strategy is implemented in a couple of ways, through a global strategy or a transnational strategy. Although there are studies that may have used the two terms interchangeably, these two concepts are entirely different. For instance, the global strategy is primarily a model of global integration that focuses highly on the central office of the organisation. This means that the operations tend to highlight the centralised decision-making process in this strategy. Such operations of this calibre are manifested in the case of retail companies like Procter & Gamble. (Duchac 1998, 419) The products that they sell in the market are primarily the ones that the central offices have approved prior to its market launch. The problem in this case is that the company considerably disregards the implications of local responsiveness. The customers’ demands are not that important to the company because they themselves create demands with the use of top rate marketing. The transnational strategy on the other hand tends to use an amalgamation of all the potentials that globalisation offer. (Rugman and Verbeke 1998, 115) This is seen primarily in cases of manufacturing organisations. They have the propensity to take advantage of the race to the bottom philosophy of developing countries by offering them foreign direct investments. These investments then answer the need of the state for employment and capital. It uses a localised approach in employment and allows the local managers to learn the tricks of the trade. Upon consideration of these elements, it appears that cost of the coordination between the affiliates and the central offices may well be high.   6       Human Resource as the Basis of Success in Competition Traditionally, there are factors that contribute to the overall success of the organisation. These include the technology offered by the company, the existence of a protected market, accessibility of the financial resources, and the acquisition of economies of scale. (Kim 1999, 227) Having these elements operating in unison positively favours the company. However, with the emergence of globalisation, the technology offered by a particular company can be developed and increasingly upgraded by other companies in some other parts of the globe. In the same account, financial resources can be acquired though different financial institutions that offers such lending services. Nowadays, the modern organisation has taken steps in making such elements less significant. There have been reports indicating that the current determinant of success in organisations tend to focus more on the internal environment. (Kim 1999, 227) More particularly, organisations acquire success if only their operations work effectively and efficiently with the help of their personnel. Hence, the emerging globalisation and consequent principles of race to the bottom tends to highlight the ability of the organisation to ensure that their employees are learned and skilled. In keeping with this criterion, the company will be ensured that the organisational goals are easily achieved. Organisational literature intimates this phenomenon as the shift towards the improvement of the “soft” skills of the organisation. (Kim 1999, 227) In its simplest sense, the company that has the least wastage and those who could get it right the first time will be able to increase their productivity without the threat of incurring additional costs.  7       The Emerging Role of Human Resource Managers in the Globalised World The discussions above have explicitly stated the effects of globalisation and the consequent race to bottom philosophy on the modern organisation. (Harvey, Speier, Novicevic 1999, 38) Added to the context provided for in the said discussions is the continuing change in the environment of the organisation, both internal and external. In this regard, it shows that those that handle a particular position in the company would have to step up. These individuals include the managers of the organisation. Their position is very vital as they tend to become a conduit between the upper management and the rank and file. They also have a strategic position and a set of roles that makes them the appropriate change agents in the organisation. As discussed above, the modern organisation is in constant change. This also proves the importance of managers as they are the ones who will have to usher the organisation in these constantly vulnerable state. This is done primarily by imposing some form of flexibility and practicing alertness in their every operation. (Lipiec 2001, 137) More particularly, the human resource managers have to similarly step up in this situation. (Harvey, Speier, Novicevic 1999, 38) There have been accounts indicating the need for human resource managers to act more as experts in determining the performance of the individual employees. In the same manner there are those that indicate that they should be able to consistently realise the existing behaviour of the organisation. This is to facilitate the proper course of action that they require particularly in the way operations are conducted and how collaboration from the overall personnel is ensured.   