Business Essay Sample – The Main Implications Of Globalization For HRM

Critically assess the main implications of globalization for HRM, and analyze the future challenges for people management within an organizational setting

Within an organizational setting, the implications of globalization for HRM are immensely driven by an understanding that people will be treated fairly and there would not be any issues that concern their distinctive cultural settings. The implications of globalization for HRM dictate the fact that much can be achieved by organizations if the HRM unit is functioning in a proper manner. If there are no significant interventions by the top management and if the HRM unit is allowed to work independently, then the employees can expect a great amount of positives coming within their way on a regular basis. The main implications of globalization for HRM are in terms of people management and in taking care of the day to day affairs of the organization, which essentially mentions where shortcomings and apprehensions arise and how best to do away them in a convenient way (Richter, 2006). This paper highlights how globalization has affected HRM and how several employee levels within an organization work to their best possible levels to bring that vital change which is much needed. Also significance is laid on different premises like cultural manifestations, people to people linkages, role of top management and specialists, and the usage of resources for the overall betterment of the organizations and the productivity basis of the employees in the long run.

get best college help
It is significant to first define how globalization has affected HRM. With the advent of time and age, globalization has influenced each and every segment of life and professional domains are no exception to this rule. Similarly, HRM gets its basis from the professional regimes where emphasis is on getting the job done for the sake of people management, which includes recruiting, firing and so on. Also other tasks like payroll management, complaint management and proactive checks that are kept on the employees depend a great deal on how HRM shapes up and is able to make decisions on its own. However, when there are significant issues which need the attention and care of the top management, then the latter concerns drop into the related equations (Nelson, 1997). The main implications of globalization for HRM depend a great deal on how globalization is viewed in essence and how it is able to resolve the ambiguities which stand in the way of HRM dependence. There is a dire need to comprehend the fact that HRM will take care of all such nuances if handled in an amicable fashion. Also the manner in which HRM will manifest its truest role is something that goes to show how things are deemed as important under the aegis of the workplace discussions. Globalization has indeed come out as an eye-opener for many organizations around the world and it is for this reason that there are immensely significant pointers that shall be discussed and delved deep upon in this paper.

When HRM is seen from a global perspective, different employees are hired who belong to distinctive cultures from around the world. How they are managed is an interesting phenomenon which needs to be seen from the organizational and industrial standpoints. These employees do find it hard to adjust within various workplace locations yet are always willing to bring a change within their personalities and domains to suit the needs and requirements of the organizations they work for. The earnestness on their part to bring about a change is always present. The need is to comprehend how to set things right within the organizational settings so that HRM presents a true picture. Globally speaking, HRM is always given preference within an organization because it creates an instructional basis for the employees and tells them the difference between the right and the wrong. It is a fact that those organizations which have many employees on board usually look up to their HRM domains in order to bring sanity within recruitment, day to day people management and firing concerns. They always appreciate the true value that the HR managers bring to the fore and the entire HRM unit that associates its own self very closely between the employees and the organizations (Lee, 2004). The HRM concerns should be given the support and confidence that is much needed because they have to make sure that all actions and steps are being undertaken in the right letter and spirit, and that there are no glitches and shortcomings at any stage whatsoever.

Cultural understandings are quintessential to have because these discuss the basis of knowing where shortcomings are, and how these need to be checked properly by the HRM unit. Once again, significance has to be paid towards each and every employee working towards his best in the organization, irrespective of his background, the language he speaks or the way he talks. When employees from several cultures interact with one another, the organizational environment becomes a healthy one. Many employees view this as a sign of fresh air where people from varied backgrounds end up working with each other. This is indeed a pragmatic approach by any organization in this day and age since people belonging to several backgrounds have similar strengths which are earmarked as opportunity areas for the organizations. When they combine their intrinsic efforts and strengths to bring about a successful regime in place, the organization benefits from it. Also it helps the organization to grow and develop beyond its estimated means (Kelly, 2000). Other industrial players also think of it in a much practical way and there is less theory at hand on offer. The cultural settings are somewhat of a confusing premise for the employees at times as well. They have to find out whether or not they will be able to understand a language and make-do with the cultural attitudes that an employee might have. More often than not, this turns out to be an opportunity to learn new things and change one’s own demeanor in a positive sense, which is a step in the right direction as far as HRM practices and beliefs are related (Rothwell, 2005).

