HRM Essay: Analyzing Human Resource Management in 'No Name' Aircraft

This essay provides an in-depth analysis of human resource management (HRM) concepts within a global business context, using a case study of the 'No Name' aircraft company. The essay critically evaluates four key areas: organizational culture, development and training, diversity management, and international performance management. It explores the challenges 'No Name' faces in each area, such as strained working relationships, lack of diversity in recruitment, negative organizational culture, and inadequate performance appraisal processes. The discussion covers the importance of diversity management, various approaches to it, and its benefits. It also delves into the concept of organizational culture, its impact on the company's identity, and the importance of a positive culture. Furthermore, the essay examines international performance management, including performance appraisals of expatriates, and the different staffing models used by international companies. The essay highlights the need for 'No Name' to address these HRM challenges to improve its organizational performance and achieve its business objectives.

Running head: HRM
Human Resource Management
Name of the Student:
Name of the University:
Author Note:

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Introduction:
The essay aims at providing an insight into the organizational concepts of human
resource management in a global economy in context of a case study. The case study in this
particular essay revolves around the discussion of ‘No Name’ aircraft of Australia. The aircraft
also operates out of Australia and have subsidiaries in China, Vietnam and Singapore. Presently,
the CEO of the company Adam O’Meara has become concerned about the organizational profits
and worried over its imminent take over. At the same time he also realized that he needed to
maximize the return on the investment of the shareholders along with obtaining a higher share
price otherwise it would not only be the company but his own job that would be at risk. It has
been found that No Name sold and builds aircraft to close to 50 countries. Various parts of
aircraft get produced in Vietnam and China with the design engineers operating out of the
Singapore. The company however assembles its parts in Australia and Singapore.
The essay critically evaluates four key areas of human resource management. This
includes culture, development and training, diversity management and international performance
management. Culture of an organization comprises of the beliefs, values, behavior and the
attitudes that the employees use and share on a day to day basis at the workplace. In other words,
culture determines the ways in which the employees describe the place of their work, the way in
which they understand business and the way they see them as portion of the organization.
Development refers to the bringing of all the employees to the higher level so that they are able
to possess similar knowledge and skills while training helps in strengthening the skills that each
of the employees requires improvement. Thus, development and training helps in reducing any
weaker links with the company that relies on the others for the completion of the basic tasks
related to work. Diversity management on the other hand refers to the actions of the organization

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that aims at promoting the greater inclusion of the employees from the different background into
the structure of the organization. In order to efficiently manage diversity within the workplace,
leaders require an understanding of the background and how the beliefs and behavior affects the
process of decision making within diverse environment. Nevertheless, performance management
is considered as the process that allows the multinational enterprise or the international company
in evaluating and constantly improving the corporate and the individual performance in relation
to the pre-set targets and goals.
Discussion:
Diversity Management
According to Guillaume et al. (2017), workplace diversity refers to an inclusive
workforce with various differences between the individuals within an organization. Diversity not
only refers to how the individuals identify themselves but also the ways in which they perceive
themselves. Diversity within the workplace encompass gender, race, ethnic group, religion, age,
citizenship status, sexual orientation, physical and the mental conditions Organizations
committed towards the recruitment of the diverse workforce have huge applicants pool that leads
to finding qualified candidates and reduces the time taken for filling the vacant position. It has
been found that business that does not recruit from the diverse talent pool runs the risk of
missing on the qualified candidates and might face more difficulty in filling the key roles thereby
increasing the recruitment cost.
Kyalo and Gachunga (2015) states that diversity management is an aspect which is undertaken
by firms so that it not only becomes the best and is capable of undertaking competition.
According to Ghorashi & Sabelis (2013), there are various approaches to diversity management.

