HRM: Culture, Diversity, Training, and Performance Management

Running Head: HRM 0
HRM
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student name
4/7/2019

HRM 1
Contents
Introduction......................................................................................................................................2
Culture and Diversity management.................................................................................................3
Training and development...............................................................................................................4
International Performance Management..........................................................................................5
Recommendations / Solutions.........................................................................................................6
Conclusion.....................................................................................................................................10
References......................................................................................................................................11

HRM 2
Introduction
Human resource management includes various aspects to be considered in an
organization. For instance, the culture of an organization is responsible for organizational
behavior, and work environment. Moreover, HR manger of a company is also responsible for
various other activities in an organization, which will be included in the report further like
change management, diversity management, providing training to the employees and
international performance management (Akkermans, Brebbibkmeijer, & Blonk, 2015). For
critical evaluation of these human resource aspects, a case would be considered in the report.
“No Name” aircraft is an Australian based company that is conducting business overseas
as well and has recently been concerned about the decreasing profits of the company. It has been
identified that the company takeover is imminent. CEO of the company, “Adam O’Meara” is
aiming to enhance shareholder ROI and increase the share price of the company. “No Name”
aircraft has subsidiaries in Singapore, Vietnam, and China. However, the company is developing
and selling the aircraft in 50 nations across the globe (Asfaw, Argaw, & Bayissa, 2015).

HRM 3
Culture and Diversity management
The first aspect that could be responsible for the success or decrease in profits of “No
Name” craft is the culture of the organization. It has been observed that there are various issues
when organizational culture is considered. For instance, the communication gap is one of the
major causes of non-coordination among the teams and across the team. Another issue is the
change resistance in the culture of “No Name.” People seem to resist change in the organization,
which the company must work for in order to improve organizational work and behavior.
Moreover, in the parts of Vietnam and China the quality issue has also been identified. These are
some of the major issues, which must be looked into by senior executives, and the HR manager
of no-name craft. The team has been distributed according to the area of expertise or department
and each team has more than eight or nine members, this could be another problem that has led
to integration issues among the teams and managing issues as well (Bailey, 2018).
The organizational culture of “No Name” can be analyzed through types of
organizational culture. There are four major types of culture like market culture, hierarchy
culture, adhocracy culture, clan culture. “No Name” aircraft do not have defined Organizational
cultural types. However, it seems to have a hierarchy culture, which is not management and
organized as it is required (Fang & Gerhart, 2014).
Diversity management includes having employees from various backgrounds to promote
higher inclusion of employees into an organization’s structure. Diversity could be from different
regions of the world, this is helpful to have better decision making and having different
viewpoints for a problem solution. Considering diversity management at “No Name” aircraft, the