Global Scale When Managing Human Capital Business Essay - Free Essay Example

Sample details Pages: 8 Words: 2310 Downloads: 3 Date added: 2017/06/26 Category Management Essay Type Narrative essay Did you like this example? The organizations have been divided in to two main categories as IMPORTS and EXPORTS. The Company receives about 6547 containers per year from its partner offices around the world and exports around 4276 containers to various ports around the world. The company operations departments which comprise warehouse, container transport service and port operations are twenty four hour services and the staff for those departments work on the shift basis. Don’t waste time! Our writers will create an original "Global Scale When Managing Human Capital Business Essay" essay for you Create order The department wise staff beak down is as follows Generally one thinks of HR relations largely between management and employees. A more strategic view to this, organization must align what they do with in the business to the customers .the growth of the organization depend on the customers. Business must attract customers and retain these customers for the business development. (More the purchases by customers the profitability of the business grows). To do that employee of the organization must do a very good work to identify the customers demand and requirements and must serve according to those requirements.it is up to the general management of the organizations to identify and align the human initiatives for market driven culture. Developing An Entrepreneurial Culture The current economic down turn in the world affecting all the business on the world. Many businesses have downsized reducing the staff for an optimal level that would never be updated to original levels .the challenge for the organisations is to create a sustainable employment for a longer period of time. Developing an entrepreneurial culture is going to be a huge labour market challenge for the managers. Managing The Change Change is part of corporate culture since we are in the world nothing is constant as change. The change mainly derived from political, economic, technological, environmental, legislative and general market trends and competition among the industries. It is important that organizations manage these changes in such a way that employees can accept the change and adapt to the change fast. Finding the ways to manage these changes within the organization and finding right formula for success is going to be a key challenge for the general managers concern. Appointing And Retaining Key Talent At All Levels Organizations operating in current business environment need to build talent at all levels of the business. Having talented employees at all levels can make a huge difference to the performance of the organization and source of competitive advantage in the market place for the organization.in todays context organizations have to work hard to find talented employees since there is a short supply of talent in the market place. To retain those talented people companies must create good compensations schemes, good corporate culture within the organizations. Impacts Of The Globalization With rapid expansion of business to the global stage the mangers of these organizations are struggling to balance act locally think globally process. Globalization requires that organizations increase their ability to learn and collaborate and to manage diversity, complexity. With globalization the competition levels has been increased and to complete in the global market organizations must manage their cost to the minimum levels. To reduce the cost business must manage with 100% efficiency levels. Finding the ways to successful implementations HCM strategic planning will be a key challenge for the general management of these organizations. KEY ISSUES AND CHALENGERS FACE BY THE MANAGERS IN SRI LANKA WHEN MANAGEING HUMAN CAPITAL Recognition of Human Recourse Management One of the key challengers face by the local companies it is to recognise the importance of the Strategic Human Recourse Management. Most organisations in the country the human resource factor does not appreciated and its functions are not clearly defined within the business. Most companies dont see the need of the human resources manager when the relevant job function is most of the time assigned to the General Manager. Work Ethics of The Employees The employee for coming from a different background, different educational levels and each individual has its own prospective about the work. Employees are influenced by those judgement and they dont judge people by their work expertise and skills. Most of them wonder about the job functions and do not want to full fill their requested duties by the business. Government Sector Employment is most preferred Destination by job seekers In the Sri Lankan job market the most preferred employer is government sector employment. This is due to fewer responsibilities, more leave days than the private sector employees, retirement benefits when time of retirement and few working hours compared to private and multinational businesses in the country .most of the graduates and professionally qualified employees is willing to cross over to the government sector from the private sector and people with relevant skills also prefer the government first when they seek for a job. Trade union actions One of the main challenges facing the local