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Human Resource Managment In A Global Economy

Introduction to No-Name Aircraft Analysis

Organisation climate culture and diversity are a key part of human resource management. The case study highlights the key issue emphasis on culture, diversity management, international performance management, and training. The essay highlights how the problem can be addressed and rectified in the company. This essay discusses the scenario of No Name Aircraft with the company functioning in area Singapore, China, and Vietnam with an assessment of the team not functioning well. The aircraft is sold across 50 countries in the world and are assembled in Singapore and Australia. The organization's takeover being imminent and its subsidiaries operations are facing issues in aligning policies with a customer complaint and Adhoc approach by the management Performance Management and conflict resentment had shown management provisions not adequate for the organization. Employee career growth and the prospect are subdued due to no formal plan. The strained relationship has impacted organizations working. The HR states that an employee understanding and communication is not effective in the organization. The communication has been compromised in the organization and a common concern for Adam O’ Meara.

Diversity practice and cultural appropriation in subsidiaries have seen discrimination with management failure on managing diversity. Employees are being sidelined are not earmarked for promotion and talent is tapped by other organizations. The differential approach in training with limitation of training to online training with no optimum feedback avenue existing matrix is the issue. Management attitude as intolerance towards generational issues, managing diversity, and performance review underlined by high cost and higher expectations is also another issue.

 The training program serves as the development of employee for upskilling and retention for training and process handling. The implementation of decisions for subsidiaries is results in conflicting outcomes for No Name aircraft in the long run leading to a decline in quality. Culture as a secondary dimension in maintaining diversity in the organization for engaging with staff globally in the subsidiary country has been a challenge. The unconscious bias is a common barrier in cultural adaptability with implications of not hiring staff with on disability conforming to the unidirectional organization. Addressing diversity and culture are the stronghold for strengths and training for the organization (Lauring, 2012). Workforce planning and succession plan have created ambiguity in the organization for the employee who is sidelined by senior management. Non-uniformity of the operations have been exerted by the company head-on new surroundings working procedure approach different with cultural and local practice underarms management

Diversity Management and Culture

Culture plays a vital role and in an organization culture can be manifested through leadership behavior, organizational culture is established through shared beliefs and values of the employee (Elmah, 2018). Poor communication has led to resistance by the employees within the organization. The ambiguity between the two divisions has led to employees unaware of the development. Employee resistance has made the work environment negative and impacted all the divisions. The cultural dimension shows that high power distance among the team has seen that the distribution of power is limited. The decentralization of power rather than hierarchal will develop culture. Uncertainty avoidance shows a lack of tolerance and needs for formal rules. Culture draws employees and is one of the key factors for the success of the organization, culture includes social norms, customs. The knowledge sharing among employees was reclusive and employees resist change. Ali (2016) described the formal structure will clarify business requirements and improve product quality and business services. The high degree of uncertainty avoidance shows uncomfortableness. Ensuring proper policies will help in maintaining business continuity and ensure reducing waste. Discrimination practiced in an organization should be dealt with a penalty with task allocation among employees to avoid the generalization gap and interpersonal employee relationship.

Assessment of training through job requirements and the needs of the organization will help in benchmarking employee performance. Geographical barriers like No Name Aircraft can be used through online communication using video conferencing. The use of technology for communication will encourage employee engagement and building team connectivity for the team across different countries. For diversity management social, and or cultural differences have to be eliminated for No Name Aircraft for employee mentor sessions this will bridge the gap and encourage employee cohesiveness. An independent channel for reporting employee issues and monitoring of discrimination would be dealt with for bridging diversity issues. The case study highlights a lack of feedback and employee do not get to know each other. The individualism vs. collectivism exhibits employee vs. group achievement of goals. Team communication is poor and resentment in the team is deep. Long term vs. short term orientation shows business concerned on the short term goals for the company while managing subsidiaries. Diversity management and communication among cross country department is vital for the improvement for effective performance. Culture, the geographic origin is part of the secondary dimensions. Maintaining diversity in the organization can be provided through onboarding different cultural values, for engaging with staff globally (Woszczyna, 2015). The unconscious bias is a common barrier in cultural adaptability with implications of not hiring staff with on disability conforming to the unidirectional organization. Diversity provides the potential for creativity and innovation.

Opening job opportunities for culturally sensitive organization workforce diversity are the common trend impacting organization it has an impact on the behavior of the individual. The implementation of effective communication channels and performance measures to endure organization performance is to be integrated and managed (Pilegao, 2014). Providing accommodative facilities for the management in managing employees from disability will encourage the staff environment (Zhang, 2015). Hofstede qualified management with 5 dimensions of cultural diversity as power distance, individual/collectivism, masculinity/feminity, and long term orientation improving fairness and providing equal opportunities. Creating programs that create cultural diversity and inclusiveness and developing company policies for respecting business practice (Podgorodnichenko, 2020). High-level management should develop position requirements based on talent to avoid legal action due to discrimination that will create a supportive environment. Clear standards on diversity in the organization should be developed. Ice breaker sessions and team activities will encourage employees to understand each other well. Organizations need to create a safe environment for employees by providing mentoring, networking for employee engagement.

