Strategic Human Resource Management Report: Analysis and Strategies

This report provides a comprehensive analysis of strategic human resource management (HRM) practices. It begins by examining the importance of staff training and development within organizations, using Motorola's training program as a case study, and identifying its strengths and weaknesses. ...Read More

Running head: STRATEGIC HUMAN RESOURCE MANAGEMENT
Strategic Human Resource Management
Name of the Student
Name of the University
Author Note

Question 1:
Appropriate training and development of the staff are vital for organizations due to
various reasons. Proper training of the employees actually helps in the overall growth of the
organizations. The main benefits achieved by staff training and development, which contribute to
organizational growth, include improved performance of the staff, mitigation of the weaknesses
of the staff, and improvement of the staff morale and satisfaction (Noe and Kodwani 2018). With
these factors, staff training and development also helps in increased productivity and increased
innovation where the employee turnover is reduced. From an overall perspective, staff training
and development help to enhance the profile and the reputation of the organization.
Here, one important organization where staff training and development program is
implemented is Motorola. Motorola is a US-based organization that prepares smartphones,
smartphone accessories, and televisions. Motorola is currently owned by Lenovo. Motorola is
one of the leading telecom and electronics organization in the world, and also the Motorola has
been one of the top employee training organization in the world. Utmost importance to the
training procedure is given by Motorola.
The training and development program used by Motorola is quite unique. For providing
innovative training to the employees, Motorola has established Motorola Education and Training
Centre. For the training of the employees, Motorola has used corporate-wide learning practices.
Here, all the training programs are pre-scheduled, and employees need to go through all the
processes in chronological order (Taylor and Storey 2016). The training process is quite focused
on job functions, and it provides an appropriate focus on management, leadership, and
compliance skills. In this way, the employees become completely ready for the organization.

Here, the main weakness of the training program is that employees do not receive a specific type
of training depending on the job criteria instead of that they receive a mixed type of training.
Question 2:
In this case, a new subsidiary will be launched in Busan, South Korea, while the home
country of the organization is in Kuala Lumpur, Malaysia. Thus, it is very natural that the
expatriate manager will be facing several issues regarding the launch of the subsidiary
organization. The main challenges that will be faced by expatriate managers include corporate
environmental transition, cross-culture adjustments, social integration, and communication
barriers.
In this aspect, the expatriate manager needs to manage these raised issues in an effective
way. The issue regarding corporate environmental transition can be mitigated by proper
definition of the change and it also needs to be aligned with the business goals (Maley and
Moeller 2017). Also, the impact of the environmental transition needs to be assessed and proper
steps need to be taken accordingly. As the environmental transition will be done, the expatriate
manager also needs to ensure proper training for the employees, so the overall changes become
familiar.
The cross-cultural adjustments can be made by the expatriate managers by providing
proper training to the employees who are going to settle into a new culture. Also, the expatriate
manager needs to ensure that local culture is not harmed due to any of their actions.
In this case, social integration also needs to be done, and there can be issues regarding
that. For the mitigation of the social integration issues again, appropriate training is the ultimate
answer. Here, some of the organizational employees need to dissolve themselves in Korean

culture, and they also need to maintain a peaceful social relation. For this proper training need to
be provided to the employees.
Also, there can be barriers related to communication in this type of situation. Thus, for
the mitigation of the communication barriers, it is important to build a proper relationship among
the employees (Yousif et al. 2017). It will help to reduce the communication barrier effectively.
Also, stereotyping the audiences should be avoided for improving communication.
Question 3:
The 360-degree appraisal review is a specific type of review process that is used for
reviewing employee performance. In this type of review, process managers, co-workers,
subordinates, and others are capable of rating employees anonymously (Karkoulian, Assaker and
Hallak 2016). The gathered information from the review is used for the performance review of
that person.
In industries, the 360-degree of appraisal works in a similar way as the others. In this
case, also, anonymous feedback is taken from the end of the managers and from other employees
for a specific employee where this data is used for appraising the employee.
The main advantage of 360-degree performance appraisal is that it provides a more
comprehensive view of employee performance. Also, the credibility of the performance appraisal
is improved in this case (Karkoulian, Srour and Messarra 2019). A more accurate assessment of
the employees can be done as there is a mixture of ideas. The main disadvantage of the 360-
degree appraisal is that it takes a high amount of time and creates complexity in administration.
Also, figuring out the overall results becomes very much harder. Again, a false review can be
shared by the colleagues, which can create an issue in performance appraisal.

The 360-degree performance appraisal is quite appropriate for the local employers in
Malaysia as it will be providing a proper evaluation of their performance in the organization. In
this way, not only their job criteria will be evaluated, but also their behavior within the
organization and how they collaborate with the other organizational employees can be
determined. In this way, the appraisal can be given to the employees from all the important
aspects. For this reason, 360-degree performance appraisal is quite suitable for the evaluation of
local employers in Malaysia.
Question 4:
In the current aspects, it has been assessed that non-HR managers are becoming more
involved with the development and implementation of HRM practices. Here, the line managers
are also playing an important role in the development and implementation process of HRM
practices. Currently, there are strong relationships among various HRM practices, and the
performance and productivity of the employees have been renowned (Milliman and Clair 2017).
The line managers have important reasons to be involved with the HRM practices. The
information provided by the line manager is crucial for determining appropriate and needed
practices and policies, which will be reinforcing the operational and strategic needs of the
organization. One important example is that if the quality improvements are required, then it is
important to develop rewards practices for providing reward quality improvements instead of
volume production. Due to this reason, non-HR managers are getting involved more in the
implementation and development of HRM practices.
There can be various negative factors if repercussions if the HRM practices are confined
within only the HR community. The first negative factor that will occur in this case is the
difficulty of understanding orgainizational procedures. The HR managers are responsible for the

appropriate management of the organizational employees. In this case, HR might need to start
some new faclility in the organization for the management of the employees which needs to be
approved by the management of the organization. Now, if the operational managers are not
directly linked with the employee operations as the HR manager does then it is quite possible
that the request of starting a new facility might be rejected. The main reason behind the rejection
will be failing to understand the necessity of the new requirements by the management as they
will be actively not involved with this. For this reason, there can be a negative outcome if the
HRM practices are confined within only the HR community.

References:
Karkoulian, S., Assaker, G. and Hallak, R., 2016. An empirical study of 360-degree feedback,
organizational justice, and firm sustainability. Journal of business research, 69(5), pp.1862-
1867.
Karkoulian, S., Srour, J. and Messarra, L.C., 2019. The moderating role of 360-degree appraisal
between engagement and innovative behaviors. International Journal of Productivity and
Performance Management.
Maley, J.F. and Moeller, M., 2017. A Theory based framework for the expatriate manager’s total
rewards in times of economic uncertainty. In Annual Irish Academy of Management Conference
(20th: 2017). Irish Academy of Mangement.
Milliman, J. and Clair, J., 2017. Best environmental HRM practices in the US. In Greening
People (pp. 49-73). Routledge.
Noe, R.A. and Kodwani, A.D., 2018. Employee Training and Development, 7e. McGraw-Hill
Education.
Taylor, S. and Storey, J., 2016. 7 Strategic leadership development. Leadership in
Organizations: Current Issues and Key Trends, p.113.
Yousif, L.M., Alsamahi, M.A., Alkaabi, W.R., Alnaqbi, W.A. and Castillo, F.G., 2017.
Communication barriers in a multi-diversified workplace: the case of Fujairah International
airport. European journal of economics and management sciences, (2).