IBU5HRM Human Resource Management in Global Economy

Critical Concepts of
Human Resource
ManagementCase Study : ‘No Name’ Airlines
IBU5HRM Human Resource Management in Global Economy
Semester 1 2021
Shivani Nikhilbhai Mundhva (20914957)
Individual Assignment 2
Professor Judy Van Rooyen

Introduction
Human resource management (HRM) activities have evolved from ancillary roles to a collective
core part of a company's corporate goals. Much research is now focusing on an organisation's
human resources as a means of strategic advantage. The relocation of businesses from
manufacturing to service or more intellectual capital-intensive industries exacerbates this.
Because of the critical position of human resources, the emphasis on workforce relations to
accomplish corporate goals and firm success has evolved (Elizabeth et al., 2018). The given case
study 'No Name Aircraft' deals with various topics relating to history, diversity, international
success management, preparation, and growth. The "No Name CEO's" troubling condition is to
preserve the company's image and success. The CEO of the company is being chastised for internal
and external organisational flaws. Along with the headquarters in Australia, the organisation
assembles and sells aircraft in 50 countries. There are three other subsidiary countries (China,
Singapore, and Vietnam) that operate in various regions.
Several scholars aim to analyse how human resource management (HRM) benefits the
organisation by illustrating the association between the human resources practices implemented
by companies and the effect on the various outcomes achieved from these policies. HR executives
are increasingly concerned with being able to demonstrate the HR function's value to the
company, including a position as a strategic partner to other company actors, assisting top
managers in formulating and implementing corporate and business strategies, as a critical player
in change-oriented roles, generating business impact, and providing the company with a unique
source of competitive advantage (Julio et al., 2019). Therefore, the CEO must focus on the
organisation's structure and HRM, or he must find and implement new tactics to propel the
company forward and gain more benefits.
Diversity Management and Culture
Australia is a distinct diverse culture. At 'No Name,' diversity management is limited to a basic
policy that states that everybody in the company must value ethnicity, age, nationality, gender,
physical skills, religious views, and other ideologies. The importance of worker diversity has grown
due to rapid internationalisation and globalisation (Jie et al., 2009). Therefore, HRM is highly
significant in diversity management, ensuring equal opportunities while successfully using diversity
(Brain et al., 2014). However, 'No Name' company workers are facing an aversion toward engaging
with various generations at the corporate level as senior employees are confronted by working
with graduates. The divisions are also not performing together, as there is no communication

between integrated teams and teams and managers, thus impacting quality due to a lack of
guidelines and coordination. In diversity management systems that foster equal representation
and a more supportive climate for a diverse workforce, corporate development has expanded over
the past two decades due to such diversity in the workforce (Carolyn et al., 2008). Therefore,
when struggling to improve workforce efficiency, diversity management should be considered for
valuing individual differences (Brain et al., 2014). Diversity management is structured corporate
practices that draw on the benefits of diversity by enacting strategies that encourage fairness in
the recruiting, growth, and advancement of workers from various backgrounds (Juan., 2017). It
began in the USA, where the emphasis was on achieving bias-free recruiting in complying with
equal employment opportunity (EEO) and affirmative action (AA) laws. In addition, scholars have
proposed that diversity management should require valuing personal differences as a supplement
to equality and fairness. Organisations who value diversity in their workforce and successfully
handle diversity in recruiting and hiring are more likely to be socially conscious and create a
positive brand image (Brain et al., 2014). The value of diversity case hinges on information sharing
and effective task-based dispute resolution. Diversity management is based on appreciating
differences as beneficial aspects of an organisation rather than issues (Jie et al., 2009). Building
new capabilities, designing strategies, and drafting procedures to get the most out of any
individual in a multicultural workforce is also a part of cultural diversity management (Brain et al.,
2014). Furthermore, administrators adopt HRM practices based on their assumptions regarding
the job and the workers (Buller et al., 2012). However, their culture affects their assumptions.
Furthermore, a researched analysis reveals that managers from various national societies have
different assumptions and beliefs about management and organisation. These various
assumptions form various belief structures, converted into various management and operational
processes, improving the initial assumptions (Safa Al-Sarayrah et al., 2016). Additionally, national
culture, defined as a system of deeply rooted values, attitudes, and behaviours of members of
society, also determines the characteristics of systems in a company. The culture of observed
countries is one of the most important factors to consider when entering the international level.
(Biljana, 2016). Across national cultures, managerial views, beliefs, and habits vary, necessitating
variations in management strategies. As a result, cultural diversity management is concerned with
balancing employee discrepancies and similarities experienced by individuals. This may differ
depending on how responsive conventional employers and others are to diversity. In addition, two
critical human resource management tasks, employee preparation and internal communications,
were designed to contribute strategically to the firm's success (Safa Al-Sarayrah et al., 2016).