Human Resource Management

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

1HUMAN RESOURCE MANAGEMENT
Introduction
As opined by Bailey et al. (2018), human resource management is considered to be a
process that is based on the recruitment, selection, induction of employees, providing
effective orientation, providing training and development, appraising the levels of
performance of employees. The proper management of the employees or people who are a
part of the organizations is based on the development of proper human resource management
functions.
The analysis will be based on the merger based operations that have been conducted
between the two organizations named, Jakarta Electro-Assembly that is of Indonesian origin
and Bavarian Auto Works. The issues related to negotiations in the deal will be analysed in
detail.
Analysis role played by HR in JEA, BAW and JBAW
The human resources or employees are considered to be an important part of the
operations of Jakarta Electro-Assembly or JEA. The employees need to be convinced in an
effective manner by the management of the organization about the operations related to the
merger. Collaboration levels of employees and managers are important for the proper
operations of the organizations after the merger (Bird & Mendenhall, 2016).
The employees of BAW are also need to be convinced by the management of the
organization based on the merger related operations. The senior managers of the company
can play a major role in ensuring the success of the merger (Brewster, Chung & Sparrow,
2016).
JBAW or Jakarta-Bavarian Auto Works is the organization that has been formed after
the merger. The employees who will be a part of the employee base need to understand the

2HUMAN RESOURCE MANAGEMENT
culture and values that are followed by each of them. This is able to play a major role in the
achievement of the goals and objectives that have been set by the organization (Brewster et
al. 2016).
Policies that can be developed for the HR issues in the case
As discussed by Cascio and Boudreau (2016), the major issues that can be faced by
the organizations after proper merger are based on the cultural issues that take place due to
the huge differences in the cultures that are followed. The policies that can be developed by
the organization after joint venture is based on the training that needs to be provided to the
employees in order to increase the levels of their cultural intelligence.
According to Lasserre (2017), the knowledge based on different cultural factors are
able to affect the employees who are a part of the two organizations. The cultural issues can
occur in a huge manner between the Indonesian and German employees and this will further
lead to issues in revenues that can be gained. A customer focussed human resource
management department needs to be developed as a part of the joint venture. This will help in
the development of a positive working environment.
Other HR programs and policies to be considered
As discussed by Noe et al. (2017), the development of a diverse environment is
important for the operations of the firm after the merger has been performed. The policies
based on non-discrimination and anti-harassment need to be developed in order to maintain
high levels equality among the employees. On the other hand, the time off and leave based
benefits and policies are important for the development of the operations of the companies
after the merger based operations. The policies that will be developed and implemented by
the organization after merger will be able to play the most significant role in development of