management is managing the trade unions. The trade unions can be very ruthless when it comes to the negotiations. If a negotiation fails they will go for a strike which will halt business activities of the organisation. And this will affect the human resource practice of the organisation since it HR supposed to provide good working and conducive environment for employees to work. Changing Economic Environment The economic down tern in Europe and America and fluctuating forging exchange rates and capital inadequacy is major concern for the local business. So the indivual businesses have to adjust their future planning according to the economic environment. This will lead to the retrenchment and downsizing the workforce. So the managers have to decide which employees should retain and which employees to let go and what will be the retrenchment plan. KEY ISSUES AND CHALENGERS FACE BY CWT GLOBELINK COLOMBO WHEN MANAGING HUMAN CAPITAL No Strategic Human Capital Management plan The company in concern does not have strategic Human resource plan. Even though company does have general business strategic plan the human resource part leaf out from the strategic plan. Even though company has a human resource department it is lack the leadership since there is no manager to lead the specific department and the functions are under the GM Finance and Administration of the company. The HR part is considered as an administrative work within the organisation this has led to the exclusion of the strategic human resource out of the general strategic plan. Limited Resource for Training The company provide only few training workshop for the year and the budgeted allocation are very limited for these training programs. So the challenge for the mangers is to allocate these funds accordingly and select right training programs and right kind of employees for the selected program. Managing the diverse work force The company is currently has for work force of 83 people and has round 35 basic skilled workers and around 48 employees who work as clerks, executives, assistant managers and senior managers level. And all of these employees are from various ethnic groups and various religions. The main task managers face is managing the basic skilled workers since their educational level are low and they only could perform one specific duty and rotating them according to the requirement of the organisation is a huge challenge. Managing cultural diversity among the employees also a challenge for the managers. Retaining the key talent The company does not have policy to retain the key talent within the organisation and groom them to specific organisation goal .so the most of the talented people after a sometime leave for a competitor or another organisation .so the challenge for the company is to build the system to retain key talent with in the business, groom them for the future success of the organisation. Out Dated Human Resource Management System The company does use a Human Resource Management system but the system is out dated and does not support the HRM decision making process and HR department has to perform specific duties by manually. The key challenge for the business is to replace the old system with new system which will help good decision making within the organisation. THE EMPLOYEE AGENDA IN THE ABC COMPANY Career Progression The employees of the company need to have an individual growth. The employees see their carrier stagnated in a one place for a period of time and do the same sort of work for few years so they do not feel any challenge in their current work. They want to upgrade themselves through training or taking more responsibilities. Therefore HR department need to have a system to address this problem. Recognition and Appreciation The employees want to feel that their contributions to the company growth are appreciated and rewarded for those contributions. The recognition always does not have to be monitory or costly a genuine prising or complement from the senior management can carry a lot of significance to the employee. Good Corporate Culture The employees spend large time at work and most of them want strong and positive corporate culture .the responsibility of the senior management of the organisation is shaping and determining the companys culture, the values, beliefs and vision of the organisation will have to trickle down to the employees. Clear Definition Of Job Description And Job Profiles in the business The current Job description and job profiling is part of the old HRM system .this does not suitable for the current business environment and employees prefer that HRM department prepare new set of job description and job profile so employees able to work accordingly. Work Life Balance The employees want HR department to have a proper planning when come to the working hours, stress related job functions and need to lay out the plan for leaves and stress relieving activities and balance work and the life separately. THE HR DEPARTMENT AGENDA IN ABC COMPANY Implementation Of Company Objectives The main agenda for the HR department is to implement organisations objectives. They should able to support the achieving organisational goals (profitability, business ethics, creating principals, enhancing the business reputation) Employee Engagement The HR department should able to engage employees committed to their work broth intellectually and mentally so they ale to accomplish the company goals