Stickiness of Human Resource Management

Question: Discuss about the Stickiness of Human Resource Management. Ansswer: Introduction: In the present global business environment, organizations need to be flexible enough to maintain sustainable growth in the market (Muenjohn and Armstrong 2015). It has been assessed that increasing reach in the global economy has influenced organizations to utilize the competencies of experienced employees for handling global challenges. For that reason, employees also need to have positive attitude towards handling the foreign market challenges. In this study, the focus would be on a particular Australia based organization that is relocating a manager in London, UK market. Thus, the study would focus on evaluating the issues associated with expat management perspective. The study would focus on highlighting all the HR management issues that organization might have to face at the time of relocating employee in a new country. The study would also try to evaluate the impact of relocation on the work life balance of the manager. Moreover, it would also focus on assessing the impact of r elocation of employee relation perspective. Issues associated with employee relocation in different countries: According to Freeman and Lindsay (2012), overseas expansion of the businesses has increased the number of expatriates required for fulfilling all the international business activities. It has been assessed that effective utilization of expatriates is utmost important to enhance understanding and improve performance level of the organization in global environment. Moreover, effective utilization of expatriates allows organizations to maintain identical work culture in all the branches present in different parts of the world. Human resource management have to play a significant role in selecting people for the position of expatriates, as majority of the time they holds prime positions in the organization. It has been assessed that effective utilization of expatriates often help the organization to establish its presence in the global market. However, several issues can also arise within the organizational framework at the time of relocating employee in different countries (AbdelRahman, Elamin and Aboelmaged 2012). For that reason, the HR management of the focus organization will have to face the following issues at the time of relocating manager from Melbourne to London: As highlighted by Wang, Freeman and Zhu (2013) relocating employees will create challenges for the employees in understanding the differences in culture in the host country. Therefore, manager who is relocating from Australia to UK will have to face challenges associated with the differences in culture. For that reason, it will create increase difficulties for the HR management at the time of selecting an individual for performing international responsibilities. The HR management will also have to face issue in accommodating the manager within the new workplace so that the manager can able to perform all the responsibilities in an effective way. It has been assessed that employees working in different country might face difficulties in assessing the perspective of the managers instruction (Wang et al. 2014). Therefore, it can create adverse impact on the overall internal environment of the organization. Thus, it can create difficulties for HR management in maintaining healthy work en vironment for long period of time. Moreover, UK government also have developed different legislative rules and regulations for including expatriates within the economy. For that reason, HR management will have to ensure that the entire selected manager for the role of expats fulfils all the requirements of the host country. Cost of living issue: As mentioned by Dutta and Beamish (2013) cost of living can vary from one country to another in a significant way. For that reason, it will induce HR management to develop separate set of remuneration and benefit plan for the employees relocating for the organizational purpose. Now, in order to provide appropriate remuneration to the selected manager, organization will have to estimate the cost of living in UK. It will also have to consider the fluctuating value of foreign exchange rate between Australian dollar and Pound. It will help the organization to ensure all the needs and wants of the specific employees is fulfilled comprehensively. Historically, it can be assessed that organizations look to provide additional remuneration and benefit to the employee so that they readily accept the foreign country challenges (Min, Magnini and Singal 2013). For that reason, it will also induce HR management to prepare different pay structure for the manager relocating in UK economy. In fact, i t also will Induce HR management to provide some additional benefits like providing proper accommodation to all the family members within the UK, health insurance and other facilities. Thus, it would increase eventually increase the overall cost of the operational processes. Linguistic issue: Language or communication is another prime challenges that the focus manager will have to face in performing all the responsibilities of the organization. Many studies have highlighted the fact that people living in different countries have their own values, beliefs and thoughts (Chang and Smale 2013). As a result, it is expected that they will share their perspectives in different way. It can create adverse impact on the fulfilment of business objectives. Therefore, it will create difficulties for HR management to convince selected employee to take the responsibilities of foreign country. Psychological issue: Proper understanding of employee psychology working in different geographical location is extremely difficult for HR management. Therefore, it is expected that HR management will have to focus more on the effective development of rules and regulations for maintaining healthy working environment (Froese 2012). It also has been assessed that differences in psychological aspect can damage the employee relation within the workplace in a major way. Therefore, it will also increase the probability of employee conflicting