Policy Implementation in Human Resource Management
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This article explores the implementation of policies in human resource management, focusing on performance management, hiring, and compensation. It discusses the impact of cultural differences, labor laws, and other factors on policy implementation in an offshore environment.
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POLICY IMPLEMENTATION1 POLICY IMPLEMENTATION By Course Instructor Institution Location Date
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POLICY IMPLEMENTATION2 Unit Code: Unit Title Assignment #: Type Student Name: xxx Student Number: xxx Lecturer Name: xxx Due Date: xxx Word Count (excluding reference list): 1830 Policy Implementation Human resource management has become an essential element in management as more and more firms operate in the international market. The world has become more globalized and competitive. Hence, firms go global to diverse markets and to remain competitive. Human resource management is a significant element of gaining competitive advantage, especially in the international markets (Noe, Hollenbeck, Gerhart, and Wright, 2017). HRM is defined as management activities in the bid to utilize human resources. HRM activities include staffing, performance management, compensation, training and development, and human resource planning (Banfield, Kay, and Royles, 2018, p. 3). According to Ozbilgin, Groutsis and Harvey (2014), HRM is a function of compensating, appraising, training and hiring employees in an organization beside complying with health and safety measures, labor and employment laws. On the other hand, international human resource management is the activities that focus on managing foreign employees. Different countries have different management and leadership styles, policies, and practices besides having differing structures and control systems (“The Executive Connection,” 2018; Lubin, 2016). For instance, the U.S. and U.K. apply to pay for performance scheme which might not be applicable in another country. Similarly, compared to Americans, Japanese spend more other money on recreational and
POLICY IMPLEMENTATION3 social activities. The HRM is concerned with, such issues as globalization, environmental influences, and cultural differences in policy implementation. In this regard, this paper focus on understanding the application of domestic policies on the offshore environment. It will take three policy areas, including performance management, hiring and remunerations and how they are implemented in an off-shore situation to explain the relationship between domestic and foreign HRM. Also, the paper will be structured based on the three policies and the discussion in the context of globalization, environmental influences, and cultural changes. This essay will end with a conclusion by restating the thesis statement and the position regarding policy implementation. Performance Management Policy Performance management involves setting clear and measurable goals for human resource (“UC Berkeley,” n.d). As such, it contains the aspect of a continuous process of communication between employees and their supervisors in the bid to accomplish the strategic objectives of the organization. The main roles of performance management are to design and implement performance appraisals as stipulated by Rutledge, LeMire, Hawks, and Mowdood (2016, p. 240). As such, effective performance management plan, monitor and reward successful workers and manager so as the organization and its employees have a clear understanding of their role within the organization and the business strategy as a whole. Proper performance management ensures alignment between human resource goals with organizational goals so that the performance of both the human resource and organization are enhanced through effective implementation of HRM practices. According to Vaiman and Brewster (2015, p. 155), implementation of internal HRM performance management in the international markets, require a change of strategies because of environmental and cultural differences. Locally, the company may be well aligned with reward and competency needs of its employees. However, in another country, the reward
POLICY IMPLEMENTATION4 system may change depending on the labor and employment laws — similarly, competencies changes depending on the level of skilled labor in the country. For instance, a company operating in Australia and has a subsidiary in the United States will be obliged to adhere to reward system set by the U.S. government, that is, there is no negotiation over remuneration (“Organisation for Economic Co-operation and Development: The United States,” n.d). It is a difference in Australia where base pay and bonus are negotiated between the organization and individuals is dependent on other variables like business performance (“Organisation for Economic Co-operation and Development: Australia,” n.d). Notably, labor in the U.S. can be expensive as compared to Australia, and hence, different reward-based performance appraisal structures will be used. Also, the reward system may be affected by cultural differences across the two countries. In U.S. workers expect to have partial payment of social security while in Australian, it is not a requirement. Similarly, competency also affects performance management. Different countries