Human Resources as the Global Thesis

Pages: 4 (1340 words)  ·  Bibliography Sources: ≈ 4  ·  File: .docx  ·  Level: Master's  ·  Topic: Careers

SAMPLE EXCERPT . . .
The author lists some reasons for building a learning organization that seem obvious on the surface, but at second glance make good pragmatic sense. The skills needed by individual employees before transitioning into a learning environment for an organization include: being able to leave "old myths" behind and move forward; being understanding of the organization's culture; finding a way to multitask effectively, to change speeds when necessary and to find human and relax when needed (Agarwal).

Most people like to believe that have the skill sets necessary to be effective, but by Agarwal's assessment, there are challenges for even the most efficient, alert employee. Can you insulate your "hot buttons and fears" and remain smoothly, unemotionally connected to your tasks? Can you put yourself in the shoes of an anthropologist and carefully examine the dynamics of leadership, what they are thinking, what they measure ad how they evaluate? If not, perhaps you're not ready, if Agarwal's narrative is to be respected and believed.

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Robert J. Lavigna's article is focused on the enormous challenges that governments are facing in the new global environment. "Seldom, if ever, have the world's governments confronted a more daunting set of challenges that affect every nation" no matter what political system or social structure is at play in that nation (Lavigna, 2004). Hence, selecting the right people for public jobs and positions is paramount in order to meet the challenges -- like terrorism, technological changes, a "rapidly-changing labor market" and the economic competition all across the international marketplace (Lavigna, p. 1). This article was written seven years ago, but its applications -- especially related to the developed world -- are very appropriate in 2011. In the first place Lavigna points out correctly that "…trust and faith in government is at or near an all-time low," and so it's harder than ever to recruit good quality people that are civic-minded and not just out for a profitable career (p. 2).

Dissertation or Thesis complete on Human Resources as the Global Assignment

Given the fact mentioned in the last sentence, what are the best steps for the HR manager to take in terms of getting the best talent on board? "Reversing the Erosion of the Public Service Ethic" is probably number one, Lavigna explains. That entails creating a positive public image for the government, no easy task. But every change has an important beginning, and for government organizations, it begins with good civic education in public schools (every new generation of students need to be shown the "critical role that public workers play" in the life of the community (Lavigna, p. 3).

Next, the recruitment process that the HR people must launch to change the image of the government's public service side is vital. The perceptions that the old-school values still prevail have to be washed away. Seniority should not trump merit, Lavigna writes, and personnel should not be perceived as after control but rather as part of a smooth functioning team out to serve the community. Indeed, attracting the so-called "best and brightest" talent -- especially in positions that are difficult to fill with highly competent people, like nurses and IT specialists -- requires the elimination of "arbitrary rules and regulations that restrict the choices of hiring managers and supervisors" (Lavigna, p. 5). It also requires screening applicants quickly and professionally, and adopting "flexible and appealing hiring procedures," something governments need to learn.

Conclusion

Managers and leaders in the IHRM milieu are faced with an assortment of challenges and problems, but none of them are impossible to meet and solve, providing the leadership in HR is flexible and resourceful when change is required. Being well informed and culturally up-to-date is part of the answer; the other part is being willing to adjust, inform, and communicate with employees and other stakeholders.

Works Cited

Agarwal, Ajay. (1993). Learning Organization. Retrieved May 26, 2011, from http://www.hrfolks.com.

Lavigna, Robert J. (2004). Recruitment and Selection of Public Workers: An International

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