This report discusses the international human resource management in the University of Melbourne, including the description of HE provider, external environmental factors, functions of HR, and the impact of external factors on HR functions.
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Running head: INTERNATIONAL HUMAN RESOURCE MANAGEMENT INTERNATIONAL HUMAN RESOURCE MANAGEMENT Name of student Name of university Author’s note:
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1 INTERNATIONAL HUMAN RESOURCE MANAGEMENT Table of Contents Introduction....................................................................................................................2 Discussion......................................................................................................................2 Description of HE provider in Australia....................................................................2 External environmental factors..................................................................................4 Analysis of factors of external operating environment..............................................6 Various functions of HR............................................................................................7 Impact of external factors on HR functions...............................................................9 Conclusion....................................................................................................................10 References....................................................................................................................12
2 INTERNATIONAL HUMAN RESOURCE MANAGEMENT Introduction This report aims to discuss the International human resource management in the University of Melbourne. A brief discussion of the description of HE provided is provided in this report. The discussion of the external environmental factors is detailed in this report. The factors of the external operating environment on the University of Melbourne is briefly discussed in this report. The various function of HR is briefly stated in this report along with the impact of the external factors on the HR function is stated in this report. Lastly, an appropriate conclusion is provided for the report. The considered University is the public research university that is located in the city Melbourne, Australia. It was founded in the year 1853 and it is the second oldest university of Australia (The University of Melbourne, 2019). The HR management of this University is significantly extensive as it provides the best of facilities to the employees and the students (The University of Melbourne, 2019). It is renowned majorly for the research department. The university spends significant capital for the research department along with developing the branches of several other branches. Discussion Description of HE provider in Australia ThechosenHigherEducationprovideristheUniversityofMelbourne.This universityistheleadinguniversityinAustralia.Theuniversityprovidestheunique Melbourne experience for helping the graduates become well rounded, skilled and thoughtful professionals and making the positive impact all across the globe. With the implementation of the strong research performance, along with the excellence in the teaching and learning, as well as the social and intellectual capital, this university is constantly placed along with the leading universities of the world and the presently ranked as number one within Australia and
3 INTERNATIONAL HUMAN RESOURCE MANAGEMENT it is placed at number 32 in world. The research sector of the University provides the methods of solving the economic, social and the environment challenges that are being faced all around the world and the challenges that might be faced in the future. The University is strictly connected with the communities that includes the home and all around the globe which provides the connected which enriches the learning, research and the training. The degrees of the University of Melbourne functions a little differently from the other various Universities of Australia. It is mostly similar to various top institutions that are situated overseas where the students starts with any undergraduate degree and later they are provided with the option of choosing the subject that they want to get a specialisation in. The mission of the university is to provide the students with the opportunity of creating their own path of studies along with power of choosing their respective direction and then explore the new options as the development of the student occurs. The university believes that this is particularly important in the present world as the careers are altering extensively and the employersvaluetheindependentthinkingsignificantly.TheMelbournemodelofthe University is the globally competitive curriculum combining the broad studies for the undergraduate level with the specialisation in the post graduate. With the growing inclination for the graduates of exploring the multiple paths of career, the unique experience of study of the university offers the students with the vast understanding of world beyond the degree of the students. With the effectively equipped about the breadth and the depth of the knowledge, the alumni of Melbourne is significantly flexible, adaptable and it is ready for the challenges of the future. The vision of the University of Melbourne is immensely committed to be among the finest universities in world, and contributing to the society in a manner that could enrich and also transform the lives of people. the university strives to be significantly known for the services to nation, that includes the recognising of the responsibilities that are inherent in the role of the university as the leader in the higher education, constantly be ranked among
