Human Resource Management in a Global Economy

Running head: HUMAN RESOURCE MANAGEMENT IN A GLOBAL ECONOMY
Human resource management in a global economy

HUMAN RESOURCE MANAGEMENT IN A GLOBAL ECONOMY 2
Introduction
The key purpose of this essay is to increase the profitability of ‘No name’ aircraft. This essay has
a wider scope in terms of managing the culture, providing training and development to
expatriates, diversity management and using the effective international performance management
techniques. From the case study, it is addressed that CEO of ‘No name’ aircraft Adam O’Meara
is concerned due to declining profitability. ‘No name’ aircraft deals in Australia and it's
subsidiary in China, Singapore, and Vietnam. It is assessed that there is a lack of communication
between integrated and across team and management.
Along with this, employees are resisting to change in the workplace. Moreover, in ‘No name’
aircraft, there is a lack of effective communication between subsidiaries and headquarters. Due
to this, quality issues are faced by the company and stakeholders has given the warning to return
partial or full amount. The key cause of the quality issue is a lack of support among teams. In
addition, the Assembly team observes that there is a lack of team cooperation. It is also
addressed that the behavior of senior management is not effective in terms of recruiting the
people.
Moreover, there is lack of recruitment of individual with a disability in China. In addition to this,
there is discrimination in recruitment. Along with this, there is no clear set of practices that aid
the workforces to understand each other. It is also stated that there is no performance review and
formal procedure for motivating the expatriates.
The company also use Ad hoc approach for motivating the people but it is not effective. There is
a lack of decision such as surplus parts are ordered from Singapore so that it creates conflicting
performance outcomes. It is also identified that training is provided only for half a day for
workforces leaving the Australia in Subsidiaries. Moreover, there are no feedback avenues

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available to integrate the new environment. ‘No name’ aircraft does not provide training to
employees who move to Singapore.
Thesis statement
This essay will discuss the human resource management issues in the global environment. It
would also describe different factors that create a challenge for ‘No name’ aircraft to increase its
profitability. These challenges are ineffective organizational culture, lack of international
performance management policies, diversity issues and inadequate training and development
program for expatriates. Thus, Adam O’Meara should use effective international human resource
management policies to overcome these issues.
Strategy to overcome the issue of ‘No name’ aircraft
Culture
According to Correll Suzuki and Martens (2017), ‘No name’ aircraft should use the effective
organizational structure as it facilitates the freedom to an individual with respect to the
cooperative team that is performing with respect to shared goals. Along with this, healthy
competition can be beneficial in Australian based ‘No name’ aircraft and its subsidiary.
However, when an employee will be unable to attain the shared vision then it may turn
backbiting as well as mutual disbelief. The structure should focus on teamwork as well as
cooperation support the workforces to learn each other and to perform good work. Along with
this, rewarding the employees collectively by bonuses and increased advantageously by sending
the clear message that when each workforce work together, they can get benefits.
In contrast to this, Hitt Li and Xu (2016) stated that ‘No name’ aircraft can address the
significance of communication between all departments and the level of a company. Competent

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managers could be proactive in building the structure that leads and enables communication in
order to make freely discussion between team members.
In support of this, Cuervo-Cazurra (2016) stated that regular meeting should be conducted
between competitors; ideas should be taken from employees to make enhancement as well
periodic one-on-one communication can support to keep open as well as productive
communications. When workforces feel that their input is considered seriously and acted upon,
then they would be more approaching regarding productive feedback.
Bromiley and Rau (2016) argued that good intention is not enough hence ‘No name’ aircraft
should consider effective communication as a fundamental element of a company. HR manager
should lead the workforces for sharing their competency and understanding using social media
practices like blogs, forums, and wikis. Moreover, offering expressive connections to an
individual who cannot work in the same place, and considering online communication
documents understanding like the troubleshooting process as well as solutions.
In support of this, Bromiley and Rau (2016) illustrated that ‘No name’ aircraft can obtain the
feedback through the team in order to assess the sources of conflict. For example, problems
involve one team member is unresponsive, inability to attain deadline as well as conflict over
how effectively complete the project with personality clashes.
In contrast to this, Rao and Tilt (2016) stated that group can be tempted to let concern sort
themselves out over time like technique cannot be optimal. It is effective to identify the concerns
related to the moment they arise. Moreover, the HR manager should motivate to discuss the
concerns in the group rather than letting the issues annoying and grow bigger.
Diversity