Human Resource Management is crucial to organisational competitiveness and productivity due to the growing diversity of the world’s workforce and its increasing importance. In the human resource cycle selection process is the main variable influencing directly the performance as also the employee development process. When staffing overseas positions, the multinational corporation (MNC) has three major ways of hiring executives in Staffing the Global Organisation:
It is a cultural attitude marked by the tendency to regard one’s own culture as superior to others. Sending home country executives abroad — thinking that they will be able to deliver the goods — may be an appropriate strategy in the initial stages of expanding company operations worldwide as these officials know what to do immediately.
In the polycentric corporation, there is a conscious belief that only host country managers can ever really understand the culture and behaviour of the host country market; therefore, the foreign subsidiary should be managed by local people. The home-office headquarters, of course, is staffed by parent-country nationals.
Geocentrism assumes that management candidates must be searched on a global basis, without favouring anyone. The best manager for any specific position anywhere on the globe may be found in any of the countries in which the firm operates. Such a staffing policy seeks the best people for important jobs throughout the organisation, regardless of nationality.adopted that invites employees to grow with the company, in every market.
The major underlying objective of human resource planning is to lay the foundation from which the organisation will always have the right people in the right places to do the work required by the organisation. Human resource planning is part of the overall strategic planning of the employing organisation and includes such factors as: (1) environmental scanning; (2) business and economic forecasting; (3) developing and maintaining a competitive advantage in the marketplace; (4) determining long-range technical needs.
Job Analysis is the systemic study of job requirements and those factors that influence the performance of those job requirements. Typically, a job analysis is the first step in the staffing process and is designed to identify who is to do what, where, when, and how.
Forecasting Human Resources
Human resource forecasting is the process by which an organisation estimates its future human resource needs. The process of human resource forecasting is a two-stage operation. First, it is necessary to forecast future human resource needs in terms of job description, quantity, location needed, and timing. Second, it is necessary to make a forecast of the internal supply of human resources by surveying existing employees to identify available skills, knowledge, aptitudes, promotability, trainability, and the identity of key personnel.
Selection may be defined as the process by which the organisation choose from among the applicants, those people who are perceived the best meet the job requirements. For each candidate, the organisation evaluates candidate skills, education, experience, and so on to find the people who best ‘fit’ the particular job specification. In other words, ideal selection identifies the best fit between the person and the job.
Example: Employee Selection at Mitsubishi
For the U.S. based Mitsubishi-Chrysler joint venture auto plant, employees are selected the Japanese way. The selection process lasts three days. On the first day, applicants are required to perform tasks that mimic factory jobs. Work -related tests are followed by a series of written, medical, and drug tests and a final screening by plant supervisors. The selection process tests individuals for high level of skills, dedication to their work, an aptitude for learning new work methods, teamwork is expected. Those who are selected must go through a rigorous training programme, where they learn technical skills, interpersonal skills, creativity facilitation, and idea-generation. They are taught efficiency in the form of the Japanese philosophy of ‘kaizen’, or continual improvement. This basic training is followed by several weeks of on-the-job training. Later, promotion decisions are based, in part, on how well candidates do in management development seminars and in-basket exercises. In any respect, human resource management is a priority task in Japanese firms.