Local and Expatriate employees, Human Resource Management, Water and Electricity Company
Organizations consitute people of diverse ethnic and cultural backgrounds. These people have to work together in order to fulfill an organization's goals. Human Resource Management, HRM describes the management of the workforce in the organization. It is accountable for selection, assessment, rewarding, and training of employees. HRM also oversees organizational culture and leadership styles. This ensures that all organizational members function as a team in order to achieve maximum benefits and returns. In addition, HRM ensures that the organizational policies and structures are in conformity with labor and employment laws in the country. This paper identifies and assesses one challenging aspect of HRM in the Water and Electricity Company.
Initially, human resource only involved transactions work such as benefits and payroll administration as ways of increasing business value. However, due to current company consolidations, globalization, and technological developments, it now involves strategic initiatives such as succession planning or mergers and acquisitions. In multinational corporations, like Water and Electricity Company, HR aims at ensuring the availability of affordable and quality water and electricity services to members of the public as well as safeguarding the ecological functions of water resources at all times.
[...] Most MNC's choose their expatriates based on technical competence only. However, other interpersonal factors are also important. For instance, Harris (2007) found out that interpersonal factors aid in the cultural adaptation of an expatriate. Over the past decade, other selection characteristics have been identified as dictators of expatriate success. They include managerial skills, technical ability, emotional stability, diplomacy, maturity, and cultural empathy. One of the earliest studies conducted U.S involved about a hundred MNC's, and subsequently, recognized four general dimensions in expatriate selection. [...]
[...] Local and Expatriate employees in Human Resource Management Local and Expatriate employees in Human Resource Management Introduction Organizations consitute people of diverse ethnic and cultural backgrounds. These people have to work together in order to fulfill an organization's goals. Human Resource Management, HRM describes the management of the workforce in the organization. It is accountable for selection, assessment, rewarding, and training of employees. HRM also oversees organizational culture and leadership styles. This ensures that all organizational members function as a team in order to achieve maximum benefits and returns. [...]
[...] According to UNDP (2007), this can only be maintained by a human-rights based approach. It focuses on transparency, empowerment, accountability, and participation within the local society. However, this approach is troubled by obstacles such as corruption or lack of political will. Hall (2010) argues further that corruption can directly affect human rights at both micro and macro levels. So as to strengthen anti-corruption measures, a strong communication policy needs to be formulated in order to ensure that information and data flows smoothly across all units. However, the most important aspect is consistency. [...]
[...] Selection of expatriates: the influence of HR managers' gender and personal traits Stahl, G. K., & Björkman, I. (2010). Handbook of research in international human resource management. Cheltenham, UK: E. Elgar Pub. United Nations Development Program (UNDP). (2007). [...]
[...] The HR department functions include the administration and expansion of the employees in the organization. Hence, HR managers have a critical role in the selection of expatriates. As a result, it is reasonable to look closer at the criteria used in this selection. The most common criteria involve demographic characteristics, early life experiences, and personal characteristics. The HR manager has to study the most suitable criteria in detail and choose the most appropriate candidates with regard to the company. Johnsson (2008) gives an example of a good selection procedure. [...]
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