In general, poor human resource management is a by-product of international merger and acquisition in today's globalized corporate working environment. Now, successful international workplace relations management has become synonymous with good business strategies and tactics that ensure that market needs can be met and corporate objectives can be accomplished. Every aspect of the management, knowing how to deal with changes in the labor market by understanding employees' cultures and values falls on the shoulders of HR managers. As much as companies realize the significance of fostering holistic and healthy workplace relations, there are still some issues that need to be tackled in an attempt to make the transfer of ownership in a merger/acquisition happen in a smooth manner.
Therefore, the purpose of this essay is to identify the potential problems faced by international companies that have undergone mergers and acquisitions and discuss the solutions to the issues from the perspective of international workplace relations by examining some real world examples. First, I will introduce some key concepts in talent management in multinational companies. Afterwards, some potential poor human resource management problems (e.g., employee culture clashes) will be delved into, based on which I will analyze the issues and recommend some solutions by relating the key concepts. The secondary data has been quoted from websites, academic journals, scholarly books and industry research papers.
[...] Research shows that job satisfaction can be reflected in employee's concerns of occupational health and workplace safety, pay and benefit and personal career development, HR managers should leverage appropriate tools and programs to adjust employees' expectation such as periodical performance appraisals and flex-time arrangements, on which I'll elaborate in the next paragraph. One of HR manager's responsibilities is to provide control and coordination after corporate restructuring. Among several tools that can facilitate alignment across various levels of multinationals, structural tools function as ensuring organizational structure more clear-cut, such as the design of the reporting line (Mossholder et al, 2011). [...]
[...] To sum up, the paper identified the potential problems followed by international companies that have undergone merger and acquisition and discussed the solutions to the issues from the standpoint of international workplace relations by taking Alcatel-Lucent and Lenovo-IBM as two examples. To ensure better international workplace relations, HR managers should not only play the traditional roles of managing human resource selection and development, harmonizing and integrating employees at all levels, promoting effective communications despite the cultural difference but also should acknowledge diversity management, strike a good balance between local and global talent acquisition and work with executive managers establish a strategically fit organizational culture. [...]
[...] Major concepts in International Workplace Relations According to Dessler (2005), international workplace relation can be defined as relationship and interaction among top management and subordinates, or co-workers at similar levels that usually occur at multinational companies. As a crucial component of international workplace relations, talent management refers to “focusing resources on building capabilities to implement the strategy of the firm" (Stone, 2008). Broadly speaking, talents will include those with direct impacts on corporate strategy, positions with variation in performance, and those that have irreplaceable firm-specific skills. [...]
[...] Corporate values: Enbridge rises to the challenge of `walking the talk'. Postmedia News,***[insert pages]***. Retrieved March from CBCA Complete. (Document ID: 2259704321). Dessler, G Human Resource Management, 6th Ed, Pearson PrenticeHall, New Jersay Dixon, M., & Hart, L . (2010). The Impact of Path-Goal Leadership Styles on Work Group Effectiveness and Turnover Intention. Journal of Managerial Issues, 52-69,6-7. Retrieved September from ABI/INFORM Global. (Document ID: 2018477151). Gene Gitelson, John W. Bing, Ed.D., and Lionel Laroche The Impact of Culture on Mergers & Acquisitions, ITAP International, Retrieved on March from http://www.itapintl.com/facultyandresources/articlelibrarymain/the-impact- of-culture-on-mergers-a-acquisitions.html Hanne Tange, & Jakob [...]
[...] Therefore, it is necessary for HR managers to foresee the potential cultural value differences before each international in an attempt to enhance communication and workplace efficiency. Third, corporate restructuring heralds new organizational design and culture, thus giving rise to a transitional period when employees at all levels could feel uncomfortable. In Alcatel-Lucent's case, “this issue is compounded by the fact that organizational change is brought into companies in different ways in different countries.” (Majidi, 2007) It goes without saying that change is here to stay from the top executives to subordinates across all levels. [...]
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