GLOBAL HUMAN RESOURCE MANAGEMENT

Answer each separately.

Running head: GLOBAL HUMAN RESOURCE MANAGEMENT
GLOBAL HUMAN RESOURCE MANAGEMENT
Name of the Student
Name of the University
Author note

1GLOBAL HUMAN RESOURCE MANAGEMENT
Answer 1:
Investing in the training and career development programs for the employees is beneficial
for any organisation. Employees are the most important asset for any organisation as they are the
ones who work for the progress of the company. Without proper development and training, the
company would suffer huge losses and that would in turn lead to the downfall of the company.
This would provide many benefits to the company (Sung & Choi, 2014). Firstly, it would
provide a competitive advantage over other companies. Secondly, it would help increase
employee loyalty, which in turn would decrease employee turnover. Thirdly, it would increase
the flexibility of the company in the market, as the well-trained employees respond well to
different situations.
Training and development enables a company to enhance their strategic goals. It
increases their profitability, helps in expanding new business areas and aids in stopping their
rivals from encroaching upon their business areas. The HRM should focus on developing such
training programs to reach the high standards that the company has set for itself.
Answer 2:
Part A:
Performance management is defined as the process that ensures the actions and the output
lead to the organisation reaching its goals in an efficient manner (Ahmed et al., 2016). It focuses
on the performance of the employees, the department and the organisation as a whole. The senior
leadership organizes the standards of performance management that includes the specific tasks as
well as the outcomes of the job, timely feedback, coaching and comparison of the employee’s
actual performance with the desired results. Performance evaluation system is defined as a

2GLOBAL HUMAN RESOURCE MANAGEMENT
systematic procedure that examines the performance of the employees. It is a planned process
where feedback is give in a formal way (Awrangjeb & Fraser, 2014). This is also known as
performance or employee appraisals and performance assessments. It is implemented to
encourage positive behaviour and performance for the employees and to enhance their job
satisfaction. It can be used as a tool for development of the employees and a basis to increase
their pay and promotion. The difference between the two concepts is that performance
management identifies, measures and manages the performance of the employees whereas the
appraisal is assessing of employees actual performance over a time period.
Part B:
Identifying the root cause of performance issue is extremely important for the HRMs. It
provides corrective measures that can avoid the risks that reduces the employee performance
(Gerhart & Fang, 2014). It is always important to find out the problems of the employee so that
their performance is not affected and in turn, the business of the organisation is not affected.
If there were an issue of harassment or theft, then I would try to investigate the matter
before accusing someone and firing him or her. Proper disciplinary measures have to be taken if
the employee is found guilty by either imposing a fine on them or firing them.
Counselling an employee who lacks the proper skills to perform a job would be to first
make him realize that he needs proper training to do the job and then encourage him to get
proper training. The employee performance and behaviour would improve with implementation
of such plans.

3GLOBAL HUMAN RESOURCE MANAGEMENT
References
Ahmed, T. M., Bezemer, C. P., Chen, T. H., Hassan, A. E., & Shang, W. (2016, May). Studying
the effectiveness of application performance management (APM) tools for detecting
performance regressions for web applications: an experience report. In 2016 IEEE/ACM
13th Working Conference on Mining Software Repositories (MSR) (pp. 1-12). IEEE.
Awrangjeb, M., & Fraser, C. S. (2014). An automatic and threshold-free performance evaluation
system for building extraction techniques from airborne LIDAR data. IEEE Journal of
Selected Topics in Applied Earth Observations and Remote Sensing, 7(10), 4184-4198.
Gerhart, B., & Fang, M. (2014). Pay for (individual) performance: Issues, claims, evidence and
the role of sorting effects. Human Resource Management Review, 24(1), 41-52.
Sung, S. Y., & Choi, J. N. (2014). Do organizations spend wisely on employees? Effects of
training and development investments on learning and innovation in
organizations. Journal of organizational behavior, 35(3), 393-412.