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4 INTERNATIONAL HUMAN RESOURCE MANAGEMENT top 40 universities globally, be known for the impact and research, and be underpinned by the comprehensive and the world leading base of discipline. The university also aims to be completely engaged in the culture, life and the aspiration of Melbourne and some of the regions that are served by them. External environmental factors As the environment of the businesses grows to be the important base for any kind of organisation, the functions of human resource has their own respective external and internal environment that makes the connected issues increasingly complex. There are several studies regarding the relation among the business activities and the environmental factors since the early 1950’s. Similarly there are several other researchers and several articles on the link of the human resource management and the environmental factors. A model has been presented by the authors Jackson and Schuler’s (1995) HRM model these subsequent environmental elements are commonly linked with the activities of HRM in the terms of source of significant pressure or any kind of the influence from the outside or inside (Jackson and Schuler, 1995). Internal environment of the environment of the function of HRM might involve the mission or the purpose of the organisation, the strategies or the objectives of the organisation, the activities of the corporate headquarters, the size of organisation, the structure of the organisation, past practices, the priorities of the top management, the priorities of the line managers, the issues of politics and power, the impact of the theory of HRM, writings and research, the impact of the training and education in the HRM, the significant impact of complete strategy of HRM and the political and cultural characteristics of the employees. Similarly, external environment of the function of HRM includes the alterations in the international economy, the alterations in the technology, the alteration of nationaleconomy,traditionsandnationalculture,thecharacteristicsoftheindustry, regulations and legislations, the actions of the unions, the actions of the competitors, the
5 INTERNATIONAL HUMAN RESOURCE MANAGEMENT impact of the professional organisations, the experiences of the staff of HRM in any other organisation and the common policies of education and the implementation of the policies. The external environment factors presented by the Jackson and Schuler’s (1995) HRM model are the: Legal, social, and political environments: In this process of the attending to legal environment, this field also responds to the social and the political environments that produces the rise and then shape the interpretation, promulgation and the enforcement of the acts of the governments along with the funding of the innovations of the HRM. Unionization: The unions play a significant role in the development and the growth of the employees of any organisation. The unions provide the required voice to the members by establishing the procedures and policies for the enhanced handling of wages, the grievances of working conditions, provide the required help for job security as well as secure the retirement and health benefits (Jackson and Schuler 1995). Along with providing the help to local members of union, the unions provide the required motivation to the non-union employees by providing them with several benefits. Labour market conditions: The conditions of the labour market could be characterised with the several dimensions that includes the levels of unemployment, the diversity of the labour and the market structure of the labour. The unemployment levels and the market structures of the labour was recognised as the important macroeconomic variables but the recognition of the importance of the labour diversity was recognised recently. The levels of unemployment reflects the demand for the labour relative to supply. The macroeconomic research that was conducted at national level provides the evidence that in several countries, the excess demand commonly results in the low unemployment although the excess supply commonly leads to the high unemployment.
6 INTERNATIONAL HUMAN RESOURCE MANAGEMENT Industry characteristics: As per the authors, the term industry denotes to the distinct group of the productive or any profit making enterprises. The major discussion regarding how the HRM is significantly affected by the factors at the industry level would reflect HRM in public and the private sectors. National culture: The globalisation of the national economies and evolution of the multinational enterprises have led to the increase in the awareness and the documentation of differences in the manner how the human resources are being managed among the countries. Due to the fact that the countries comprise of the distinct cultures, it has been vastly assumed that the multinational enterprises should have the understanding of the culture of the region where they are operating and this is necessary for the effective management of the human resources (Jackson and Schuler 1995). The understanding of the role of the national culture in the HRM might benefit from the investigations, which focuses on question of the manner howthegloballyexpandingcountriescoulddeveloptheHRMsystems,whichare simultaneously constant with the multiple and the unique local cultures and still internally persistent in context of any single organisation. Analysis of factors of external operating environment The legal, social and the political environment of Australia would impact significantly on the University of Melbourne. The University of Melbourne are required to be in compliance with the legal sections of the government. Within Australia, almost all of the aspects of the HRM are significantly affected by the regulatory and the legal environment. It could impact significantly on the staffing decisions and the management of University staff. The unionisation in helps in increasing the efficiency of the University of Melbourne. It has been observed that the Unions helps in creating the increasingly efficient academic sector and it helps in increasing the output of the academic organisation. In the University of Melbourne, the unionisation helps in providing the required facilities to the students and the employees
