Determine if and how the HRM practices align with the company’s business strategy. Dowling & De Cieri 1993, Beatty & Schneider 1997). Existing SIHRM frameworks describe policies and practices focused on aligning the strategic initiatives of the organisation with the development of global managers while simultaneously managing the tension between integrating global operations and achieving local responsiveness (Schuler et al. 1993, Taylor, Beechler & Napier 1996). Within these frameworks, a SIHRM system is viewed “as a way for MNCs to effectively manage and control their overseas operations” (Taylor et al. 1996: 560). Moreover, existing SIHRM models, although systematic in their assessment, inadequately address strategic international human resources management in the network form of organisation. Rather, the primary focus is on explaining the practices and policies that MNCs use to coordinate and control the hierarchy of their dispersed global operations (Welch 1994, Tayeb 1995). Global human resource managers are required to enact HRM systems within socially rich cross-border network structures (Welch & Welch 1993, Tung 1994, Stroh & Caligiuri 1998). The primary activities of a global human resource manager involve selecting appropriate global human resource strategies, influencing the operating context of the global organisation, and providing a leadership role in the cultural change of the organisation under conditions of accelerating strategic ambiguity. When enacting a HRM system, human resource managers within global organisations are obliged to manage collaboratively while maintaining their discretion and responsibility for human resource function within their individual organisations. Such a global network model of management and organisation of a firm’s global human resource systems facilitates operating flexibility, capacity for innovation, and development of a unique and valuable relational capability (Schneider 1988, Lusch & Brown 1996). The HRM policies that would align with the company’s business strategy include: Training and Development
Training-related changes should result in improved job performance and other positive changes (e.g., acquisition of new skills; Hill & Lent 2006, Satterfield & Hughes 2007) that serve as antecedents of job performanceKraiger 2002). the most effective training programs were those including both cognitive and interpersonal skills, followed by those including psychomotor skills or tasks. Training effects on performance may be subtle (though measurable). In a qualitative study involving mechanics in Northern India, Barber (2004) found that on-the-job training led to greater innovation and tacit skills. Tacit skills are behaviors acquired through informal learning that are useful for effective performance. Benefits of training are also documented for technical skills. For example, Davis & Yi (2004) conducted two experiments with nearly 300 participants using behavior-modeling training and were able to improve computer skills substantially. Although behavior-modeling training has a rich history of success (e.g., Decker & Nathan 1985, Robertson 1990), a unique aspect of this research was that training was found to affect changes in worker skills through a change in trainees’ knowledge structures or mental models (see also Marks et al. 2002 for an examination of mental models at the team level). Specifically, mentally rehearsing tasks allowed trainees to increase declarative knowledge and task performance,
Training for your recruiters to understand the specific needs of female candidates is invaluable especially in hard-to-fill positions. Adapting your company standards and recruiting practices to be reflective of your diverse workforce might be the difference in attracting more female high potential employees. Fujitsu Services redesigned their recruitment literature for job fairs. The company feels that it has doubled the number of applications from women for their graduate...
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