Part 1- Introduction The report contains the...
This is final part of Effects of Globalization on HRM Dissertation, this Human Resource Management Dissertation conclusion consists the emerging questions also.
Discussion and conclusion
The first research question of this particular study was about the effects of the process of globalization on the modern day human resources management strategy. This we have discussed in the literature review (second chapter) section at length. The globalization process has changed the course of human resource management practices quite effectively. Due to the globalization, the multicultural workforce has forced these changes on the human resource management departments. It is imperative for the companies as well as their human resource wings to understand the cultural factors as well the different kind of needs which are manifested by the workers who hail from a different geographical and socio economical background. The practices need to be altered according the domestic practices of those countries where these organizations are expanding their operations. Otherwise it will not help the company in sustaining in those geographically dispersed areas with an ever increasing attrition rate. (see the first chapter, Effects of Globalization on HRM Dissertation – Introduction)
The second research question dealt with the common approaches which are being used by the human resource managers to cope with the challenges of the globalization. The approaches which are being followed can be identified from the literature review as well as the findings of case studies) which have been carried out as a part of this dissertation. The most important steps that have been taken by the human resource management wing of different multinational companies are localization of the fundamental activities of the department in the geographically and culturally dispersed areas where the company has expanded its operations and intends to sustain in that area. Through the help of expatriates and the international work force, the companies are trying to slowly change the modus operandi as well as the existing culture of the company. The re alignment of the corporate goals is being done country specifically.
The third research question have enquired about the ways the human resource managers can help companies in coping with the challenges of globalization in particularly the field of recruitment and selection so that the undertaken strategies are deemed effective. The human resource managers and the department has taken a big step in aligning the corporate culture of a particular company to that of the country in which it is operating. This alignment will help the company not only in the key human resource management functions but also the other value adding departments and activities of the firm. Especially in the field of recruitment and selection, the human resource managers have been entrusted with various tasks like identifying several talents at the domestic scene but also knowing the domestic media and improving the applicants’ networks. Building of consciousness within the top management of the company with the help of inductions on the cultures of existing and possible employment markets and cross cultural training involvements connected to the process of international initiation process also come under the aegis of the international human resource management and the human resource professionals.
The fourth research question deals with the particular strategies and frameworks those have been implemented by the human resource managers and the human resource departments of the multinational firms which have been effective and efficient in dealing with the threats rising from the process of globalization. This has been identified in the findings section through the help of the case studies pursued as the part of this study. Some strategies which have been identified as effective are of the following nature: International code of behaviours were set up, as an example we can cite the ‘recruitment planner’ which was used for the help of new tasks, setting the strategies for resourcing, recognizing the probable locations of the appropriate applicants. One other strategy which has also been considered to be very effective is the strategy involving the employees with expertise and personnel who are appropriate for specialized activities were traced during they were working for the company or were working for some other company with the help of the newly developed networking proficiencies.
The fifth and final research question deals with the topic of new directions and patterns in the human resource management practises in these international companies. The most radical new direction is thetraining and development of tools with schedules for country operations on the strategic aspects and important steps in selecting global workforce. The localization factor along with the set of selection criteria and other set of pre requisites modified according to the country of the operation will be the new standard for the human resource managers who are dealing with the international recruiting and selection activities.
This particular study has been able to show that the human resource management activities in the companies which are internationalising themselves through a globalizing process will be facing serious threats as far as the functions like recruitment and selections are concerned. Three most valuable conclusions about the role of a human resource manager who is functioning in the area of global recruitment and selection, with respect to the ever evolving strategies to cope with the threats stemming from the globalization process and the effective and efficient recruitment and selection strategy and practises can be drawn from this research work. These are the following:
- The additional importance of the human resource management activities in a global company deals with its capability to supervise the subtle poise between the systems which are co ordinate internationally and an understanding of the domestic requirements which envelopes cultural disparities as well. The basic objective of all of these activities is to align the company’s business needs and the philosophy amongst the managers seating at the top echelon of the company.