for the success. Maintaining Good and Harmonious Working Environment All employees are treated with dignity and respect, no worker harassment for belief of the worker, any race and gender or sexual orientation among the workers to create good and harmonious working environment. Compliance with Local Labour and other work related lows One of the agenda of the HR department is compliance with local labour laws .this includes labour department rules, statutory payments (employee provident fund, employee trust fund, payee schemes) and other local government rules for working conditions, working hours and leave procedure rules for the industry. Attracting Talent to the company ,Maintaining Sufficient Work Force To Perform The Organisational Duties It is important that HR department has plan to attract talent to the company since more you have good talent with in company workforce the company can achieve its goals easily. Also they should able to plan for the sufficient work force to run the companys day to day transactions and future workforce requirements. THE GAPS BITWEEN EMPOLYEE AGENDA AND HR DEPARTMENT AGENDA Lack Of Support From Top Management The top management view of the HR functions of the organisations is another administrative work .this creates a gap between what HR should be doing to align the company goals to its strategic planning. The top management must always think that HRM is vital part of its strategic planning. Lack of Focus On Individual Objectives To Organisations Objectives The individual employees has their own personal objectives (ie salary increments, more bonuses, less working hours) but as an organisation it has its own objective (profit maximisation, increasing shareholder value) there will be always a gap between these two objectives . Lack Of Attention For Employee Desired Benefits The organisation understands that employees should be rewarded with necessary benefits. But when it comes to the delivering those benefits organisation lacks the consistency, delivery on time .this will create a gap whats employees required and what employer delivers . Lack Of Attention To Replace Old HR System Replacing the old HR system is the most important thing to the organisations. Since the reports and other management reports are generated will create a gap between what organisation really do and what need to be done. RECOMMENDATION TO FILL THE IDENTYFIED GAP KEY ISSUES AND CHALENGERS RELATING TO TRAINNING AND DEVELOPMENT IN ABC COMPANY The Training Programs Does Not Link Strategic Goals Of The Company The organisation does provide only basic type of training programs. Providing these programs the company expect employees to perform only the required job functions only. These programs do not enhance the strategic thinking of the employee. No Proper Orientation Process When organisation recruit a new employee the HR department does about 10 minutes introduction about the company and what is expected from the employee only. Strait after that introduction new employee is sent to the relevant department to start the specific work assigned. The new employees must get the details relating to the working hours, the daily routine, the safety measures and regulations etc from some experience employee working in the department. Limited Allocations For The Training Programs The company runs very few training programs for the year and handful of employees are selected for those programs due to limited fund allocation for the training. No Proper Evaluation Process After a training and development program there is no proper evaluation from the management or HR department weather these program will enhance the employees abilities and capabilities when preforming their duties. Proper Process of Identifying Employees Training and Development Requirements Company must create a system to identify specific job performance skills needed, assesses the prospective employees or trainees skills and develop specific measurable performance objective process. Creating such a process will enable to organisation to clearly identify the organisations training and development requirements.

How Sexuality Affects Oneself By Paul s Case - 2069 Words

This paper was based on three very interesting stories. All of the characters had unique situations, but could relate in some ways. Despite the negative feedback one receives from the public eye, some people choose to live as they please. No one chooses to be gay, it is more of a lifestyle choice. In â€Å"Paul’s Case†, Paul was a confused, unhappy boy. He was thought of as gay because of his interests. A similar situation with Wing, although he was actually gay. Their actions or likes/dislikes are what people used to define their persona. In David’s case, he was gay and he knew it. He tried hard to avoid it because he was ashamed of the situation. This paper consists of the ways sexuality affects oneself, from being bullied because of one’s sexuality, to the people we choose to befriend or the relationships we choose to be in, and also the ways religious people handle their objections to it. All of these people struggled with their sexuality in some way, causing these stories all to have unhappy endings. The authors’ sexuality was what influenced these short stories greatly. Some of their real-life experiences might have been portrayed in these stories to give a better understanding of the situation. Children and teens all around the world are being bullied because of their sexual preferences. At the young age of 2 or 3, children start to realize who they are, whether they are male or female. As they get a little older, they get a sense of what is right and what isShow MoreRelatedAfrican American Communities Have Proven To Be A Powerful1536 Words   |  7 Pagesto experience many more cases of mental health diagnoses compared to wealthier, upper-class communities. Overall, mental health in Black communities is a topic that has to be discussed and acted upon. In order to address Black communities about mental health, one has to understand exactly how mental health is defined. 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International Trade and Enterprise