 Globalization has increased dependence on accepting diversity in the organization. The lack of a training program can be effective for the organization. The determination of the need for soft skills needs to be developed in the organization. The case study highlights developing learning capability needs due to a lack of induction training. The organization is facing resistance from the employees. Adopting of mentoring system, review system for the benefit of the community. The performance appraisal is conducted only in Australia and expatriates are not included that shows economic conditions are not taken into while reviewing performance. One of the major problems identified is discrimination against people in China. The hostility among the team will be an issue if the diversity program is not addressed. Organizations can use the feedback form on the cultural procedural opinions among employed. This can facilitate inter-team meetings and work activities. Open suggestions and dissolution of the hierarchy will encourage the concentration of power and openness of the organization (Malik. 2016). Communication is a key challenge in organization awareness training and task force on diversity. Diversity planning and network group for multicultural teams and training in HR policy need to be strengthened.

International Performance Management, Training, and Development

The organization requires formal performance management for the employees. Developing a panel interview for selection will help in selecting employees based on their skill assessed by the team. Creating regular meetings, individual meetings within the subsidiary structure will ensure communication and grievance understanding of the employee (Daniel, 2018). The generational difference among employees can be minimized by focusing on core values among employees by acknowledging employee skills and bridging the gap through shared control. The case study highlights that No Name aircraft should focus on work attitudes. Shaban (2016) stated that peer review, self-assessment for departmental meetings will help in discussion for reviewing the performance of the employee. The need for induction training for employees is to increase job familiarity among employees. Professional Development Program in the organization will realign employee performance and objectives. Lack of team cohesiveness is the reason for employing sidelines other on fear of job. Professional Development ensures employee career goals are integrated as the current situation will impact organizational growth (Waal, 2015). This will improve workforce productivity.

Career planning clarifies organization goals, management should encourage training program specific to online learning. No workforce planning and hiring can create prejudice among managers for hiring an employee. Workforce planning will reduce employee attrition. It includes identifying talent supply and demand for the talent gap to remain competitive to ensure cost-effectiveness among employees. Applying feedback mechanisms through 360-degree feedback and bottom-up communication will assist employees' inclusiveness and improving the effectiveness of the program (Nguyen, 2014). Training and development are aimed at improving employee performance training will help improve employees' confidence. Enhancing employee capability and improving employee morale. The five steps of team development by Truckman are forming, storming, norming, performing, and adjourning (Lauring, 2012). Forming refers to the setup of a team by providing authority and leadership Storming is forming goals and authority as team goals and subgroups here discussion on goals and team personality has to be managed for working towards designated goals. The Norming stage is a development by developing a census on individual goals. The performing stage is team development on the business goals and focusing on a stable structure. The adjourning stage is the last stage for employees where work is allocated and monitored and the team is dissolved on assigning if duties. The level of team cohesiveness depends on how people follow norms. Developing strong cohesiveness will lead to high performance better assigning of roles. Encouraging empathy among subsidiaries and cross-team communication by developing internal communications helps in avoiding uncertainty among employees. Human Resources development is the effective management of employees required by the team. 

 Performance Management involved management efficiency is achieved support development through assigning formal evolution for promoting work skills will increased staff motivation and is associated with employee contribution in the organization performance review are part of the appraisal cycle provides career transition and growth opportunities. No Name can create transparency in the achievement of goals for display data relationships. Rewards and recognition as part of managing feedback helps to boost employee performance. This will develop a culture of learning and engagement at all levels. If the management can align performance management it would be easier for profit. Training program on employee soil assessment focusing on diversity, the team spirit will address the production capacity, goals clarity among employees.

Recommendation on No-Name Aircraft Analysis

The significance of findings provides insight on maintaining employee culture and understanding the cultural dimension in the organization. The study has relevance with the literature review depicts the direct impact of organizational performance by staff communication, appraisal cycle. The company needs to implement a diversity training and sensitivity program(Elmah, 2018). Communication through the transparency of operations and bottom-up style should be followed. Organizational attributes and value impact organizations but are outside the scope of the essay. Discrimination attributed in departmental within an organization can be addressed through the development dedicated committee for monitoring and strict action on abidance in the context of age, sex, disability of the person. Adoption of a mentoring system, review system for the benefit of the community will help in identify career progression and professional development for the employees (Elmah, 2018).

