Реферат: Human resource Management

While considering the motivation level of employees of the joint venture, the human resource manager has to take into account the following issues:

Current living standards

Cultural characteristics of the country

Relationship among people in group and individual level

Sentiment and emotional aspect of the people

Language

And redefine the elements of hierarchy of needs to meet the country’s environment.

In most of the cases we follow reactive attitude in addressing a problem. And sometimes it is also different to perceive the problem well before it occurs, hence human resource manager has to follow a flexible procedure continuously identifying and developing the system to upkeep the organizational tempo. Very recently, a lot of Western investors invested in Asian countries and some of them are facing problems in keeping up the organizational tempo and balancing cultural gap and meeting the needs of both local employees and headquarter.

To become successful in any organization communication process is also very important. The process does not consider only the verbal aspect of the communication; it covers the tone of the communication also, which depress the local language of the organization as a whole. All human relations depend on the ability of the human resource manager how he/she communicates while being seen or being behind the veil. Sometimes language barrier and hesitation of people and lack of competence in expression creates a lot of problem. Hence a clear collaborative and caring culture is necessary to any international ventures to be successful.

As competition among companies grew companies became more concerned about loyalty of the stakeholders. This loyalty gets translated in terms of protection of patents, technology etc. Employees are the users of information and different facilities of the company and human resource manager has to ensure a culture of self-reliance and a feeling as if the company is her/his family. Thus this issue also the important aspect of human resource management in multinational joint ventures.

The most important dimension of human resource management is managing cultural differences. When an organizational entity enters into a new country, it gets exposed to a new culture, new setup, new people etc. The human resource manager must balance the things, has to be the charge agent while considering the following things:

Cosmopolitanism

Intellectual communication

Cultural sensitivity

Effective intercultural performance

Concept of cultural management

Concept of changing international business

Cultural synergy

Work culture

These, combined with intellectuality, make the manager truly global.

Each of individuals is faced with the problem of integration into unfamiliar culture. They must learn the accepted cultural behavior in a unique organizational environment that will ensure their entry, acceptance, and effectiveness in that setting. Whether one is a recruit in the organization, transferred within the company domestically or internationally, or an employee of a subsidiary owned by a larger entity, each must learn to cope with a unique subculture.

Culture gives people a sense of who they are, of belonging, of how they should behave, and of what they should be doing. Culture has a great effect on HRM. If managers are to be effective leaders, they need not only to understand the influence of culture upon organization, but also utilize that culture to improve performance and productivity. Organization creates culture. The organizational culture is a set of coping skills, adaptive strategies used by members in and out of the system. The organization’s culture has a powerful impact on the worker’s or member’s morale and productivity. It even influences the organization’s image of itself which, in turn, is communicated to its public. The different cultures of managers in Joint ventures represented by differences in languages, interactions, perceptions and mentalities leads to problems in communication, working together, problems solving and team sense. The tendency of people within a certain culture to perceive the others as belonging to a single class or category is different to that in the other cultures, which is called stereotype. Stereotypes can affect the actions, coordinations, and corporation of people from different cultures. Values within a culture are the basic convictions that people have regarding what is right or wrong, good or bad, important or unimportant. They help direct the person’s behavior. And differences in cultural values often result in varying management practices.

Different cultures will affect differently the thinking and doing of people, therefore, they could be the source of conflicts in HRM operation of joint ventures, between managers having different cultural backgrounds.

The figure in the next page illustrates many aspects of organizational culture. There are aspects of an organization’s culture that are formal, explicit, and overt, just as there are dimensions that are informal, implicit and covert. In attempting to achieve its goals and missions, the organizational culture is further influenced by leadership practices, norms and standards, rules and regulations, attitudes and principles, ethics and values, polices and practices, structures and technologies, products and services, roles and relationships.

In summary, the following factors affect Human Resource management in international joint venture:

Organization structure

Communication process and language

Responsibility and authority structure