Human Resources Management Conduct Essay

Pages: 15 (4313 words)  ·  Style: APA  ·  Bibliography Sources: 5  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business

SAMPLE EXCERPT . . .
The emphasis also falls on integrating the employees within the organizational culture, and similar benefits are offered. Changes however occur at the level of the wages offered, these being regulated by national institutions in each region.

An observation which is however made in the human resource management policies and practices in China relative to those in the United States is that the quality of the Chinese efforts is inferior to that of HRM efforts in the U.S. For instance, while the managers in the United States are highly mature and experienced, the managers in China tend to be younger. Such a strategy would have been selected to encourage youth, enthusiasm and the company's commitment to management training and promotions.

Another observable difference between HRM in China and U.S. is represented by the training programs. These are quite specific in both regions, and train the employees on how to operate the machines, prepare the meals, ensure surveillance and other such operations. Still, in the United States, upon completion of the training programs, the employees have the opportunity of going to the Hamburger University -- McDonald's Center of Training Excellence. In China however, McDonald's does not operate such an educational facility, meaning that the training process is incomplete and does not have the same finality.

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"If you are promoted to be a manager, you have chance to go to Hamburger University. However, in China, there is not any Hamburger University for crewmembers or managers to enter. Here the crewmembers just taught easily on how to do the procedure, not a complete training program. That means it is not a professional program. China McDonald's are just aware of the quantity not the quality" (JPKC).

Finally, a last difference is observed in the fact that the incentives offered by McDonald's China are significantly inferior to the incentives offered in the United States. In the North American country, the McDonald's employees are presented with benefits such as profit sharing or support in educational attainment, both of which are uncommon in China.

Essay on Human Resources Management Conduct a Assignment

"There are some benefits the china McDonald's employees don't have, such as educational assistance. China McDonald's don't provide any program or scholarship for employee; profit sharing is strange for China McDonald's employees" (JPKC).

The incentives play an important role in employee retention, satisfaction and performances. And in the United States, the existence of more incentives as part of the HRM program creates higher levels of employee motivation. In China however, since the employees are presented with fewer incentives, they are less motivated and they perceive the job as just a job, rather than an opportunity and a place to work hard and prove their worth.

Within Europe, the HRM approach of McDonald's is quite similar to that in the United States. The underlying principles are the same, but differences occur when these are demanded by the national legislations. In Germany and the United Kingdom for instance, McDonald's was forced to respect the union and pay determinations implemented by the domestic authorities (Royle, 2003).

The specifics of the incentives offered also differed based on some cultural features. In the United States for instance, employees are less accustomed to sabbatical leave and reserve this for teachers usually. In Europe however, individuals place a more increased emphasis on the balance between work and personal life. At McDonald's this cultural trait has materialized in some executives in the UK, Germany, Switzerland and Netherlands getting sabbatical leave based on experience within the firm.

Another difference between U.S. And Europe HRM practices at McDonald's is represented by the offering of profit sharing opportunities. While this is common in the United States, it is often unheard of in European countries such as France, Sweden, Portugal or Italy. The company argues that the incentive packages in the European markets are already competitive and do not require this particular benefit (Berrone).

In spite of these differences, the human resource management and development policies and practices are rather similar at McDonald's. The company strives to preserve centralization of its HRM decisions and equity of employee incentives. This objective is difficult to attain in the context of different cross-country criteria, such as wage legislations or competition. Still, the fast food company struggles to overcome this impediment through the creation and implementation of TIP -- Targeted Incentive Program -- the short-term incentive package it implements as a global standard.

In terms of incentives, HRM values and other human resource management and development policies, McDonald's implements similar decisions. It strives to be slightly more wage competitive than other fast food companies in all markets in which it operates, but these decisions are not based on cultural differences, but on criteria such as legislations or intensity of competition faced.

"These overall policy decisions reflect a company, any company, trying to balance internal and external fairness concerns. Competitive base wages require that local and regional labor markets have a central role in a somewhat decentralized decision process" (Berrone).

All in all, both Wal-Mart and McDonald's appear as important international employers, but their primary focus is that of exporting the American culture into the regions where they operate. The human resource practices for management and development are similar to those implemented in the U.S., with two specific exceptions. The first exception is represented by the case when there are local needs that have to be met, such as legislative needs of working hours or wages. The second exception is represented by the case when the HRM policies in other global regions are inferior to those in the United States.

These findings lead to the ultimate conclusion that both Wal-Mart as well as McDonald's perceive the global market as a new source of income and tend to exclusively focus on this dimension. They tend to disregard the features of the local cultures and seldom include them in the development of the human resource policies. In other words, the HRM policies and practices are more so influenced by the organizational culture, rather than by the cultural diversity of the market in which the firms operate.

2.2. Measuring success of HRM processes

The means in which each economic agent develops and implements human resource management and development processes depend strictly on the internal decision making systems at the company. Still, the firms must also assess the success rates of their HRM programs.

Since the human resource management efforts are often qualitative and they integrate more sensitive issues, the quantification of the results they generate is quite intricate. Still, some possibilities on how to measure the results of the human resource programs include the following:

The measurement of employees' levels of satisfaction on the job before the implementation of the HRM practices and after the processes have been implemented; this could be attained through anonymous questionnaires

The comparative measurement of employee turnover rates before the HRM processes and in the aftermath of their implementation. This is quite straightforward to be achieved as it is clearly revealed in organizational documents and the already existent data just has to be retrieved, processed and interpreted.

The assessment of the levels of customer satisfaction before and after the implementation of the HRM practices. This means of measuring the success of HRM practices is mostly applicable within service institutions, where the employees directly interact with the customers and where the final satisfaction of the employees is pegged to the nature of the interaction between the clients and the staff members. Employee satisfaction is a direct indicator of employee efforts and performances, which are then reflected in customer satisfaction. In this setting, when customer services are higher after the implementation of HRM, a conclusion is drawn that the HRM processes had been successful.

2.3. Evolution and future of human resource management

The human resource practices have evolved tremendously throughout the past two decades. The concept of human resource management became popular during the 1980s decade, when academicians came to place more emphasis on the role of the employees within the changing organizational context. Since then, HRM has gradually transformed into a focal point of interest for both researchers as well as practitioners.

Throughout the years, systematic emphasis came to be placed on several dimensions of human resource management, such as communication, the organizational identity, the organizational hierarchy or employee motivation.

The past two decades in the evolution of human resource management have represented the concretization of efforts made since the beginning of time. The concepts used by HRM were applied since biblical times, yet they were not academically recognized. Then, during the Industrial Revolution, when factories were opened and employees had to be managed, a rudimentary form of HRM developed in the personnel department. Today, all functions regarding the personnel management have been assumed by HRM.

Human resource management is the oldest managerial model and the most effective one (Khilawala). It impacts all aspects of the organizational operations and it is implemented in an integrated manner to create the best results. Still, the evolution of HRM is yet to be complete.

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