HRM Case Study: 'No Name' Aircraft Organization

Running head: CASE STUDY 1
‘No Name’ Aircraft Case Study
Name:
Institution Affiliation:

CASE STUDY 2
Introduction
Over the last one decade, as the business rivalry revolutionized to competition of the talents, the
value of the people in a business is upgrade and has become important (Anheier, 2014). Given
that individuals are thought to be the most important assets in the business, Human Resource
Management (HRM) has been regarded as the crucial assets when it comes to organization
(Anheier, 2014). HRM has become evident and it is at the heart of the company to react to any
specific new type as well as levels of the rivalry (Anheier, 2014). At the beginning the
management of the people surfaced with the development of the business which transformed
mature with the principle of the human resource that was developed. There are normally several
phases’ personal management, human resource management (HRM) and International Human
resource management (IHRM) which has been preferred of recent. The history of the ideas for
the formation of the human resource and the current state of the theory as well as the practices in
personal management, connected in order to necessitate the effectiveness of the human resource
system formation (Audretsch, Lehmann & Wright, 2014). This includes different approaches
when it comes to the human labor development history to effectiveness. In this research the
concept, theories and practices of the HRM would be looked at to understand the conventional
HRM and its background. Moreover, there would be a critical evaluation of the literature on the
all areas which have been covered in this unit such as culture, training and Development,
International Performance Management and Diversity Management. The audiences of this
research essay are academics, other students as well as the industrial practitioners. My arguments
in the research are associated to the International HRM in the four areas I have identified above.
Potential issues in the case study

CASE STUDY 3
In the case study there are numerous potential issues that are affecting ‘No Name’ Aircraft
organization. One of the issues is on the culture of the organization. ‘No Name’ Home country
groups are not operating properly given that there is certainly communication breakdown
integrated groups along with across the teams and the management (Audretsch , Lehmann &
Wright , 2014). The culture is negative and the employees have adopted Mantra near enough is
good enough. This shows that they would resist any attempt to make change when it comes.
This culture has extended to the communication between Headquarters and the subsidiaries.
Other problems are on the diversity management, there have been issues at ‘No Name’ which are
related to embrace the rich value of working with the diverse individual. There has been
intolerance towards working with individuals from various generations at the headquarters. The
senior staffs they are intolerant to work with apprentices and the working relationships are
strained. Additionally, there is lack of recruitment of individuals with disabilities in China.
Other issues are on the international performance management, there is lack of international
appraisals and there are not performance review conducted at the subsidiaries (Brewster,
Houldsworth, Sparrow & Vernon, 2016). The last issue is on the training and development. The
Expatriate training for those people leaving in Australia to operate in China, Singapore or
perhaps Vietnam continues to be restricted to half a day. The organization has assumed that
everyone has the similar needs when they agree to work in another country. There is absolutely
no workforce planning together with management development plans at the business.
Culture
Various cultures usually embrace various perspectives on crucial workplace problems for
example time management, respect for the authority, teamwork as well as responsibility
(Brewster, Houldsworth, Sparrow & Vernon, 2016). When there is conflicting interpretations of

CASE STUDY 4
the transparency as well as ethics, techniques of communication and reluctance to provide and
obtain feedback might happen. When the clientele and co-workers operate depending on the
diverse belief system with attitudes that are conflicting, it creates barriers associated with the
bonding in the job (Laudon, 2016). One of the greatest challenge comprise of developing the
organizational culture as well as the management structure so that they are identified with their
objectives and tasks, and also taking into account their inherent diversity (Laudon, 2016). These
barriers should be broken down so that the organization could run a more efficiently as well as
harmoniously (Laudon, 2016). Developing of the cultural competencies could results in the
ability to understand, communicate with and effectively interact with the individuals across the
culture and with varying cultural beliefs and even schedules. In the case of ‘No Name’
organization in the case study, the main issue is that the teams are not working well are
communication breakdown is exhibited. The major aspects are that the working relationships
within and across the teams are suffering. To address on the issue the Human resource should
utilize various concepts and theories (Laudon, 2016). The HR leaders as well as other members
of the HR team need to foster high performance organizational cultures (Laudon, 2016). They
need to ensure that the culture management is the major focus of their organization competitive
efforts. They should also work with the organization senior management in order to identify
what the organizational culture should look like (Barkema, Chen, George, Luo & Tsui, 2015).
The strategic thinking and planning need to be extended beyond meeting business goals and
focus more to the organization valuable assets which are the people. One theory they could
borrow is efficiency theory proposed by Henri Fayol who argued that an employee function more
efficiently when the management is more efficient. The Human resource needs to put efficient
communication procedure in the organization which would enhance communication between one