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7 INTERNATIONAL HUMAN RESOURCE MANAGEMENT for gaining the efficient growth. The labour market conditions could impact immensely on the working of the University of Melbourne because if the level of unemployment increases then the University might be forced to hire more people and increase the employee numbers. The industry where the University belongs is the education industry. This industry is significantly impacted by the HRM as it requires the effective human resource management in this sector. The national culture could impact the University of Melbourne immensely as there might be cultural difference among the students and the management team which could create some misunderstanding regarding the working of the university. Various functions of HR Planning, resourcing and retention: With respect to department of the human resource, the planning includes the determining of the personnel programs, which could be used for achieving the goals of the organisation (Thite, Budhwar and Wilkinson 2014). The HR department of any organisation performs the task of resourcing the human resource and then they provide the required benefits and the facilities for retaining the employees (Kim and Sung-Choon 2013). Recruitmentandselection:Therecruitmentisprocessofthecaptivation, screening and then selecting the potential as well as the qualified candidates on the basis of the objective criteria for any specific job (Hunter, Saunders and Constance 2016). The goal of the process is the attracting of the qualified applicants and for encouraging all the unqualified applicants for opting themselves out. Prior initialising the process of the recruitment, the companies should execute the proper staffing plans and it should grade number of employees that would be required by them (Susomrith and Brown 2013). The forecasting of employees must depend on the long term goals of that organisation.
8 INTERNATIONAL HUMAN RESOURCE MANAGEMENT Training and development: The recruitment and the training of the new employees are the primary responsibilities of team of the human resource (Vernon and Brewster 2013). This area of the job frequently entails the advertising of the open positions, interviewing as well as the hiring of the candidates as well as setting aside the hours that are devoted for training the new recruits (Ee, Halim and Ramayah 2013). The department of human resource frequently publishes the training materials that includes the handbooks detailing each aspect of job. This particular function permits the employees to gain the new knowledge and skills for performing the job efficiently (Ulrich et al. 2013). The training as well as the development prepares the employees for the greater level responsibilities. Remuneration and rewards: The checking and the analysis of the performance of the employee is one more important function that is commonly performed by the human resource management (Mishra, Sarkar and Singh 2013). The dispensation of the payroll is included inside the responsibilities of human resource (Herington, McPhail and Guilding 2013). Even though the payroll frequently exists as the separate division in the large countries, in the small businesses, this is commonly handled by the small staff of the human resource (Ulrich and Dulebohn 2015). The benefits of health care are included by the department of the human resource. Employee relations: One more crucial function of HR department is management of the employee relations (Solnet, Kralj and Baum 2015). In the situations of any kind of dispute or any misunderstanding among the employees or among the managers, the officers of human resource department have to help in deescalating the situation. The employees are commonly encouraged to provide the relational problems to attention of human resources staff for the resolution (Reilly and Williams 2016).
9 INTERNATIONAL HUMAN RESOURCE MANAGEMENT Impact of external factors on HR functions The law of employment is most significant sector of the legal system, which affects significantly on the human resource planning and it alters constantly (Angrave et al. 2016). In majority of the cases, there could be immense time for implementing the changes to the new policy as the law could take significant time for taking affect (Naznin and Hussain 2016). It is required to stay update and possess the specialist of employment law who could be available for consulting whenever it is required (Lo, Macky and Pio 2015). The employment law alteration should be reflected in the University policy and it must be implemented on ground by the managers and the supervisors for allowing implementation of any new training requirement in the human resource plan (Sparrow and Otaye-Ebede 2014). Many social factors might influence the HR planning but it has to be taken into the account about the diversity and the equalities specifically (Abdul‐Halim et al. 2016). The recruitment function of the HR department could be