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Some of these approaches including the consultant practitioner approach and the mainstream
stream approaches.
As stated by Kulik (2014), the consultant/practitioner approach aims at focusing on
the positive aspect of making the workforce diverse for increasing the productivity. It has been
found that through this approach an organization is able to focus on the benefits that diversity
brings to the organization. On the other the mainstream approach is supported by social
identity and the self categorization theory. The social identity helped in describing the behavior
of the group and the membership within particular group while self categorization theory is
stereotyped by the people through the attribution of attitude, behavior and the other attributes.
According to Singh, Winkel & Selvarajan (2013), there are various theories of managing
diversity. These theories include the contingency theory, goals theory, learning theory and the
psychology organization theory. Contingency theory mentions that diversity management and
the organizational success depends on the attitude of the organization in varied areas that
includes organizational environment, culture strategies and individual employees. Goals theory
states that the conflict with the organizational goals and clarity results in lower organizational
performance (Van Knippenberg, van Ginkel & Homan, 2013). Therefore, there is a need for
clarifying the goals through efficient diversity management. Learning theory puts across that
programs of the diversity management acts as essential means of the rethinking process and
hence the sole task of an organization lies in elimination of needless task so that it contributes to
improving the performance within organization. Following these theories helps an organization
in improved understanding of workplace diversity and improvement of workplace employees.

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Having said this, diversity also brings in various benefits to the workplace. Employees
from a diverse background instill the organization with the creative perspectives and ideas
informed via their cultural experiences. It is also found that a diverse work force is able to help
the organization in better understanding the target demographics and the things that moves them.
The diverse workforce also works towards the better alignment of the organizational culture with
the demographic makeup of a particular country. Diversity also leads to an enhanced customer
satisfaction through improvement of the ways in which the customers interact within diverse
clientele and public. Thus, in every aspect diversity results in positivity for an organization.
As far as diversity is concerned, ‘No Name’ faces various issues. In most case the
working relationship remains strained as the senior staff remains intolerant towards the working
with the apprentices. In China, the company does not recruit disabled people even when they
have suitable skills. The company had a fear of facing legal action due to recruitment
discrimination. Besides, the human resources of the company are unable to put across clear
practices for helping the employees in understanding one another.
Culture
According to Uddin, Luva & Hossian (2013), the concept of the culture portrays certain
amount of uncertainty in relation to the definition even when it seems obvious given the social
familiarity in the manner in which it is used. The variations in meaning of culture as per the
social context contribute to the uncertainty and the things that occurred with time. There have
been several authors who contributed to visibility, origin, consolidation and the improvement of
the organizational culture as the scientific concept. Considering the fact that the authors are
diverse and has varying contributions, it becomes difficult in defining the precision of scientific

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contribution of the author towards the development of the concept. The concept of organizational
culture began attaining social and scientific visibility particularly in the United States during the
1980s with the introduction of scientific meetings and production of the numerous works that
contributed to its popularization.
O’Reilly et al. (2014) stated that organizational culture represented the personality of the
organization and comprises of the values, norms, assumptions and the tangible signs of the
organizational members along with their behaviors. Culture is however difficult to express in a
distinct manner but everyone knows it once they are able to sense it. The concept of the culture
holds importance while attempting to manage changes within the organization. It can however be
said that culture defines the internal and the external identity of the company since it reverberates
across all the aspects of the business and represents the manner in which one does business.
Schwartz (2013) put across that organizational culture represents living the core values of the
company in all the aspects of the organizational structure and the day to day operations. One of
the key advantages of having a stronger organizational culture lay in turning the employees into
the advocates. In addition an organizational culture contributes in breaking the boundaries
between the siloed teams guiding the decision making and improving the overall flow of work.
An open culture helps the employees in raising the voice and contributes towards shaping the
work environment.
As far as the Culture is concerned, ‘No Name’ has a negative culture. This type of culture
even gets extended to communication between the headquarters and subsidiaries. Besides of the
management teams in the home country of ‘No Name’ identified quality as one of the key
problems which is also related to the parts of Vietnam and China. The company received
complaint regarding the lack of quality from the customers as well as the non governmental

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institutions. Besides, No Name also lacked integration across its teams. This is because the teams
only work in the specified areas which lead to straining of relationships across and within the
teams. There is also a compromise between the lateral and horizontal communication and the
staff members complains about not getting enough instructions.
International Performance Management:
According to Hutzschenreuter & Horstkotte (2013), international performance
management refers to the procedure that enables a multinational enterprise or an international
company for evaluation and the constant improvement of the corporate and the individual
performance in accordance with pre set targets and goals. Doherty (2013), states that
international performance management primarily refers to the performance appraisals of the
expatriates that is considered as one the basic activities of human resource management in
determining the performance management and influencing implementation of the business
strategy within company. According to Cerdin & Brewster (2014), the aim of the performance
appraisal lies in identifying the strengths and weakness of the expatriates, evaluation of the
training needs, plan for the future development and ensure motivation by serving as the basis for
the reward and the career feedback. Performance appraisal involves two processes that include
judgment and observation through development and evaluation of the performance.
An international company does not entail uniformity across all the subsidiaries and
therefore it requires a consideration of environmental contingencies in respect to various
subsidiaries. The contingencies define the mental distance amongst parent and the host country,
role of subsidiaries and the entry modes. Rozkwitalska (2017) stated that there a company
follows various staffing models in filling the positions of subsidiaries. According to the

