Case Study in Human Resources Management

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I.Executive Summary
This report examines key issues associated with global human resource management like Competency-based Human Resource Model, Malcolm Baldrige Human Resource Model, Harvard Human Resource Model and Competitive Advantage Human Resource Model. It explores the best practices identified by human resource managers with respect to the recruitment, selection, training, placement and compensation of managers and employees for assignments in globally positioned companies. Using a review of relevant literature, the report emphasizes the necessity of carefully screening and training potential person who capable of responding the very real challenges and difficulties of global assignments. One of the primary requisites of competing in the global marketplace successfully is developing a multicultural, international workforce. To develop this competency, global companies must formulate new strategies for identifying, attracting, motivating, and retaining managerial and other talent. Unfortunately, managers and workers can successfully cross cultural barriers and become wholly accepted by host country managers and employees.

II.Case Profile
In the past decade, there have been fundamental changes in the nature of business. Each of these changes mandates new and more powerful value-added contributions from those involved in HR work. In the last ten years, the rate of technological innovation has continued to increase. Costs of transporting capital, goods information, and people are at an all time low. Political, social, and regulatory environments allow greater trade across national borders. Global competition has created greater options for consumers, shareholders and the best talent. And each of these, in turn, has become increasing more demanding of the companies with which they do business. As a result of each of these trends, companies across the world are under pressure to be more productive, to be faster and more agile, to produce more exacting quality, to accelerate innovation, to provide better service, to generate greater returns, and to more fully utilize their people in responding to and pre-empting all of the above. Adapting the right model of Human resources will help in achieving the organizational goals of the company. The goals and values of the employees should be aligned with the mission, vision and core values of the company.

There has never been a more exciting time to be an HR professional. The business world demands greater value added from the Human Resources. As a result we shall now have a much more exact and precise definition of the agendas and competencies through which HR professionals may impact business performance.

III.Problem Statement
The problem is the criteria of choosing the best global management system model to be adopted. Each type of human resources model has its own advantages and disadvantages over the other. It is therefore necessary to select the model that is best fitted for our organization so that we can use the chosen model as tool in order to achieve our goals and objectives. Identifying the right model to be adopted is not easy because each model have different focus and all these focus may help achieve the organizational goals such as productivity, agility, innovation, funds generation, better services, and improving the competence of the people. The Competency Model is focused on the competencies of a particular organization, function, level, role or job. The competency framework will be the basis for all HR functions and serve as the “linkage” between individual performance and business result. The Malcolm Baldrige Human Resource Model is focused on the process to accelerate the overall rate of organizational improvement and cost reduction beyond the limitations of today's continuous improvement and Business Excellence approaches. The Harvard Map is focused on employees as resources of the organization. However, they are viewed as being...
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