Question: Discuss about the International Trade and Enterprise. Answer: Introduction: Facts and Figures Globalisation has changed the face of the key trading agreements between Australia and Korea. With the emergence of globalisation, the dramatic change in the textile, clothing, and footwear (TCF) industries can be witnessed in the last 25 years. The significant change is necessarily caused by the stretched distribution of the production process. The particular scenario caused the sizable employment loss Europe and North America, whereas the substantial gains can be observed in the case of Asia and other major regions of the developing world. Apart from that, the development of The Korea-Australia Free Trade Agreement (KAFTA) was done due to the impact of globalisation (Lester, Mercurio, and Bartels 2016). The application of the comprehensive bilateral agreement has caused the Australian businesses to gain the competitive position in the South Korean markets. As a result, the food businesses of the both countries have started to get impressive results. Growth of Industries in the Identified Countries Based on the Trademap Data (2015), the food and agricultural business of Australia has achieved US$2.34 billion in the Korean market in 2015 while holding 9% of market share. The particular statistic ensures the industry to be positioned in the fourth place after China, USA, and Brazil respectively. The individual growth is proliferated by the perception of the Korean people believing Australia as one of the clean and green environments providing quality food products and ingredients. Similarly, the bilateral relationship between Korea and Australia was first recorded in 1889. Since then, the continuous evolution and growth in the fashion industry between the two countries can be observed, as the Australian fashion and textile industry achieved the primary growth from the Korean market (Kehoe and Ruhl 2013). The rise in the industry is boosted, as clothing and customs form a significant part of the history of Korea. Positive and Negative Aspects of Agreements From the article developed by Yu (2011), it can be determined that the positive or negative implications of the trade activities between Australia and Korea can be fixed by the favourable political and security relationships between the two countries. The study highlights the negative consequences of the trade agreements from the perspective of Korea due to the unbalanced commercial interdependence set by the nature of the democratic relationship (Yu 2011). Another study developed by Liou (2008) explained the positive implications of the Preferential Trade Agreements (PTA) including the Free Trade Agreements (FTAs) and Regional Trade Agreements (RTAs). The author has developed by the study by considering the trade agreements between Australia and Korea to reveal that the particular process is essential for the reduction of barriers between the economies (Liou 2008). Lastly, the study developed by Lee and Kim (2010) was conducted by assessing the impact of economic interdependence by the different trade agreements with considering the East Asian alliances. The study expressed both positive and negative aspects of the particular factor. The positive aspect is based on the exchange of values and wisdom, while the negative implications are the asymmetrical structure of the trade agreements (Lee and Kim 2010). Factors Affecting the Trade From the analysis of the bilateral trade agreement between Australia and Korea, it can be understood that any bilateral or multilateral trade agreements are highly influenced by some of the significant factors. These factors include the natural resource, geographical locations, political factors, and economic development (Tansu and Kaynak 2013). For example, the geographic location of the country often provides conveniences regarding the transportation to insist the development of trade agreement. References Kehoe, T.J. and Ruhl, K.J., 2013. How important is the new goods margin in international trade?.Journal of Political Economy,121(2), pp.358-392. Lee, D.S. and Kim, S.E., 2010. Assessing the Impact of Economic Interdependence on East Asian Alliances. Lester, S., Mercurio, B. and Bartels, L. eds., 2016.Bilateral and regional trade agreements: Commentary and analysis(Vol. 1). Cambridge University Press. Liou, To-Hai, 2008. South Korea's FTA Strategy under Roh Moo-hyun.WTO , Taiwanese Journal of WTO Studies9 (2008): 177-212. Tansu, A. and Kaynak, E., 2013. An empirical investigation of the differences between initiating and continuing exporters.Asia Pacific International Journal of Marketing. Yu, H.S., 2011. The Korea-Australia Free Trade Agreement and Its Security Implications.Korea Observer,42(1), p.47.

