Managing projects, setting goals, clarifying roles, and solving problems in teams are skills that must be developed. New organizational skills must be developed if teams are to operate effectively and efficiently. Teamwork as a form of organizing work will vary in its manifestation between societies. Nevertheless teamwork is a recognizable approach to the organization of work. Thus, teamwork forms one of the underlying dimensions of work organization and employee involvement that we use to characterize high performance work organizations (HPWOs). At a broader range we may include employee satisfaction, employee stress, labor turnover rates, customer satisfaction, client retention and so on in HPWOs. Practices like developing higher levels of commitment to the organization, higher levels of motivation and using employees Continue reading
Abey Francis
Abey Francis, a freelance writer and a professional blogger who enjoys
the challenges of creativity and attention to detail. He has published
many articles and editorials regarding management on different blogs and online journals. His articles stimulate thinking of corporate managers
on key issues of organizations and management. His research interests
focus on international management, International trade finance,
Investment management, leadership, social capital and knowledge
management in enterprises and cross-culture studies.
Developing a Global Management Cadre
Global management of business is increasingly important to almost all business firms today as they extent their business operations globally. As the international business of a firm increases, the firms must be managed globally. This confronts managers with many new challenges, including coordinating production, sales, and financial operations on a worldwide basis. As a result, companies today have pressing international HR needs with respect to selecting, training, paying and repatriating global employees. Inter-country differences affect a company’s HR management processes. Cultural factors suggest differences in values, attitudes, and therefore behaviors and reactions of people from country to country also change. Differences in economic and labor cost among countries are also important and will help to determine whether human resources emphasis Continue reading
Staffing for Global Operations
Staffing for global operations  is quite a complex affair. It involves activities on a global basis, including candidate selection, assignment terms and documentation, relocation processing and vendor management, immigration processing, cultural and language orientation and training, compensation administration and payroll processing, tax administration, career planning and development, and handling of spouse and dependent matters. In global staffing, companies need to choose from various types of global staff members and need to have specific approaches and strategies to global staffing. Global staff members are selected from among three different types: expatriates, host-country people and third-country nationals. Expatriate is a person who belongs to the country in which the organization is headquartered and not a citizen of the country in which the Continue reading
Selecting Managers for Foreign Assignments
International assignments are the heart of international HR, and it is therefore disconcerting to see how often such assignments fail. U.S. expatriates assignments that end early (the failure rate) range from 16% to 50%, and the direct costs of each failure can reach hundreds of thousands of dollars or more. The exact number of failure is hard to quantify, in part because “failure” means different things to different people. An early return rate is perhaps the most obvious indicator. However, some expatriates may fail less conspicuously, quietly running up the hidden costs of reduced productivity and poisoned customer and staff relations. The processes firms use to select managers for their foreign assignments and domestic operations obviously have many similarities. For Continue reading
Managing International HR Activities
The key global pressures affecting human resource management are deployment, knowledge and innovation dissemination, and identifying and developing talent on a global basis. Today, it is easy to get the right skills to where we need them, regardless of geographic location. Similarly, spreading the knowledge and practices throughout the organization, and identifying persons who can function effectively in a global organization and developing his or her abilities etc. are all possible. Managing international HR activities are an elaborate and complex task. Human Resource Planning (HRP) is the process of forecasting an organization’s future demand for and supply of, the right type of people in the right numbers. HRP assumes greater relevance in international businesses where efficient use of human resources Continue reading
Concept of Global Human Resource Management
Concept of Global Human Resource Management Human Resource Management (HRM) is the process of acquiring, training, appraising and compensating employees, and attending to their labor relations, health and safety concerns. It includes policies and practices involved in carrying out the people of a management position, including recruiting, screening training, rewarding and appraising. An organization’s human resource management (HRM) function focuses on the people aspect of management. It consists of practices that an organization deals effectively with its employees during the various phases of the employment cycle: pre-selection, selection and post selection. Many firms realize that they must enter foreign markets in order to compete as part of a globally interconnected set of business markets. From an HRM perspective, such organizations Continue reading