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geocentric model, the companies employ a competent personality irrespective of the country of
the employee. In the region-centric approach represents a geographic strategy in which the
employees remain within the specific geographical region thereby allowing the managers in
enjoying regional autonomy. In ethnocentric model, the nationals of the parent country are
recruited for filling the positions of the higher level. Lastly, the polycentric model, nationals of
the host country is recruited based on the belief that they might benefit from the local
knowledge. Therefore, the adoption of a particular strategy related to staffing will have impact
on the performance of the subsidiaries.
Considering the fact that international performance management is related to the
performance appraisal, the international company, ‘No Name’ faces various issues in relation to
the international performance management where it is not connected to the performance
appraisals. Besides, there is no formal process of appraisal for the expatriates. Reviews related to
performance are only conducted in Australia and not the subsidiaries.
Training and Development
According to Elnaga & Imran (2013), training refers to the improvement of the present
work skills and the behavior of the employees that helps them in growing within the current
position for better performance within the job role. Jehanzeb & Bashir (2013) stated that
development on the other hand, helps in enhancing the abilities of the employees in connection
to futuristic job or position. In context of an international company, training refers to the
development of the skills of an expat that is necessary for determining the success of the
international assignment. Efficient training of the expats plays a significant role in determining
the accomplishment of the international goals. Expat training also involves providing necessary

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training to their children or partner for ensuring smooth settlement that would in turn determine
the success of the international assignment. However, the key goals of the expat training involve
preparing and supporting them for the international assignments and also adjust to the new
country. Expats are also subjected to Pre-departure training that includes preliminary visits,
cultural awareness, language instruction and then daily issues.
In context of the training and the development, No Name does not have Feedback
Avenue for its employees on effectiveness of expatriate training. Besides, the development
programs are meant for recruiting the managers and meeting their organizational needs.
However, the company experiences a lack in the professional development as the senior
members do not help in the development of the junior employees.
Conclusion and Recommendations:
On a concluding note, one can see how the essay provides an overview of the concepts
and the critical theories of organizational human resource management through diversity
management, culture, training, development and international performance management. The
essay portrays how diversity management undertaken by organization makes it more responsive
towards the technical moves based on the approaches undertaken. At the same time, the essay
portrays how No Name faces an issue in the embracement of the rich value in working with the
diverse people since the headquarters of the company is intolerant towards the working of the
employees from the different generations. Here one can see how organizational culture refers to
the shared manner of thinking, and acting in collective manner within coordinated people having
reciprocal expectations. It is however, disseminated, shaped, learned and changed with time
thereby providing certain predictability within every organization. But when discussed in context

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of No Name, one can see how the company faces negative culture where the staffs provide
resistance to any attempt of making change. Through the essay one can also understand how the
international performance management leads to performance appraisal of the expats. One can
also overview the various models of staffing that the organizations might adopt. However, this
particular aspect when viewed in terms of ‘No Name’, one can see that the company neither has
clear measures nor a policy for better management of the performance. The essay also puts
across discussions on training and development and shows how expatriate training is vital for the
success of an international assignment. However, when viewed in terms of the international
company, No Name, one can see how the company does not have systematic programs related to
management development and workforce training
Recommendations:
Hence, given the importance of diversity in the organizational context, it is recommended
for the employees of ‘No Name’ to undertake better understanding one another, ensure effective
communications and encourage the valuation of diversity.
Given the importance of culture in the organizational context, it is recommended for ‘No
Name’ to ensure a positive culture to get uplifted from its present state.
Given, the importance of the international performance management, it is recommended
for ‘No Name’ to adopt better measures of performance management and travel to the subsidiary
locations for ensuring consistency.
Given the importance of the training and the development, it is recommended for No
Name to adopt a proper method of training and development of the employees for ensuring better
performance.

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