7.1      Importance of Qualification In the case of qualification of the managers, it is of great importance for organisations that operate in an international context. This is because all the best qualified managers are considerably scarce and head hunters are consistently on the prowl for the best possible person. (Welbourne 1995, 30) It is therefore imperative for the organisation find the initiative to establish veritable management development areas where the responsibility of recruiting, internally or externally, of individuals with high potentials in holding a leadership position for the company. In the same manner, the company has to guarantee that the selection process is approved to their demands and that the best possible person for the job is selected. (Chiavenato 2001, 17) Otherwise, the company would find themselves in a very steep and slippery slope especially in the existing demands of the external environment. 7.2      Significance of Experience Though there have been a good number of reports in the organisational literature highlighting the positive implications of recruiting internally, some other facets of management is held highly than this manifestation of loyalty. (McHugh 1997, 44) Specifically, experience in the similar field is required. More especially is the fact that the experience is regarded more on the case of international operations. This is because it would be rather easy for the said experienced manager to recognise a particular situation and resolve it opportunely as he may have encountered it in some way or another.   7.3      Changing up the Strategies It is advisable for the organisation to find ways to improve the operations of the organisation. The changes imposed by the emergence of globalisation have considerably increased the pace at which the company itself change. Studies have indicated that the improvements held by the company shall be ensured if an integrated scheme of human resource management is implemented. (Levy, Beechler, Taylor, Boyacigller 2007, 231) This means that the human resource managers will have to implement a comprehensive system that will similarly resolve the values of the organisation. This is done be imposing some changes in the more basic human resource functions of the organisation. Specifically, the company is set in making their appraisal system and compensation system fit the outcomes on which the company intends to achieve. 7.4      Imposing equity through an Appraisal System The first thing that a human resource manager should do is to establish equality throughout the organisation. This means that every individual employed in the organisation should be given what is due to them. (Hannon, Huang, Jaw 1995, 531) Hence, if a person is as hardworking as he declares he is, then he should be rewarded for being one. In the same manner, someone who appears to be operating below par of the standards of the company should likewise be given notice. All these are done by installing an appraisal system that will measure the qualities, behaviour, and the capacity of the individual in relation to their respective jobs. (McHugh 1997, 44) One must realise that installing such as change in the organisation doesn’t only implement a new system, it also triggers a change in culture of the organisation as the employees will have the tendency to be more competitive once it is implemented. In any case, the organisation will consistently be at the winning end.   7.5      Shift towards performance appraisal Changes in the organisation are inevitable. The company will have to consistently sustain their advantage over the other players in the industry. As stated in the earlier parts of this study, the managers should also be given ascendancy. This is manifested in the shifts of the performance and compensation systems in the organisation. (Levy, Beechler, Taylor, Boyacigller 2007, 231) It is not enough that the managers are empowered or given a prominent parking space in the company compound. They should be given some other form of incentive that will double as a means of challenging them into performing in a much higher level for the organisation. For instance, there are companies that operate in the international setting that provide for their employees and managers some level of basic pay and a concurrent commission system. This also indicates a shift towards a more performance-oriented appraisal system. 