HR Outcomes Influencing Organisation and Employee Performance

Question: Discuss about theHR Outcomes Influencing Organisation and Employee Performance. Answer: The mutual gains model by David Guest emphasizes that Human Resource Management should benefit both individuals and organizations. Most HR models have put their focus on performance improvement without considering the concerns of employees. This affects performance of overall business across various organizations (Guest 2017, p.22). Employees whose concerns are not met cannot perform at their maximum. According to Katour Budhwar (2017, p.43), most researchers have been concentrating on the skills, attitudes and behavior of employees. Hr practice does not necessarily lead to organizational performance. However, they influence the workforce by enhancing skills, attitude and behavior which are the outcomes leading to perfomance. This whole process is referred to as mediation and is exhibited through the mediation model or general causal model. Attitude is a human resource outcome characterized by workforce motivation, commitment and satisfaction. A motivated workforce has a positive attitude and this greatly influences the performance of the business. Employees, who are motivated, love their work and are willing to put in extra hours to make sure that the business succeeds. Employees who have a great attitude are also committed to the organization and this reduces the turnover rate for an organization. A business, which does not have a high staff turnover rate, focuses on its core business and this enhances performance. Staff satisfaction leads to positive relationships in the workplace (Katour Budhwar 2016, p. 7). Due to this, teamwork is enhanced and the business is able to perform well due to concerted team efforts. Behaviour is a human resource outcome characterized by staff presence, staff retention and organizational citizenship behavior. The practices of an organization will lead to positive behavior by employees hence ensuring their presence whenever they are needed by the company. This means that whenever a new strategy is being implemented by the business, employees are supportive and always present hence enabling strategic objectives to be met by the business. Staff retention leads to a stable organization and this enhances business performance because the employees understand the organization well and do whatever they can to ensure success of business. Organizational citizenship behavior means employees are loyal to the organization (Katour Budhwar 2017, p. 44). They do their part in ensuring that the business performs. Skill is a human resource outcomes are characterized by staff competence, staff innovation and staff knowledge. Employees, who are competent, enable business perfomance as tasks are done correctly and the number of errors is generally reduced. Skilled workers are innovative as they come up with more creative ways, which enable a business to have efficient and effective processes (Katour Budhwar 2016, p.7). Skill also means that employees are knowledgeable hence they are able to give great customer service which leads to retention and business growth. To benefit both the individual and organization, three dimensions of mutuality have also been outlined. The first is capability matching, where an organizations requirements for a competent workforce and individual need for positivity in the work environment is balanced. The second is a commitment match that balances an organizations need for its staff to demonstrate commitment against staff need for job security and fair treatment. Thirdly, there is a contribution match where the individual and organization feel that their needs are met (Guest 2017, p. 44).This leads to positive exchange and ensures that there are mutual gains. Overall, organizations should focus on HR practices that will lead to the outcomes of attitude, skills and behavior, which will then lead to business perfomance. Organizations should change their attitude of focusing only employee performance and failing to look at the underlying factors that lead to this performance. Adopting the mediation model is therefore a positive step for any organization that wants to enhance its perfomance. Bibliography Guest, D., 2016. Promoting well-being needs a different approach to human resource management, in Baczor, L. (ed.) in moving the employee well-being agenda forward, London: CIPD, pp. 6-7. Guest, D.E., 2017. Human resource management and employee well?being: towards a new analytic framework.Human Resource Management Journal,27(1), pp.22-38. Katou, A. and Budhwar, P., 2017. HRM and Firm Performance, in Crawshaw, J, Budhwar, P. and Davis, A. (eds.) in Human Resource Management, Strategic and International Perspectives. 2ndedn. London: Sage, pp. 34-57