have varied competency levels in term of skill levels, values, beliefs, and interests, which affect customer service, interpersonal skills, technological competency, and leadership. These differences affect how HRM policy in performance management is implemented. For instance, a parent company in Australia and wish to establish in South Sudan may be faced with the challenge of availability of skilled labor. In South Sudan, there are few skilled labors and hence, applying the same competency-based HRM may not be possible. At some point, the company may be forced to hire expatriates or train employees, which might be expensive. The same case applies to the presence of sizeable skilled labor like China, which tends to be cheap compared to Australia. For a company to align its human resource goals with its goals, the competencies become standards during recruitments and assessing training needs. Hiring Policy
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POLICY IMPLEMENTATION5 Hiring is an essential function in human resource management. Sourcing for qualified personnel contributes to the overall success of the company. Each employee is hired to make a significant contribution to the company. Hiring policy is the philosophy, procedures, and standards that must be fulfilled by the candidate for a particular position. Hiring means sourcing for a most appropriate person to fill the position and who will contribute and share the goals of the company. As such, it includes personnel requisition, intake meeting, job posting, internal applicants, interview process, reference checks, and a job offer (Engel and Curran, 2016, p. 174) The conventional standards in hiring include equal employment opportunities, unbiased recruitment, candidate privacy, and experiences. Recruitment is affected by labor and employment laws and different cultures, which might come into conflict with the company’s hiring policy in the host country. Nevertheless, hiring policies are guided by laws in a country, business purpose, costs, employment rights, and working age. Every country and companies follow different hiring policies depending on the cultures. According to Kang and Shen (2016, p. 30), a country or company may be ethnocentric, polycentric, or geo-centric hiring policies. As such, the implementation of hiring policy in an off-shore country require dynamic shifts in philosophy, standards, and procedures. When a company from Australia decide to go global, it needs a local establishment which is better fulfilled by hiring local managers and other staff. The recruitment decision to hire locally is guided by the need for the company to adjust to the local cultures, behaviors, and other scenarios that might impact on the subsidiary company. While in some other cases, a company may tend to use the ethnocentric approach in hiring where it intends to retain culture in the host country. In collectivist cultures, in-group recruitment is prevalent due to social pressure to hire friends in need (Cherry, 2018). Collectivism is mostly an Eastern culture as opposed to Individualistic Western culture.
POLICY IMPLEMENTATION6 Unlike collectivism, which is guided by trustworthiness and compatibility, individualism is competency based (Kendra, 2018). Therefore, collectivism culture does not give room to hire foreign employees but locals. In ethnocentric hiring, the company comes with expatriates from its country of operation to perpetuate its policies and practices in the host country. At such scenarios, the employee may have a negative attitude towards the company culture where they find it narrow to grow. Most companies implement hiring policies that align with the host country culture, behaviors, and beliefs. Additionally, implementation of hiring policies in foreign countries are also affected by labor and employment regulations. In China, hiring policies are vested on the ideological framework set by the country’s powerful institutions which govern how companies behave. In Europe, labor laws and trade unions have the power to regulate how employees are handled and hence impact on foreign company’s decision on hiring. In essence, the legal frameworks and systems regulating industrial relations have constrained how international companies can apply market-driven HRM and more hiring policies. In some countries in Africa, it is a policy to source local labor for common task except for executive management. However, companies are more autonomous to make policy decisions about communication with the employees and hence open hiring environment in the United States. Therefore, global companies can transfer their hiring policies and practices and align them with the host country institutional, legal, and cultural human resource practices. Compensation Policy Compensation is the reward to the employee for the services rendered. The compensation policy used depends on the employee’s working hours, which can be swing shifts or graveyard shifts to the high performing employees who contribute immensely to the company’s goals. Employers take significant interest in the type of compensation policy adopted to ensure that employees are rewarded equitably and competitively relative to other