8       Conclusion The emergence of globalisation has considerably changed the modern organisation. Both positive and negative implications, the modern company has to take into consideration the imposition of flexibility. In the same manner, companies have to take into account internal and external environment. This is done by giving precedence to the actual human resource of the organisation. The better the skill level of the personnel of the company, the possibility of the company of realising its organisational goals increases. In all these instances, the company must also recognise the fact that the human resource managers would be considerably handy in imposing control and facilitating the modern company in the constantly changing environment on which it operates. 9       References Aman, A. Jr. (2001) "Privatization and the Democracy Problem in Globalization: Making Markets More Accountable through Administrative Law." Fordham Urban Law Journal. 28(5), 1477. Birkinshaw, J. (1996) "How Multinational Subsidiary Mandates Are Gained and Lost." Journal of International Business Studies. 27(3), 467. Brueckner, J. (2000) "Welfare Reform and the Race to the Bottom: Theory and Evidence." Southern Economic Journal. 66(3), 505. Chiavenato, I. (2001) "Advances and Challenges in Human Resource Management in the New Millennium." Public Personnel Management. 30(1), 17. Duchac, J. (1998) "Evaluating and Interpreting the Effectiveness of End-User Interest Rate Derivative Disclosures." Journal of Managerial Issues. 10(4), 419. Dye, R., and Slunder, S. (2001) "Why Not Allow FASB and IASB Standards to Compete in the U.S.?" Accounting Horizons. 15(3), 257. Gonzalez, J. (1999) "The Miracle Turned Crises in the East Asian Region: Implications for Policies Affecting Transnational Migrants." SOJOURN: Journal of Social Issues in Southeast Asia. 14(1), 140. Hannon, J., Huang, I., Jaw, B. (1995) "International Human Resource Strategy and Its Determinants: The Case of Subsidiaries in Taiwan." Journal of International Business Studies. 26(3), 531. Harvey, M., Speier, C., Novicevic, M. (1999) "The Role of Inpatriates in a Globalization Strategy and Challenges Associated with the Inpatriation Process." Human Resource Planning. 22(1), 38. Hawthorne, S. (2001) "Beyond Technoglobal Corporatisation: Toward a Wild Politics." Melbourne Journal of Politics. 28(1), 69. Kim, K., Park, J., Prescott, J. (2003) "The Global Integration of Business Functions: A Study of Multinational Businesses in Integrated Global Industries." Journal of International Business Studies. 34(4), 327. Kim, P. (1999) "Globalization of Human Resource Management: A Cross-Cultural Perspective for the Public Sector." Public Personnel Management. 28(2), 227. Levym O., Beechler, S., Taylor, S., Boyaciller, N. (2007) "What We Talk about When We Talk about 'Global Mindset': Managerial Cognition in Multinational Corporations." Journal of International Business Studies. 38(2), 231. Lipiec, J. (2001) "Human Resources Management Perspective at the Turn of the Century." Public Personnel Management. 30(2), 137. McHugh, P. (1997) "Team-Based Work Systems: Lessons from the Industrial Relations Literature." Human Resource Planning. 20(3), 44. McIntyre, R. (2001) "Globalization and the Role of the State: Lessons from Central and Eastern Europe." The Ecumenical Review. 53(4), 447. Mittelman, J. (2002) "Making Globalization Work for the Have Nots." International Journal on World Peace. 19(1) Molle, W. (2003) Global Economic Institutions. New York: Routledge. Ojah, K., and Monplaisir, L. (2003) "Investors' Valuation of Global Product Design and Development." Journal of International Business Studies. 34(5), 457. Roth, K. (1992) "International Configuration and Coordination Archetypes for Medium-Sized Firms in Global Industries." Journal of International Business Studies. 23(3), 533. Rugman, A. and Verbeke, A. (1998) "Multinational Enterprises and Public Policy." Journal of International Business Studies. 29(1), 115. Stewart, R. (1993) "Environmental Regulation and International Competitiveness." Yale Law Journal. 102(8), 2039-2106. Welbourne, T. (1995) "Fear: The Misunderstood Component of Organizational Transformation." Human Resource Planning. 18(1), 30. Wilderom, C., Glunk, U., Inzerilli, G. (1996) ""European Management" as a Construct." International Studies of Management & Organization. 26(3), 3.

The implications of globalisation on the area of human resource

GLOBALISATION AND THE MODERN ORGANISATION: Effects Of The Race To The Bottom Phenomenon And The Role Of Managers ...