- Due to the distinct difference which has been created between the international human resource management which deals with the rules and regulations as well as the activities meant for managing the group of global workers and global human resource management, which takes into account the development of workers who are getting more globalised and managing the human resource management processes at various levels for the company with respect to the challenging stipulations for optimising and localising, the mode of global recruitment and selection has also changed.
- Due to all of these above mentioned transformations the pre existent operational dissimilarities between global recruitment and selection and local recruitment and selection have became very less.
Explore the third chapter, Effects of Globalization on HRM Dissertation –Methodology
Through this research it is possible to widen the way through which globalisation strategies with respect to the recruitment and selection are generally understood. For this particular step it is important that we shift our focus towards some related educational streams. International companies are pursuing various strategies for helping their global recruitment and selection strategies. These companies are trying to deal with the issues of scarcity of skills in the worker pool with the help of the various steps like immigration, technologies which are helping remote working, modifications to different key processes of the business and standardisation of work, the establishment of centres of excellence which they can take help of for spreading the learning of that particular organisational enveloping all the operations, or business process outsourcing.
As the concentration of the organizations moves towards the management of geographical spreading due to the process of globalization and resource optimisation, the human resource management department and related activities have an opportunity to truly influence the business ways. To deal with the related key functional areas like recruitment and selection various researchers have came out with various issues which can help the human resource department of such globalizing firms. Economic geographers have discussed regarding the topics of migration of highly skilled workers (Briggs, 2003; Baganha and Entzinger, 2004; Beaverstock, 2005; Williams, 2005; Millar and Salt, 2006), multinational strategies for supplying skilled labours as well as business process outsourcing (Bryson, Daniels and Warf, 2004) and recruitment and selection with the help of mixture of different business values which base themselves on the theories of strategic localisation (Coe and Lee, 2006).
Millar and Salt (2006) have opined that the increase in the strategy involving business process outsourcing models and the pressure from the clients to cut down on the costs has been able to drive the companies to take help of relatively new strategies for supplying skills. Through the help of various ways the recruitment and selection strategies in the lights of globalization have been modified in such ways so that these can deal with with the truth that it is imperative for the company to move the operations to the locations where skilled labours are available. The pre existent notion that workers will flock towards the work location has been discarded by the modern day human resource managers and the human resource development department of all the globalizing companies.
- Aiken, L.H., Buchan, J., Sochalski, J., Nichols, B. and Powell, M. (2004) Trends in international nurse migration. Health Affairs, 23 (3): 69-78.
- Ashkenas, R., Ulrich, D., Jick, T. and Kerr, S. (1995) The Boundaryless Organization. San Francisco, CA: Jossey-Bass.
- Baganha, M.I. and Entzinger, H. (2004) The political economy of migration in an integrating Europe: an introduction. In M.Bommes, K.Hoesch, U.Hunger and H.Kolb (eds.) Organisational recruitment and patterns of migration: interdependencies in an
- integrating Europe. Institute for Migration Research and Inter-Cultural Studies-Beitrage. University of Osnabrück. pp. 7-19
- Bandura, A. (2001) Social cognitive theory: an agentic perspective. Annual Review of Psychology, Volume 52. Palo Alto: Annual Reviews Inc.
- Bandura, A. (2002) Social Cognitive Theory in Cultural Context. Applied Psychology: An International Review, 51 (2): 269-290, p.270.
- Bartlett, C.A. and Ghoshal, S. (1989) Managing Across Borders: The Transnational Solution.Boston, MA: Harvard Business School Press.
- Baruch, Y. and Altman, Y. (2002) Expatriation and repatriation in MNCs: a taxonomy. Human Resource Management, 41 (2): 239-259.
- Beaverstock, J.V. (2005) Transnational elites in the City: British highly-skilled inter-company transferees in New York City’s Financial District. Journal of Ethnic and Migration Studies, 31 (2): 245-268.
- Björkman, I. (2005) International human resource management research and institutional theory, in I. Bjorkman and G. Stahl (eds.) Handbook of Research into International HRM. London: Edward Elgar.
- Brewster, C. (2007, this volume) Comparative HRM: European views and perspectives. International Journal of HRM.
See the previous chapter, Globalization on HRM Dissertation findings