significantly impacted due to the labour market conditions (Quartey 2013). The labour supply majorly drives majority of the amount of the benefits that could be provided by the University for attracting the employees (Berber and Slavić 2016). In the oversaturated markets, if the unemployment is significantly high and several more qualified candidates prevails than the job opportunities, amount of the benefits that is provided should be less than when the shortage of the candidates prevails and there is a competition with other universities for recruiting the skilled employees (Spitzer 2014). The National culture could impact significantly on the HR functions are the culture of the Nations develops the various kinds of people who grow to become the members of the university. The culture trains the people along the specific lines for putting the personality identity on them (Azeem and Yasmin 2016). The HR managers needs to deal with the people by keeping in mind about the cultural values (Koplyay, Lloyd and Mako 2014). The attitudes of workers towards work are result of the cultural background. In several cultures, the people are majorly
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10 INTERNATIONAL HUMAN RESOURCE MANAGEMENT dedicated towards their work but in some of the cultures the people do not possess the apathy towards their work (Boroughs and Palmer 2016). This could create significant difficulty for the organisation as it would make difficult situation for recruiting the workers in the university. In the education where the University is placed, there is significant impact of industry characteristics as the recruitment of the employees in the university is significantly difficult due to the competition among the various Universities for recruiting the most abled employees with the most benefits (Tracey 2016). The political and the legal environment comprises of the impact of the political institutions on the HRM department (Katyal and Xaviour 2015). All the activities of the HRM are in some manner or any other manner affected significantly due to the political factors. Specifically, the HR planning, selection and the recruitment, training, employee relations, remuneration and the terminations are mostly governed by constitutional provisions (Ahmed, Majid and Zin 2016). Conclusion Therefore, it can be concluded from the above discussion that the HR and working of the University could impact significantly due to the various external factors The HR management of this University is significantly extensive as it provides the best of facilities to the employees and the students. The research sector of the University provides the methods of solving the economic, social and the environment challenges that are being faced all around the world and the challenges that might be faced in the future. The University is strictly connected with the communities that includes the home and all around the globe which provides the connected which enriches the learning, research and the training. The Melbourne model of the University is the globally competitive curriculum combining the broad studies for the undergraduate level with the specialisation in the post graduate. As the environment of the businesses grows to be the important base for any kind of organisation, the functions of human resource has their own respective external and internal environment
11 INTERNATIONAL HUMAN RESOURCE MANAGEMENT that makes the connected issues increasingly complex. There are several studies regarding the relation among the business activities and the environmental factors since the early 1950’s. Similarly there are several other researchers and several articles on the link of the human resource management and the environmental factors. A model has been presented by the authors Jackson and Schuler’s (1995) HRM model these subsequent environmental elements are commonly linked with the activities of HRM in the terms of source of significant pressure or any kind of the influence from the outside or inside. The legal, social and the political environment of Australia would impact significantly on the University of Melbourne. In majority of the cases, there could be immense time for implementing the changes to the new policy as the law could take significant time for taking affect. It is required to stay update and possess the specialist of employment law who could be available for consulting whenever it is required.
12 INTERNATIONAL HUMAN RESOURCE MANAGEMENT References Abdul‐Halim, H., Che‐Ha, N., Geare, A. and Ramayah, T., 2016. The pursuit of HR outsourcinginanemergingeconomy:TheeffectsofHRMstrategyonHRlabour costs.Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration,33(2), pp.153-168. Ahmed, U., Majid, A.H.A. and Zin, M.L.M., 2016. HR Moderating HR: Critical link between Developmental HR Practices and work engagement in a Moderated Model.Management Review: An International Journal,11(2), p.4. Angrave, D., Charlwood, A., Kirkpatrick, I., Lawrence, M. and Stuart, M., 2016. HR and analytics: why HR is set to fail the big data challenge.Human Resource Management Journal,26(1), pp.1-11. Azeem, M.F. and Yasmin, R., 2016. HR 2.0: linking Web 2.0 and HRM functions.Journal of organizational change management,29(5), pp.686-712. Berber,N.andSlavić,A.,2016.Humanresource(HR)outsourcinginEuropean compensationmanagementinthelightofCRANETresearch.ActaPolytechnica Hungarica,13(3), pp.207-225. Boroughs, A. and Palmer, L., 2016.HR transformation technology: Delivering systems to support the new HR model. Routledge. Ee, E., Halim, H.A. and Ramayah, T., 2013. HR outsourcing success: does partnership quality variables matter?.Journal of Business Economics and Management,14(4), pp.664- 676.