Business Report (Case Analysis - Autoliv Australia)

Introduction             Autoliv is an Australian manufacturing company that manufactures safety occupant restraint systems such as seat belts, airbags and child restraints for car manufacturers like Ford, Holden, Toyota and South Korea. Autoliv’s workforce is highly diverse. The company achieved success because it was able to integrate its human resource policies and practices with the organization’s ultimate goals and objectives. In order to do this, the company has restructured its human resource management policies and practices.   Question 2: Schuler and Jackson’s Contingency Framework             Schuler and Jackson (1987) were among the researchers who promoted the contingency approach to human resources management. According to these researchers, a firm can be effective if its HR practices and strategy are aligned with other aspects and strategies of the firm.              Another argument that favors the fit perspective was presented by Baird and Meshoulam (1988). They argued that HR must be closely integrated into the planning process of the firm. In addition, they also advocated the idea that a firm can achieve success if it is able to develop HR policies and practices that compliment and support other HR policies and practices and other elements of the organization’s strategic plan. The contingency perspective according to Radcliffe (2005) assumes that business performance will be improved when there is consistency or fit between the business strategy and HR policies.   SHRM at Autoliv                 The first step that the company took was making its HRM department a strategic partner in the business process. The company took a strategic human resource management perspective. Strategic human resource management (SHRM) is a philosophy of people management based on the belief that human resources are uniquely important to sustain the success of a business. SHRM can be defined as the process of linking the human resource functions with the strategic objectives of the organization in order to improve performance (Ahmed et al, 2006). Strategic human resource management involves the linking of HRM with the strategic goals and objectives of the organization in order to achieve a progressive business performance and achieve an organizational structure that promotes innovation and flexibility (Buyens and de Vos 1991). Strategic HRM according to Burke and Cooper (2004) has emerged as a major approach to improving the competitive advantage of the firm. The goals and objectives of HRM are aligned with the strategic objectives and plans of the organization.             Autoliv aligned HR practices with organizational strategies. Autoliv developed HR strategies and policies that support the organization’s strategy. 1. Performance Management             The company applies an integrated performance management model where in the company identifies its objectives and then measure the performance indicators. The company’s objectives are sustainable growth, customer focus, employer of choice, world class manufacturing, and social responsibility. The company developed a performance management system wherein these objectives are linked to HRM objectives and outcomes. The company uses benchmarking in its performance management. HR at Autoliv benchmarks practices across industries and globally to give the company a clearer insight on how it compares to others as a means of performance improvement. 2. Work Design             Autoliv also sought to initiate changes in the area of work. This was done by changing the way work is done in the company. The company designs its work by focusing on quality, flexibility, and the customers. 3. Staffing             Recruitment and selection are important HRM practices. Recruitment is an HR practice where the company attracts job applicants while selection is the process of identifying the most qualified job candidates. The company designed its staffing process in order to ensure that it attracts qualified applicants, has mechanisms to identify the best candidates to fill its jobs and has the appropriate strategies in place to motivate employees to perform and to satisfy and retain them. 4. Education, Training and Development             Training is the HR practice wherein employees are equipped with the knowledge, skills and abilities that they need to perform their current responsibilities. Development is the process by which employees are trained to fulfill future responsibilities. The company pays significant attention to human resource development (HRD). Human resources development according to Sims (2002) coordinates the organization’s efforts to provide training and development experiences for its employees. The company invests large amount of money, time and effort in developing the skills of its employee. Autoliv ensures that its education, training and development strategies are in alignment with the organizational goals and strategies. 5. Career Development             Autoliv initiates and makes sure that career development opportunities are available to everyone in the organization. The management partners with the employees and the HR department in making sure that career development takes place. 6. Reward and Recognition             Managing rewards in a way that it aids in the reinforcement of the behaviors, attitudes, and work ethics that the company seeks to promote is very essential to the success of Autoliv 7. Equal Opportunity and Work-Life Balance             Autoliv is committed to diversity and is considered as an employer of choice. The company has introduced diversity policies and is active in promoting equal opportunities for everyone. As part of the company’s commitment to its female employees, Autoliv developed a work-life balance strategy that benefits its female staff.   