Human Resource Management Group Editing Services

Human Resource Management Group Editing Services

This is a solution of human resource group assignment help in which we discuss the concept of international human resource management with special emphasis on the requirement for work force and expert management in the company

Introduction

In this study, an in-detail discussion will be held on different kinds of issues pertaining to the concept of international human resource management with special emphasis on the requirement for work force and expert management in the company (Adler & Gundersen, 2007). For the conduction of the study, Australia and New Zealand Banking Group has been chosen where the organisation belongs from Australia (home country) and operates business in host country like India (host country). In addition to that, the bright light will also be put on the external environment which influences the location of the business enterprise (Australia) in the host country (India) along with the nature of business related operational activities in overseas. The topic of cross-cultural management will be discussed. Furthermore, the particular issues pertaining to the host country’s business environment will also be clarified. The company, which has been chosen for conducting this research, is Australia and New Zealand Banking Group, an Australia-based company. The discussion will be held on the overseas operation in India. Before entering into the discussion, it is essential to get an overview of the organisation’s background.

Outline

Background of the organisation

Being one of the prominent banking enterprises, Australia and New Zealand Banking Group has been playing important role in catering to customers around the thirty-four countries around the globe. Its presence has been felt in different continents such as Europe, Asia, America etc., apart from being headquartered in Melbourne, Australia. It deals with different kinds of products such as corporate finance, corporate banking, trading of shares in share market, working capital etc. Since 1989, the organisation has been operating business processes in India. Under the efficient leadership qualities of Shayne Elliott, the Chief Executive Officer of the Australia and New Zealand Banking Group, it has been able to witness the steady trend of growth in terms of profitability (Adler & Gundersen, 2007).

Issues pertaining to International Human Resource Management

There are some issues pertaining to the concept international human resource management. These issues are faced by the Australia and New Zealand Banking Group as the Australia and New Zealand Banking Group has opened their business operations in India. The brief discussion should be held so that a clear idea can be got regarding the issues faced by the host country India. In this context, it can be mentioned that the Australia and New Zealand Banking Group has been operational in Bangalore city of India.

• Differences in the pattern of culture in the home and host countries
• Existence of different legal framework in India
• Development and training methods for upgrading the skills of the employees in Indian branch of Australia and New Zealand Banking Group
• Pattern of diversity in workforce in business in India
• Economic issues related to human resource management
• Technological issues
• Compensation issues

It has been always been challenging for the Australia and New Zealand Banking Group to cope up with the different pattern of culture in India. It is natural that culture in the business organisations plays important role in influencing the individual culture of the employees irrespective of the nationalities (Chiang & Hsieh, 2012). In India, most of the organisations like to get direction from the upper level of management. They prefer to be reactive instead of being proactive. However, when it comes to the matter of welcoming new change, Indian organisational members of the Australia and New Zealand Banking Group possess a good level of tolerance for welcoming new organisational change. Despite having no existence of inequality in the workplace of Australia and New Zealand Banking Group in India, some of the issues are faced in the workplace such as workplace politics, bully, sexual harassment etc. However, there is legal framework in India for combating these issues.

The legal framework has not been made for addressing issues like workplace bully in India and that is why it is difficult to find a solution to it. However, the Indian judiciary has given serious thought to addressing issues related to sexual harassment of women in India by framing legal framework like Sexual Harassment of Women at Workplace (Prevention, Prohibition, and Redressal) Act. This came into effect in the year 2013.

There are some issues faced by the Indian branch of Australia and New Zealand Banking Group regarding training and development program. With the changing situation in the Indian corporate world, it has become imperative to make the organisational training material go through frequent changes (Luthans & Doh, 2009). Moreover, most of the Indian employers do not like to impart training program for a long time. Moreover, there are other barriers to being trained such as linguistic problems, learning problem etc (Alfes et al. 2013).

Australia and New Zealand Banking Group also face the economic issues such as increasing rate of consumer demand, inflationary situation, fluctuation in the consumer purchasing power etc.

The pattern of the culture of the Australian and Indian workforce is different from every aspect. Workforce diversity exists in the organisation as different people belonging to different castes, creeds work. It is challenging for the management when it comes to increasing the competitiveness through installing goal-directed behaviour amongst the members of the organisations. The organisation tends to focus on gaining strategic success through utilisation of diverse workforce in India (Lengnick-Hall, Beck & Lengnick-Hall, 2011).