POLICY IMPLEMENTATION7 companies in the industry. As such, compensation ranges from basic pay to incentives, merit increases, and bonus. However, implementation of compensation policy in a foreign country is affected by aspects of taxation, cost of living, inflation, and more. According to Linneker and Wills (2016, p. 765), each of these factors affects the profitability and employment levels of the company. Every country has its tax structure, cost of living, retirement policy and health insurance as well as other economic factors like inflation. Therefore, a human resource manager has the roles of determining the compensation in light of the above factors. A company with a subsidiary has the option to use either the home-country-based approach or the host-country-based approach when establishing the compensation plan. In the home- country-based approach, the intention is to equalize the employee to a standard of living enjoyed in the home country for the case of expatriates. The host-country-based approach compensations are based on the local, national rates. The payments are affected by practices and regulations in the host country. For instance, in a country like the U.S., the employer is expected to partially cover the social security of the employee and fund the pension scheme beside paying for minimum wage and a living wage (Dickens, Riley, and Wilkinson, 2015, p. 850; “Organisation for Economic Co-operation and Development: The United States,” n.d). It is not the case in Australia, where the parent company is not be obliged to pay employee’s social security (“Organisation for Economic Co-operation and Development: The United States,” n.d). Also, taxation affects the level of compensation since different countries apply different tax system. The U.S. has both federal, state, and local governments with taxes imposed at each of them while in China tax is paid at the national level. The use of one compensation plan in a host country may not be transferable in another country. Policy implementation in off-shore countries is dependent on the ally of factors ranging from government regulations to social-cultural factors. A company operating
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POLICY IMPLEMENTATION8 subsidiaries in foreign countries have to adhere to the host country environment for successful human resource management. Performance management is affected by differences in appraisal system and competency levels. Hiring policy is mainly affected by cultural and legal framework differences. Compensation policy is affected by taxation, regulations, living cost, among others. Policy implementation in human resource management needs to be dynamic and robust for the achievement of organization goals.
POLICY IMPLEMENTATION9 References Banfield, P., Kay, R., and Royles, D., 2018.Introduction to human resource management. Oxford University Press. Cherry, K., 2018.Understanding collectivist cultures: How culture can influence behavior. Available fromhttps://www.verywellmind.com/what-are-collectivistic-cultures- 2794962 Dickens, R., Riley, R., and Wilkinson, D., 2015. A Re‐examination of the Impact of the UK National Minimum Wage on Employment.Economica, 82(328), pp.841-864. Engel, M., and Curran, F.C., 2016. Toward understanding principals’ hiring practices. Journal of Educational Administration,54(2), pp.173-190. Kendra, C., 2018.Individualistic cultures and behaviors.Available from https://www.verywellmind.com/what-are-individualistic-cultures-2795273 Kang, H., and Shen, J., 2016. Global talent management: international staffing policies and practices of South Korean multinationals in China.In Global Talent Management and Staffing in MNEs(pp. 25-48). Emerald Group Publishing Limited. Lubin, G., 2014.Twenty-four charts of leadership styles around the world.[online] Business Insider. Available fromhttps://www.businessinsider.com/leadership-styles-around- the-world-2013-12?IR=T Linneker, B., and Wills, J., 2016. The London living wage and in-work poverty reduction: Impacts on employers and workers. Environment and Planning C:Government and Policy, 34(5), pp.759-776. Noe, R.A., Hollenbeck, J.R., Gerhart, B., and Wright, P.M., 2017.Human resource management: Gaining a competitive advantage.New York, NY: McGraw-Hill Education.
POLICY IMPLEMENTATION10 Organization for Economic Co-operation and Development. n.d.Human resource management country profile: United States.Available from https://www.oecd.org/gov/pem/OECD%20HRM%20Profile%20-%20United %20States.pdf Özbilgin, M.F., Groutsis, D., and Harvey, W.S., 2014.International human resource management.Cambridge University Press. Organization for Economic Co-operation and Development. n.d.Human resource management country profile: Australia.Available from https://www.oecd.org/gov/pem/OECD%20HRM%20Profile%20-%20Australia.pdf Rutledge, L., LeMire, S., Hawks, M., and Mowdood, A., 2016. Competency-based talent management: Three perspectives in an academic library.Journal of library administration,56(3), pp.235-250. The Executive Connection. (2018).Different leadership styles from around the world. Available fromhttps://tec.com.au/resource/different-leadership-styles-from-around- the-world/ UC Berkeley. n.d.Performance management: Concepts and definition. Available from https://hr.berkeley.edu/hr-network/central-guide-managing-hr/managing-hr/ managing-successfully/performance-management/concepts Vaiman, V., and Brewster, C., 2015. How far do cultural differences explain the differences between nations? Implications for HRM.The International Journal of Human Resource Management,26(2), pp.151-164.