Question 3:             The change initiative at Autoliv aimed at making the organization more flexible and achieving high quality in manufacturing. The company also aimed to become more consumer-focused.             The change initiative from the design process to the implementation was headed by the CEO and the top management. The CEO is the one responsible for identifying the goals and objectives of the company. The CEO creates a vision and communicates this vision to the people of the organization. The leadership style taken by the CEO at Autoliv can be considered as transformational leadership. The focus of transformational leadership are the people and their relationships. Transformational leadership aims to transform feelings, attitudes and beliefs. Transformational leadership occurs when one or more persons engage with other sin such a away that leaders and followers raise one another to higher levels of motivation and morality. Transformational leadership leads to the transformation of the leader, the followers and the social system in which they function.  The changes that took place in Autoliv are developmental in nature, wherein the organization sought to achieve more. As change take place in the organization the leader according to Williams (1998) must have the ability to create and sustain excellence. He must posses proactivity and a capacity for anticipatory thinking, envisioning and action. They must recognize the importance of innovation and must have the skill to tap into all available sources of creativity. Lastly, leaders must integrate competence and the ability to co-ordinate the constituent parts and strengths of an organization into cohesive and effective production and delivery.   Leading Change             The organizational leader (CEO) is the one that leads change. The CEO creates a vision and communicates this vision to the people in the organization. In leading change, the leader takes different role. Chartier (1985) identifies the different roles that leaders must fulfill in facilitating change. 1. The Leader as Catalyzer – The CEO and management of Autoliv challenged the status quo and wanted to change how things are done in the organization. The leader was the one who envisioned the goals for the organization. 2. The Leader as Process Helper – The CEO as the change leader, was the one who is in-charge with the problem solving and innovation processes of the organization. 3. The Leader as Solution Giver – The CEO created solutions and effectively communicated them to the employees. 4. The Leader as Resource Linker – The CEO was able to bring the organization’s resources together. 5. The Leader as Stabilizer – The CEO was able to build interdependence and cohesiveness on all sides of the organizational change. In order to ensure the success of the change initiative, the management did the following: 1. Built a Climate for Change             Successful change in the new economy will result from a climate that welcomes, initiates, and manages change. In such a climate, risk is accepted as a natural part of doing business. A premium must be placed on innovation and creativity. Employees have to be encouraged to try new and different approaches to the job and other work processes (Sims 2002). 2. Communicated the Changes to Everyone in the Organization             Effective communication is important in managing change. Effective communication is a key tool for managers seeking to drive successful change. Organizations that can communicate effectively about change increase the odds that changes they undertake will be successful, and that the environmental changes they encounter will be understood. Organizations that mismanage communication about change or simply ignore the need for it when change is necessary, help guarantee their own struggles and failure to change (Axley 1996, p. 194; Kotter 1995). Organizational change needs commitment from both the employee and management. Managing change is not a simple task. The management needs to make sure, above anything, that the employees understand the reasons for change. The employees must realize the importance of change and how they can contribute to the success of organizational change. Below are some strategies that can help the organization to be successful in its change efforts.   References Baird, L and Meshoulam, I 1988, ‘Managing Two Fits of Strategic Human Resource Management’, Academy of Management Review, vol. 13, pp. 116-128.   Burke, R and Cooper, C (Eds) 2004, Reinventing Human Resources Management: Challenges and New Directions, Routledge, New York.   Buyens, D  and De Vos, A 1999, The Added Value of the HR Department. In C Brewster and H  Harris (Eds), International HRM: Contemporary Issues in Europe (pp.31-47), Routledge, New York.   Chartier M R 1985, Functional Roles for Facilitating Organizational Change. In L D Goldstein and  J W Pfeiffer (Eds), The 1975 Annual Handbook for Group Facilitators, San Diego CA University Associates.   Schuler, R S and Jackson, S E 1987, ‘Linking Competitive Strategies with Human Resource Management Practices’, Academy of Management Executive, vol. 1, no. 3. pp. 207-219.   Sims, R 2002, Organizational Success through Effective Human Resources Management, Quorum Books, Westport CT.   Radcliffe, D 2005, ‘Critique of Human Resources Theory’, Otago Management Graduate Review, vol. 3, pp. 51-67.   Williams, M R 1998, Mastering Leadership: Key Techniques for Managing and Leading a Winning Team, Thorogood, London.

Business Report (Case Analysis - Autoliv Australia)

Introduction Autoliv is an Australian manufacturing company that manufactures safety occupant restraint systems such as seat ...