It is challenging for the company to keep their technology updated with the changing situation in the business world. Framing compensation policy for Indian workforce keeping pace with the economic demand and standard of living of the employees is a major issue for the company. It helps in controlling attrition rate.

External environment of the location of the company in host country

It is required to discuss the pattern of the external environment of the location of the company in the host country in India. For that reason, it is imperative to make effective utilisation of PESTLE analysis tool so that a clear overview can be got.

• Political: In India, it is difficult to some extent to continue business operations without the existence of pressures from the political outfits. Being the largest democracy in the world, Indian politics is defined by the existence of so many political outfits. It is the major issue for most of the business corporations when it comes to the making bargain with the ruling political outfits in different states of India. However, a situation in metropolitan cities like Bangalore is different and favourable for most of the business corporations. The Central Government of India is in favour of accelerating economic development of the country by providing the corporations access to the Indian economy.
• Economic: The rate of economic growth in India has been increasing since 1991 with the arrival of privatisation, Foreign Direct Investment etc. In the year 2016, the rate of Gross Domestic Product growth in India is approximately 7.6 percent. It indicates a favourable economic condition for conducting business activities in India. Moreover, the Central Government in India puts focus on inviting different multinational corporations around the world for accelerating the growth of the Indian economy. Moreover, the Indian Government’s response in attracting Foreign Direct Investment in different profitable sectors is considered as positive.
• Social: The population of India is increasing and with that the number of aged people. On the other side, a lot of educated youth are coming forward for showing their keen interests in doing the job. In metropolitan cities of India, most of the people irrespective of gender are working. The most of the universities are giving emphasis on providing vocational education and different educational programs like MBA, MCA etc (Zhang, Liang & Sun, 2013).
• Technological: The information technology sector is developed in India. Different kinds of sophisticated software are used in the business corporations in India. India has been able to make considerable advancement in the field of science and technology. The most of the business corporations tend to use state-of-the-art technology for managing businesses.
• Legal: There are a lot of acts and regulations in India, which deal with the working conditions of the factory workers, wage, and remuneration-related issues, maternity leave in the workplace, sexual harassment in the workplace.
• Environmental: In environmental matters, it can be said that India has been witnessing steady growth of urbanisation with the active patronage from the Central and states’ Governments. However, it is creating different problems in the forms of pollutions, such as air, water etc.

Cross-cultural management

The difference in the culture exists in every country. It is important for the companies like Australia and New Zealand Banking Group is to manage the cross-cultural issues in India if it wants to manage the business in a successful manner. The Australia and New Zealand Banking Group has been able to manage this in an efficient manner. It keeps in mind some of the socio-cultural factors of the Indian workforce. The Australia and New Zealand Banking Group follows some of the Hofstede’s dimensions regarding cross-cultural management (Wright & McMahan, 2011).

• Collectivism versus Individualism
• Uncertainty Avoidance
• Femininity versus Masculinity
• Distance in the power

However, the company follows some of the strategies for managing cross-cultural issues in India with reference to the strategies followed by the Australia and New Zealand Banking Group.

• It gives importance to providing the employees with holidays as per the declaration of the Central Government of India. Hindu and Muslim workers are provided with holidays during their religious festivals. It indicates the sign of respect for Indian culture.
• The management of the company Australian and New Zealand Banking Group lays emphasis on creating integrated organisational culture through ignoring the differences in the cultural patterns of the individuals (Wang, Solan & Xu, 2014).
• The management of the company possesses good knowledge of the cultural pattern of India keeping in mind diverse nature of the cultural perceptions and notions.
• The management focuses on minimisation and management of the risks associated with the cultural and religious perceptions of the Indian workforce.
• It also takes care of the employees dealing with family issues.
• It tries to maintain the balance between the western and oriental culture in the organisation.

Conclusion

Throughout the diametrical study, the emphasis has been laid on addressing different issues related to human resource management with reference to the company Australia and New Zealand Banking Group. Along with that, discussions were held on PESTLE analysis in India, the host country. Lastly, a glimpse of cross-cultural management has been given with addressing to the cross-cultural issues.

Reference List

Adler, N. J., & Gundersen, A. (2007). International dimensions of organizational behavior. Cengage Learning.

Alfes, K., Shantz, A. D., Truss, C., & Soane, E. C. (2013). The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model. The international journal of human resource management, 24(2), 330-351.

Chiang, C. F., & Hsieh, T. S. (2012). The impacts of perceived organizational support and psychological empowerment on job performance: The mediating effects of organizational citizenship behavior. International Journal of Hospitality Management, 31(1), 180-190.