situation within the workplace. For that reason, relocation of manager from Australia to UK might not create desired impact on the organizational performance. Impact of HR management and employee relation issue on work life balance of the manager: As opined by Harvey et al. (2012) foreign business responsibilities often create huge amount of pressure in the employees mind. For that reason, it often creates adverse impact on the employee relation with the human resource management team. Moreover, managing diversified workforce also creates challenges for the HR management in fulfilling all the responsibilities in an effective manner. It has been assessed that expatriates often have to balance their work as per the time schedule of home and host country. For that reason, the manager will also have to focus on the development of effective coordination between Australia and UK. Thus, it will induce the manager to work according to different time zones. It can create major adverse impact on the work life balance. As per the article by Syed, Hazboun and Murray (2014), maintenance of work life balance has emerged as one of the prime responsibility of human resource management. However, expatriates always have to coordinate with diffe rent time zones for fulfilling all the provided responsibilities. Therefore, it will definitely create adverse impact on the work life balance. As a result, HR management will have to be flexible enough to provide loose different organizational rules and regulations. For instance, Hr management will have to provide flexibility to the manager so that they can able to perform all the provided responsibilities according to their convenient time. On the other hand, HR management will also have to focus on providing effective training and development facilities to the expatriates so that they can able to handle new market challenges (Chang, Gong and Peng 2012). Firstly, HR management will have to focus on providing cross-cultural training to the employees so that they can able to understand the foreign market believes values and thoughts in an appropriate way. It will help to increase the effectiveness of the communicational structure, which will in turn create positive impact on the development of healthy work environment. It also has been assessed that proper understanding among each other would reduce the possibility of employee conflict within the workplace. It will allow organization to perform all the activities in an effective way. In addition, proper utilization of training and development facilities will help the employee to counter all the market related challenges in an effective way. It will help to reduce stress l evel of manager effectively. Conclusion: The study has highlighted the significance of maintaining effective HR rules and regulation at the time of relocating employees in different countries. The study has highlighted the fact that organizations might have to face different challenges for utilizing the expats in an appropriate manner. For that reason, HR management will have to take a progressive role in countering the entire adverse factor in an effective manner. The study has mentioned that relocating in different country can hamper the work life balance of the employees. Therefore, HR management will have to focus on providing addition facilities to those employees to keep them in positive frame of mind towards all the provided responsibilities. The study has also highlighted the significance of providing training and development facilities to the employees who are relocating for organizational purposes. It would help the organization to eliminate any type of conflicting situation, which will eventually help to create p ositive work environment in an appropriate way. References: AbdelRahman, A.A., Elamin, A.M. and Aboelmaged, M.G., 2012. Job satisfaction among expatriate and national employees in an Arabian Gulf context.International Journal of Business Research and Development (IJBRD),1(1). Chang, Y.Y. and Smale, A., 2013. Expatriate characteristics and the stickiness of HRM knowledge transfers.The International Journal of Human Resource Management,24(12), pp.2394-2410. Chang, Y.Y., Gong, Y. and Peng, M.W., 2012. Expatriate knowledge transfer, subsidiary absorptive capacity, and subsidiary performance.Academy of Management Journal,55(4), pp.927-948. Dutta, D.K. and Beamish, P.W., 2013. Expatriate managers, product relatedness, and IJV performance: A resource and knowledge-based perspective.Journal of International Management,19(2), pp.152-162. Freeman, S. and Lindsay, S., 2012. The effect of ethnic diversity on expatriate managers in their host country.International Business Review,21(2), pp.253-268. Froese, F.J., 2012. Motivation and adjustment of self-initiated expatriates: the case of expatriate academics in South Korea.The International Journal of Human Resource Management,23(6), pp.1095-1112. Harvey, M., Buckley, M.R., Richey, G., Moeller, M. and Novicevic, M., 2012. Aligning expatriate managers expectations with complex global assignments.Journal of Applied Social Psychology,42(12), pp.3026-3050. Min, H., P. Magnini, V. and Singal, M., 2013. Perceived corporate training investment as a driver of expatriate adjustment.International Journal of Contemporary Hospitality Management,25(5), pp.740-759. Muenjohn, N. and Armstrong, A., 2015. Transformational leadership: The influence of culture on the leadership behaviours of expatriate managers.international Journal of Business and information,2(2). Syed, J., Hazboun, N.G. and Murray, P.A., 2014. What locals want: Jordanian employees' views on expatriate managers.The International Journal of Human Resource Management,25(2), pp.212-233. Wang, D., Feng, T., Freeman, S., Fan, D. and Zhu, C.J., 2014. Unpacking the skillcross-cultural competence mechanisms: Empirical evidence from Chinese expatriate managers.International Business Review,23(3), pp.530-541. Wang, D., Freeman, S. and Zhu, C.J., 2013. Personality traits and cross-cultural competence of Chinese expatriate managers: A socio-analytic and institutional perspective.The International Journal of Human Resource Management,24(20), pp.3812-3830.