How HRM contributes to the overall well-being of the organization is an interesting discussion. It sets the basis for finding people who will bring sanity within the ranks of the organization and prosper it in the long run. It also empathizes with the employees as they go through varied norms at the workplace. Their day to day affairs are handled by the HRM unit as it pinpoints where anomalies arise and discusses the same in the light of the organizational practice and discourse. HRM is a very vast field and it covers not just the recruiting and firing mechanisms but also the everyday affairs like attendance, payroll and complaints made as regards to various employees. Also when the employees need to raise their voice with relation to the top management or the linked suggestions that shall go a long way in building the organization what it wishes to be in the future, these employees contact the HRM to inform them of their plans and advices. Hence it is a two-way traffic that takes place between the HRM and the employees. The more productive the relationship, the better it will be for the sake of the organization from a strategic standpoint (Cooper, 2004). The need is to have a proper insight with regards to aspects which need more attention and detail of the HRM unit in light of the organizational discourse and understanding. The end decision always rests with the HRM as their managers and executives follow the dictum as laid down in the code of conduct that the organization holds solidly on to.

Indeed people management is an art that can never be perfected by anyone, let alone an HRM unit within an organization. It has to be understood from the beginning and exercised in its meticulous domains to achieve as close to perfection as possible. The need is to find out where anomalies are and how best to attain the confidence of the people who are deemed as imperative right from the outset of such discussions (Cronshaw, 1999). People management must be seen as an area where significance has to be paid for the long term success of the employees – whether or not they belong to a distinctive culture or from a number of communities around the world. There is a dire need to have an insight regarding how employees must conduct their own selves yet HRM has to make sure that these employees are instructed and advised beforehand. If such nuances are handled in an amicable way, there would be sanity prevalent within the different undertakings of the organization. Otherwise one can expect gross disregard of the organizational rules and policies and a sheer lack of trust amongst the employees, which does not go down too well with the HRM unit and its related performance. Thus in order to manage people in a quantifiable way, it is of paramount essence that the HRM unit knows its job well and goes about doing it in the most apt manner that there is. It will take care of all the disputes and disparities that arise at the workplace and manage people in a corrective fashion.

A proper staffing and recruitment strategy will be able to bring in the positives that the HRM is geared to achieve within the relevant settings. The HRM is always looking up to this strategy which is formulated by both HRM and the top management circles within this organization. Indeed the top management gives the recommendation to the HRM as per the policies and rules that the organization shall govern over the employees. When the new employees join a workplace, they are dictated by these rules and policies so that their work domains could be made easier. Also the old employees must be given a refresher course by the HRM unit so that the employees are kept under a proper organizational check at all times (Egan, 2001). This gives a positive outlook of the organization because the employees find it easier to cope with the changes and amendments happening at the workplace if they are kept under check. They would not do it themselves yet would appreciate if the HRM unit ensures in telling them where they are going wrong and what corrective measures are required on the part of the employees. This guarantees that the negativity is kept out of the window and all-out success is attained in the long run. Also success is achieved as far as understanding of the employee domains is concerned. This will go a long way towards detailing most of the tasks that the employees have to face or will face in the future. The employees are reassured by the actions undertaken by the HRM.

How the top management plays its role must be deciphered in a manner which shall bring harmony within the related ranks. The top management must always realize where it is going wrong and what corrective measures are needed on its part. This must be done so by the HRM as it tells the top management where they are lacking and how coordinated their steps and activities should be so that the employees can connect with them on a one to one level. Then again, the comprehension must be drawn from the organizational discourse which remains a significant proposition (Shiplett, 2000). One must note that the HRM basis will resolve quite a few issues which stand in the wake of the differences that arise between the employees and the top management settings. If the HRM entity pre-empts such a changing scenario cropping up, then it is always a good idea to take care of the same beforehand. However, if it has erupted without much anticipation at any end, then the reactive mechanism shall be employed – which is to bring about a crisis management scenario in place (Cappelli, 1999). The need is to find out where anomalies exist between the employees and the top management, and thus do its best to bring a solution that is feasible and acceptable for both the parties in the long run. The role of the top management is such that it will have to foresee what mistakes are being committed on its part and how best to avoid them in the future.

When the role of the top management is defined well, the middle managers have a specific duty to correspond in the same vein. They need to take actions which are based on the wellness of the organization with decisions taken from HRM realms. These middle managers are indeed the specialists who work in an organization and are answerable for all the technical aspects that arise at the workplace. At times, they require the help and support of the HRM in order to make them understand that their nuances are well and truly covered by the organizational philosophies. However, there are changes that must be kept under a check and it is within these quarters that the role of the HRM is made apparent (Bertucci, 2006). If the HR manager believes that the employees are not taking him for a ride, he will consult the relevant employee and ask him to explain his own self. If however, he is unaware of the varied norms and routines that engulf an employee, he would not make an effort and continue in his own vein. The need is to understand how the middle managers within the organization are deciphering the situation at hand and how their relevant domains are being handled by the people. If these are taken care of in an amicable fashion, then there is a dire need to comprehend where anomalies exist and the best possible methods to reach a point of consensus (Sims, 2002). This is important because it dispels many impressions and creates a sense of optimism which is much required at the end of the day.