The performance appraisal as a formal structure for reviewing performance through KPI, smart goals and reward structure is effective in employee recognition and confidence building. Use of video conferencing, regular meetings as communicating employee’s organization goals will align company objectives in quality and efficiency prospects. Building team structure and engaging employees by the integration of inter-country networks will facilitate employee strength and addressing issues of team cohesiveness. Applying feedback mechanisms as peer review as part of 360-degree feedback and bottom-up communication will assist employee development and addressing grievances through two-way communication. Learning development as induction orientation will reflect in training skill subset for employee growth. Organizations can use the feedback form on the cultural procedural opinions among different subsidiaries; this can facilitate inter-team meetings and work activities. Open suggestions and dissolution of the hierarchy will encourage the concentration of power and openness of the organization. Providing accommodative facilities for the management in managing employees from disability will encourage inclusiveness in the organization (Hassan, 2016). Training and development are aimed at improving employee performance training will help improve employees' confidence The cultural dimension shows that high power distance among the team has seen that the distribution of power is limited. The decentralization of power rather than hierarchal will develop culture through an open channel system. Need assessment for employee-specific skill sets by training program will encourage the right fit for employees and help to strive in the organization.

Conclusion on No-Name Aircraft Analysis

On analyzing the overall discussion the human resources management can maximize business objectives and organizational efficiency by developing employee relationships, positive work culture. No Name aircraft can resolve issues through learning performance management, effective communication technologies. Hostility among the team and legal restrictions the diversity program was identified to address in HR practice. Maintaining diversity in the organization can be provided through onboarding different cultural values and removing the ad hoc approach among employees. The unconscious bias is a common barrier in cultural adaptability with implications of not hiring staff with on disability conforming to the unidirectional organization. Diversity provides the potential for creativity and innovation. The case study highlights the success of organizations lies in day to day business management. To effectively managing culture well-integrated system has to be developed. Professional Development, diversity, and culture are the prevalent issues in organizations impacting organizational capabilities. HRM process can ensure employee career goals are integrated into the current situation will impact organizational growth and foster workforce productivity across organizations. Organizational culture impacts the reflective practices in the organization. Creating job opportunities as a culturally sensitive organization and workforce diversity is the common trend impacting the organization. It has an impact on the behavior of the individual as Employee resistance makes the work environment negative and impacted all the divisions. Implementation of effective communication channels and performance measures are an aid to organizational culture turnaround.

Reference for No-Name Aircraft Analysis

Ali Taha V., Sirková M., Ferencová M. (2016). The impact of organizational culture on creativity and innovation. Polish Journal of Management Studies, 14(1), 6-12

Buller, P. F., & McEvoy, G. M. (2012). Strategy, human resource manageme,nt and performance: Sharpening line of sight. Human Resource Management Review, 22(1), 43-56.

Daniel, O.G. (2018). Effects of training on Organisational performance. Asian Journal of Business and Management,6(5). 58-62.

Elmah, DE. .(2018). The link between competitive strategy, organizational culture and human resources management practices. European Journal of Business and Management,

10(36), 77-88.

Lauring, J. (2012). International diversity management: Global ideals and local responses. British Journal of Management, 3(1), 12-23DOI: https://doi.org/10.1111/j.1467-8551.2011.00798.x

Misra, S., Srivastava, BL. (2018). Team-building competencies, personal effectivene,ss and job satisfaction: The mediating effect of transformational leadership and technology. Management and Labor Studies, 2(1), 54-67. DOI: https://doi.org/10.1177/0258042X17753178

Nguyen, S. (2014).The critical role of research in diversity training: how research contributes to an evidence-based approach to diversity training, Development and Learning in Organizations, 28 (4), 15-17. https://doi.org/10.1108/DLO-01-2014-0002

Malik, P., Lenka, U. and Sahoo, D.K. (2018), Proposing micro-macro HRM strategies to overcome challenges of workforce diversity and deviance in ASEAN, Journal of Management Development,37(1),6-26. https://doi.org/10.1108/JMD-11-2016-0264

Hassan, S. (2016). Impact of HRM practices on employee’s performance. International Journal of Academic Research in Accounting, Finan,ce and Management Sciences, 6(1), 15-22.

Pelagio, R., Hechanova, M.R .(2014). A study of Cultural dimensions, organizational ambidexterity and perceived innovations in the team. International of Technology Management & Innovation, 9(3), 21-32

Podgorodnichenko, N. Edga r,F. McAndre w,I. (2020). The role of HRM in developing sustainable organizations: Contemporary challenges and contradictions. Human Resource Management Review,30(1), 12-24.DOI: https://doi.org/10.1016/j.hrmr.2019.04.001

Shaban, A. (2016). Managing and leading a diverse workforce: One of the main challenges in management. Social and Behavioral Science. 4(1), 76-84. DOIoi:10.1016/j.sbspro.2016.09.010

Waal, A., Heijden, B. (2015). The role of performance management in creating and maintaining high performance organization. Journal of Organizational Design, 4(1), 4-15.

Woszczyna, S.K. (2015). Leadership and organizational culture as the normative influence of top management on employee's behavour in the innovation process. Business Economics and Management, 2(1), 34-43.

Zhang, Y., & Huai, Y.M, (2015). Diverse work groups and employee performance: The role of communication ties. Journal of Business Management, 3(1), 2-11.

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