7HR024 - Leadership and Human Resource Practice in Organisation

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Student Number 2057132 Email [e-mail]
Module name Leadership and Human
Resource Practice
in Organization
Module Code
7HR024
For the attention of Prof. Prasadini Gamage
Due date 6th May, 2021 Dr. Paschal Anosike
(Module Leader)
Assignment title Individual Coursework

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Contents
1 Introduction ......................................................................................................................................... 3
2 The theoretical and changing HRM landscape ................................................................................... 4
2.0 Personal management to HRM and Strategic Human Resource Management (SHRM) ........................... 5
2.1 Hard HRM and Soft HRM models ............................................................................................................ 5
2.2 Best fit model ............................................................................................................................................. 7
2.3 Best practices model .................................................................................................................................. 8
2.4 RBV Model ................................................................................................................................................ 8
3 Significance of HRM best practices in MNC based on recruitment and selection. ............................ 9
3.1 The below HR practices are done when recruiting and selecting in MNC’s ............................................. 9
3.1.1 Always track and update the applicants information ........................................................................... 9
3.1.2 Protect the information of the employee. ............................................................................................. 9
3.1.3 Use Social Media Platforms ............................................................................................................... 10
3.1.4 Adopt Agile Hiring Methods ............................................................................................................. 10
4 Cross cultural challenges of recruitment and selection in MNC ....................................................... 11
4.1 Possible Challenges that a company may face ......................................................................................... 11
4.1.1 Communication Gap .......................................................................................................................... 11
4.1.2 Cross cultural management has to be dynamic in nature: .................................................................. 11
4.1.3 Different pattern of behavior .............................................................................................................. 11
4.1.4 Impact of regional culture .................................................................................................................. 11
4.1.5 Diversified habits and Etiquettes ....................................................................................................... 11
4.2 Possible strategies to overcome Cross cultural challenges ...................................................................... 12
4.2.1 Broader scope of leaning: ................................................................................................................... 12
4.2.2 Globalization in work force ............................................................................................................... 12
4.2.3 Upgraded Ethical values .................................................................................................................... 12
4.2.4 Employee commitment ...................................................................................................................... 12
4.2.5 Proper selection of employee ............................................................................................................. 12
4.2.6 Orientation and induction ................................................................................................................... 12
4.2.7 Well defined organizational rules ...................................................................................................... 12
5 Influences of cultural differences in implementing HRM best practices. ......................................... 13
5.1 Power Distance: ....................................................................................................................................... 13
5.2 Uncertainty Avoidance: ........................................................................................................................... 13
5.3 Individualism/Collectivism: ..................................................................................................................... 13
5.4 Masculinity/Femininity: ........................................................................................................................... 13
6 Conclusion ......................................................................................................................................... 14
7 References ......................................................................................................................................... 15

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1 Introduction
Humans are the most important asset in an organization. “Managing the human resource” is a very
Challenging because humans are dynamically changing due to their thinking nature different from one
on each other. As no two humans which their capabilities, tacticians, emotions, and behaviors; they varies
widely, then as a team and are changed according to many changing factors. Human resource in a
company are responsive, have feelings, thinking before they act therefore they cannot be managed as a
machinery item or change place and make suggestions like a template in a room layout. Therefore for
the HRM the management personals should be tactful.
Human Resource in a company functions base on factors that are varies on management, psychology,
sociology and economics. As we cannot find a best theory to manage people or no person is formulated
how to mage HRM in an organization more efficiently, because humans have complicated needs and its
very unpredictable how they change due to their feelings.
.
Effective Human resource management highly varies on the purpose and conditions that any company
settings that provide. Today most managers in all private and public sector company’s agrees that more
than assets and resources humans are the most important asset in any organization. It does not guarantee
that having a suitable qualified employees on payroll will be a resource of any competitive advantage.
Somehow to survive in the competition , to development and diversify the firm must ensure all employees
are fulfilled with their qualifications and positioned in suitable job rolls , properly trained and handle
them efficiently and commitment for a success of any company goal.
Finally the target of human resource management is to improve productivity and effectiveness, while
helping the employees to achieve their individual, social goals objectives (Like give an challenging job
and recognition also regal compliance and presenting social responsibility). (Aswathapa, 2007)

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2 The theoretical and changing HRM landscape
For many employees in HR department, they see HR as the backbone of the organization. Therefore they
consider passive role also at least enticing area to work. But as the HRM has revolutionized and the
modification of goal objectives of companies has changed in 21 century. Changing from the traditional
brick and mortar formula of employee hiring and firing, Today HRM is considering of developing the
experience that they required and interact with employees for quality Human resource practices. They
work friendly with senior management for identify and fulfill the organizations goals and objectives. This
help to unlock the employee’s hidden talents and motivation towards the job scope. As they need on
focus on employee outcome and by creating dynamic workforce while achieving revenue generation unit
for company.
In previous days the HRM was playing the role of ‘low enforces’ for the company by punishing and
scaring the HR by let them know what work should do. Now a days the HRM is professional and armed
with Humans resources with skills, mentors also guidance in their industry. They are the leaders for career
development benefits and counselling for the required task. Past days the Human resource management
does not need the technologies for management. But today as the new analytical tools are developed new
tools like big data analysis has embraced to analyze the performance of employee productivity. Therefore
no ‘longer bench warmer’ in an organization HRM changed to a playing role in many forms. So every
position in the organization has played a major role for company development to work with.
(Anon., 2018 )