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Management in International Organisations (Essay Sample)

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[Management in International Organisations]
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One of the major roles of international human resource managers is to create, identify and organise important information and expertise within an international organisation. This role of management requires the human resource manager of an international organization to have adequate knowledge in the field of management in order to systematically and explicitly facilitate this process effectively (Ruysseveldt & Harzing, 2004: 82). Employees need motivation and proper remuneration to help them work harder each day as they attend to their work. Therefore, a human resource manager should strife to maintain a healthy working environment where employees can share information freely. In addition, the human resource manager should allow employees to take part in making important decisions relating to their welfare. This makes them feel appreciated by their employer thus giving them a sense of belonging towards the organization. The aim of this essay is to critically evaluate how knowledge management enhances organisational effectiveness for the benefit of the entire organisation.
Strategic Human Resource Management
The Task Model
International human resource managers utilize various management theories in a bid to recruit and retain employees. The task model of management provides human resource managers with effective tools of management that enable them to have a better understanding in changes associated with recruitment patterns (Blanpain, 2010: 99). At Virgin Atlantic, the recruitment model for airhostesses emphasizes more on providing satisfactory quantity and quality of human resource to fulfill different organisational demands. In addition, the airline aims at retaining close to 90% of all their current employees by implementing this management model. To achieve this, Virgin Atlantic has developed various training programs for all their employees in order to equip them with the necessary skills of communication that assist them to serve their customers more efficiently (Typepad, 2011:1).
This approach to human resource management at the Virgin Atlantic has ensured that the company has a stable workforce that is motivated to work harder in meeting the needs of every passenger who chooses to fly with this Airline. Since 2005, the airline has organised several seminars and workshops where employees from different departments of the organization get a chance to share their experiences with others (Deb, 2006:27). Through this platform, the human resource manager is able to understand how each employee views the structure of governance of the organisation and how well their suggestions can effectively be utilized to align their personal needs to the objectives of the organisation.
Behavior Engineering Management Concept
The success of an organisation is tied to how well the human resource manager promotes performance excellence through employee communication, motivational management, incentives and knowledge building (Schuler & Jackson, 2007:162). To develop their creativity, employees need guidance and directions from their leader. This is because the human resource manager is responsible of disseminating important company information to the employees to help them understand the operations of the organisation appropriately. In addition, the human resource manager should assist employees to develop their careers through creative utilization of the knowledge they acquire in seminars and motivational workshops organised by the company. Through efficient communications from the human resource manager, employees of the company get to learn of the organisational objectives that have been set out at the time of recruitment. This ensures that each employee of the company is aware of their personal responsibilities towards achieving the set organisational goals and objectives.
A good example of a company that has an excellent internal communication network between the employer and the employee is the Coca Cola Company. TCCC has over the years ensured that their recruitment process creates a pool of competent workforce to help it groom its future managerial staff (Aswathappa, 2011:14). From this carefully selected workforce, the company identifies important expertise within the organisation that can be nurtured. TCCC nurture talent and creativity of their employees through seminars and educational workshops where a few selected employees get managerial training as they are groomed to oversee the future of TCCC (Mendenhall, 2006: 1). It is a management practice that has ensured that TCCC has competent loyal employees who will take over the management of the organisation when the current crop of leaders seeks retirement to enjoy their sunset years away from work. Furthermore, internally groomed managers have proven many times over to be the best successors since they understand an organisation better than managers sought externally through advertisements.
Training and planning are deliberate processes that are very important in developing competent managers and the Coca Cola Company can attest to its numerous benefits. Excellent organisation practices require the inclusion of all the members of an organisation (Prakashan, 2011:2). This may include, top management officials, technical and casual employees, and the supporting junior staff. It is the responsibility of an international human resource manager to involve all the above members of the organisation in any decision that pertains to their welfare. This gives them a chance to air out their issues and suggestions on the different ways the company can motivate them to work extra hard. At a platform like this, issues of work allowances and pay rises may arise and it is the role of the human resource manager to deal with them appropriately to avoid industrial strikes by the employees.
The Best-Practice Concept of Management
This approach is based on the believe that adopting a certain set of best human resource practices can lead to better organisational performance. In essence, this theoretical concept outlines several human resource practices that successful organisations such as Wal-Mart have utilized to motivate their large workforce of 172,000 employees. Pfeffer (1994) suggested that employees need to feel secure about their jobs as a perquisite to excellent performance in their functions (Armstrong & Baron, 2002:116). Moreover, they deserve a sense of satisfaction in their work and the right to express their views and opinions freely without the fear of being demoted or fired. Employees should also be well-versed with core values and principles that define the organisation as a business entity. In addition, their suggestions and views should be incorporated by the human resource manager in the company’s mission as a sign of commitment to fulfilling their social welfare needs(Berghe & Verweire, 2004:262).
For employees to perform better, they need assurance from the company that they won’t be laid off in case there is an economic downturn. Job security is a psychological process that determines the output of the employee (Storey, Salaman, & Mabey, 2005:245). Therefore, in order to motivate employees of an organisation to work harder, the human resource manager should promote a culture of retaining competent employees to assure new personnel of their stay at the company if they perform well in their duties. Wal-Mart being the largest wholesale and retail distributor across the United State attributes its cohesive workforce to employee’s job satisfaction (Bird & Osland, 2006: 2). The Wal-Mart’s human resource manager, Mr. Tom Lee, affirmed this statement at the 2010 Annual General Meeting of shareholders by revealing the employee retention statistics that posted an all time...
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