Hence the implications of globalization for HRM are important because they set the basis for attaining the goals and objectives that an HRM entity looks to have within its fore. The need is to understand how anomalies need to be taken care of and how strengths can be turned into opportunity areas as and when required. However following a consistent approach towards HRM by enacting policies and strategies is the need of the hour under the changing workforce regimes in these times. This consistent approach can only be had when there are concerted efforts and measures by all and sundry to resolve ambiguities and errors. Also it would resolve the long standing issues which plague the employees on a number of different counts. If they hail from different backgrounds and settings, it is not the mistake of the employees and hence should not be treated in a manner that makes them feel degraded. The role of the HRM is to tell the employees that they are valued for who they are and what they bring to an organization with their respective work manifestations (Gellerman, 1968). When this is done, there is an emphasis of getting the job done through pragmatism and a focused approach to resolve issues that might come about in the future. Hence a proactive approach sets things right within an organization as this has been much researched upon within different workplace environments and industries. In addition, it would set the ball rolling in the right direction because this is an aspect that requires much attention from the HRM domains.

What future holds for HRM is something that needs to be analyzed adequately and understood within the relevant domains. Even though all organizations in the present times are geared to achieve new heights and objectives, without having a sound HRM domain would not make them see the light of the day. This will be attained in a quantifiable way if the HRM settings are handled in an amicable manner. Also concentration and attention should be paid towards recruiting HRM staff who know their tasks well and who would lead by example. Many employees believe that HRM has a very bright future but then again they have to see whether or not this is the case in essence. For HRM to have a bright future, their own endeavors should always be carried out in a forthright way (House, 2004). This will lessen the tension between themselves and the organizational domains. When HRM acts as a bridge between the two, its role gets magnified and that too for all the right reasons. The need is to comprehend where anomalies can come about and how best to keep those away for the long term benefit of the organization that one is talking about here. Essentially speaking, the role of the HRM personnel is also drawn out because they must manifest their truest basis through actions and undertakings and not merely words alone (Smith, 1993). This will resolve quite a few issues within the relevant scheme of things as far as an organizational understanding is concerned and take care of the relevant issues which plague it every now and then.

In the end, it would be sound to suggest that HRM is a major force within any organization and its role cannot be denied under any circumstance whatsoever. If the HRM function is given the same importance as any other department within the organizations, the employees will be given priority and this will eventually reflect positively on their related work domains (Caluwe, 2000). Any organization that wishes to improve its own self should always look to explore how HRM can be truly expanded to accommodate the wishes and desires of the employees, yet under serious limits and levels. This will settle the issues that plague the organization in more than a single way. It will also bring in a great amount of optimism which is required on the part of the employees and the linkage that is established through the HRM unit. All said and done, this paper has highlighted both the positives as well as the downsides that HRM brings to the fore and how globalization has enacted measures within the related settings.

Bibliography

Bertucci, G., 2006. Unlocking the Human Potential for Public Sector Performance. Public Personnel Management, 35

Caluwe, L., 2000. Learning to Change: A Guide for Organization Change Agents

Cappelli, P., 1999. Employment Practices and Business Strategy. Oxford University Press

Cooper, C., 2004. Reinventing Human Resources Management: Challenges and New Directions. Routledge

Cronshaw, S., 1999. Functional Job Analysis: A Foundation for Human Resources Management. Lawrence Erlbaum Associates

Egan, M., 2001. Workforce Diversity Training: From Anti-Discrimination Compliance to Organizational Development. Human Resource Planning, 24

Gellerman, S., 1968. Management by Motivation. American Management Association

House, R., 2004. Culture, Leadership and Organizations: The GLOBE Study of 62 Societies. SAGE Publications

Kelly, G., 2000. Employment and Concepts of Work in the New Global Economy. International Labor Review, 139

Lee, M., 2004. Human Resources, Care Giving, Career Progression, and Gender: A Gender Neutral Glass Ceiling. Routledge

Nelson, J., 1997. The Boundaryless Organization: Implications for Job Analysis, Recruitment, and Selection. Human Resource Planning, 20

Richter, R., 2006. The Art of Managing Everyday Conflict. Journal of Comparative Family Studies, 37

Rothwell, W., 2005. Career Planning and Succession Management: Developing Your Organization’s Talent for Today and Tomorrow. Praeger

Shiplett, M., 2000. Introduction: Workforce Planning and Human Capital. The Public Manager, 29

Sims, R., 2002. Organizational Success through Effective Human Resources Management. Quorum Books

Smith, M., 1993. Theory and Practice of Systematic Personnel Selection, 2nd ed. Macmillan Press

get best college help