Human Resources Managements Australia Research 2022

Running head: HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT
Name of the student
Name of the university
Author note

HUMAN RESOURCE MANAGEMENT
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Introduction
The different changes that are initiated by the organizations along with expansion in the
different foreign economies are permitted through the engagement of the human resources (Galli
2018). On the other hand, the organizations develop different training programs with the
objective of improving the performance of the employees. In this relation, the training and
development related operations permits an organization in improving the skills and performance
of the workforce in orientation with the strategic goals (Melkman 2018). However, different
factors restricts the training and development based operations of the organizations in the
international context. Therefore, the research will take steps to identify the challenges relating to
international training and development related operations of Arnott’s Biscuit Company of
Australia while expanding to China.
A brief introduction to Arnott’s Biscuit Company
The concerned organization, Arnott’s biscuit company was founded in the year 1865 and
is located in New South Wales, Australia (Arnotts.com 2019). The organization is taken as
Australia’s largest biscuit producing organization and the second-largest supplier of snack food.
The revenue of the organization was around A$1.09 billion holding around 4,300 employees
(Arnotts.com 2019). The diverse range of product offerings of the business enabled the venture
in enhancing the scope of sustenance. On the other hand, the quality of the products supported
the venture in developing a strong customer base in Australia.

HUMAN RESOURCE MANAGEMENT
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Issues relating to training and development in China
 Lack of effective communication between the Chinese managers and Australian
expatriates resulting to miscalculation of training based needs
The lack of efficient communication and clash in management role would result to
conflicts in the workforce. Again, it has been noticed that Chinese population expects to hold
managerial posts in a foreign company operating from China (Lokkesmoe, Kuchinke and
Ardichvili 2016). The lack of proficient communication among the managers and the
employees, in the context of China, might result to conflicts in the workforce and absence of the
training based needs. The differences in the language would create a major barrier to
communication between the Australian expatriates and the Chinese employees which would
result to failed collaborative approach. On the other hand, the differences in the working culture
among the people would influence confusion and conflicts in the workforce (McGrath and
Powell 2016). Moreover, insufficient communication between the Chinese managers and the
Australian expatriates or the Chinese employees and the Australian managers due to language
differences might result to miscalculation of training based needs (Cascio and Boudreau 2016).
Therefore, the concerned organization might face significant issues in identifying the training
based needs of the
 Resistances from the workforce and absence of engagement in learning activities:
The resistances from the workforce might restrict the capabilities of the organization,
Arnott’s Biscuit, in inducing improvements in productivity of the venture. The lack of proficient
communication between the Australian managers and the Chinese employees might result to
absence of negotiations which might result to reluctance of the employees to engage in the