Globalization has various impacts on the HRM functions in an organization. The HR managers, however, have in several instances impeded globalization through developing strategies aiming at running away from competition which undermines the corporate culture of the organizations (Pucik, 1992). The small hindrance is caused by workforce productivity which poses a great challenge for many organizations since it requires the HRM functions change their policies, processes, and procedures to work on the global level. The current organizational cultures are focused on the particular country thus the HR managers might find it difficult to managing the diversity of workforce to meet global standards.
However, the HR managers can rise to Puciks challenge by handing pressures of more labor rights, outsourcing their employees, manage productivity and quality and expatriate their staff to work abroad without negatively impacting the firms culture. The HR manager can find employees that meet the global challenge and ensure appropriate of staff regarding culture, skills, and knowledge. Having a mixture of talents of different cultural backgrounds and lifestyles helps the company to respond to business opportunities effectively and managing competition (Pucik, 1992).
Importance of Cultural Interpretation by International Managers
Understanding and interpreting the complex cultures of communities is important for managers as it shapes the HRM practices of the firm. The culture can impact the behavioral dynamics of an organization, and an effective manager should critically analyze cultural aspects of employees to determine their attitudes and values that are in line with organization strategies. International managers experience diverse workforce from different backgrounds. They should have the ability to develop approaches that do not conflict the community cultures.
Cultural interpretation aids in achieving balance through linking managers strategies with cultural practices. A manager that successfully interprets diverse cultures is likely to encourage team-building that binds employees together. It encourages workplace discussions and helps the firm develop employee-friendly policies and guidelines. The staff is treated as one despite being of different backgrounds thus promoting unity in the organization.
Regionally Aligned Sets of HRM Practices
Regionally aligned sets of HRM practices need to be carefully thought by HR managers because it has vital importance to their firms. These sets should be implemented by the HR managers because they highly regard collective decision-making that gives the opportunity to each employee to participate. They further allow unanimous decisions which are crucial when making decisions in the organization. Practices that takes account of various regions results to emphasize on team work and guarantees employment practices to staff until their retirement. This can be a motivating factor to the employees.
The classic case of these sets is a Confucian model which promotes seniority based promotion and pay which can prevent the rate of turnover in the firm. It also offers less restrictive contracts and emphasizes on staff welfare programs such as recreational facilities, housing benefits and medical. This is important in motivating the staff to increase their productivity which is beneficial to the organization in long-term.
Cultural intelligence does exist not only in an organization but also in any environment that involves interaction with people of different cultural diversities. Cultural intelligence involves the ability to work and relate effectively in the culturally diverse environment. It involves having confidence in multicultural interactions, gaining knowledge and understanding of how cultures are similar and different, having the ability to plan for multicultural interactions and adapting multicultural contexts. Having cultural intelligence is so critical in an organization. The employees need to be culturally competent and should easily respond to cultural cues and be creative regarding personal social networks and resources (Earley & Mosakowski, 2004).
Organizations leaders should emphasize on intercultural negotiations and form cross-border alliances that enhance diversity in dealing with organizational issues. Being conversant with different cultures improves interpersonal trust, commitment, and loyalty with colleagues in the firm and that impacts on the coordination, communication and joint participation in activities. Therefore, the HR managers need to employ employees who possess this fundamental skill for the benefit of the organization (Earley & Mosakowski, 2004). References
Earley, P. C., & Mosakowski, E. (2004). Cultural intelligence. Harvard business review, 82(10), 139-146.
Pucik, V., Tichy, N.M. and Barnett, C. (1992) Globalizing Management: Creating and Leading the Competitive Organization, John Wiley & Sons: New York
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