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13 INTERNATIONAL HUMAN RESOURCE MANAGEMENT Herington, C., McPhail, R. and Guilding, C., 2013. The evolving nature of hotel HR performance measurement systems and challenges arising: An exploratory study.Journal of Hospitality and Tourism Management,20, pp.68-75. Hunter, I., Saunders, J. and Constance, S., 2016.HR business partners. Routledge. Jackson, S., and Schuler, R., 1995. Understanding Human Resource Management in the Context of Organizations and Their Environments. Annual Review of Psychology. 46. 237- 264. 10.1146/annurev.psych.46.1.237. Katyal, A. and Xaviour, B., 2015. A study on MSMEs’-role in propellingeconomic development of India & a discussion on current HR issues in MSMEs’ in India.International Journal of Scientific and Research Publications,5(2), pp.1-11. Kim, H. and Sung-Choon, K., 2013. Strategic HR functions and firm performance: The moderatingeffectsofhigh-involvementworkpractices.AsiaPacificJournalof Management,30(1), pp.91-113. Koplyay, T., Lloyd, D. and Mako, C., 2014. HR issues evolution along the market lifecycle and the value chain: case of the hi-tech industry.Psychosociological Issues in Human Resource Management,2(1), pp.7-33. Lo, K., Macky, K. and Pio, E., 2015. The HR competency requirements for strategic and functionalHRpractitioners.TheInternationalJournalofHumanResource Management,26(18), pp.2308-2328. Mishra,R.K.,Sarkar,S.andSingh,P.,2013.IntegratingHRfunctionsfor sustainability.Drishtikon: A Management Journal,4(2), pp.85-99. Naznin, H. and Hussain, M.A., 2016. Strategic value contribution role of HR.Vision,20(2), pp.135-138.
14 INTERNATIONAL HUMAN RESOURCE MANAGEMENT Quartey, S.H., 2013. Implications of HR outsourcing for HR practitioners work behaviors: Evidence from the mobile telecommunication industry in Ghana. International Business Research, 6(11), p.178. Reilly, P. and Williams, T., 2016.Strategic HR: Building the capability to deliver. Routledge. Solnet, D., Kralj, A. and Baum, T., 2015. 360 degrees of pressure: The changing role of the HRprofessionalinthehospitalityindustry.JournalofHospitality&Tourism Research,39(2), pp.271-292. Sparrow, P. and Otaye-Ebede, L., 2014. Lean management and HR function capability: the role of HR architecture and the location of intellectual capital.The International Journal of Human Resource Management,25(21), pp.2892-2910. Spitzer, B., 2014. HR in the digital age.Workforce Solutions Review,5(1), pp.15-17. Susomrith, P. and Brown, A., 2013. Motivations for HR outsourcing in Australia.The International Journal of Human Resource Management,24(4), pp.704-720. The University of Melbourne. (2019).The University of Melbourne, Australia - Australia's bestuniversityandoneoftheworld'sfinest.[online]Availableat: https://www.unimelb.edu.au/ [Accessed 8 Apr. 2019]. Thite, M., Budhwar, P. and Wilkinson, A., 2014. Global HR roles and factors influencing theirdevelopment:EvidencefromemergingIndianITservicesmultinationals.Human Resource Management,53(6), pp.921-946. Tracey, W.R., 2016.The human resources glossary: The complete desk reference for HR executives, managers, and practitioners. CRC Press. Ulrich, D. and Dulebohn, J.H., 2015. Are we there yet? What's next for HR?.Human Resource Management Review,25(2), pp.188-204.
15 INTERNATIONAL HUMAN RESOURCE MANAGEMENT Ulrich, D., Younger, J., Brockbank, W. and Ulrich, M.D., 2013. The state of the HR profession.Human Resource Management,52(3), pp.457-471. Vernon, G. and Brewster, C., 2013. Structural spoilers or structural supports? Unions and the strategicintegrationofHRfunctions.TheInternationalJournalofHumanResource Management,24(6), pp.1113-1129.