The History Of Intercultural And Global Challenges

Published Date: 02 Nov 2017

NAME: SHANA- KAY INGRAM

LECTURER: MELTON WATKIS

COURSE: PRINCIPLES OF HUMAN RESOURCE MANAGEMENT

COLLEGE: COLBOURNE COLLEGE

TABLE OF CONTENTS

PROFILE 3

INTERCULTURAL AND GLOBAL 4

CHALLENGES

METHODS USED TO FORECAST HUMAN RESOURCES

JAMAICAN LEGAL ENVIRONMENT

STRATEGIES USED IN RECRUITMENT

AND SELECTION PROCESS

TRAINING AND DEVELOPMENT PROCESS

OF NEW EMPLOYEES

FORMS OF EMPLOYMENT CONTRACT

METHODS OF COMPENSATION AND

REWARD SYSTEMS

METHODS USED TO EVALUATE THE PERFORMANCE OF STAFF

PROFILE

LITRUM ENTERPRISE LITMITED (LEL)

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NATURE OF BUSINESS

Litrum Enterprise Limited is a private company based in Montréal, Canada but will be opening another office in Kingston Jamaica. This establishment has a lot of enthusiastic professionals that deals with the chartering of all types of vessels such as multi-purpose vessels and bulk carriers. This organisation works closely with giant grain houses, other ship-owners, steel, coal, fertilizer and cement clincer worldwide. This business organisation provides a large amount of experience and knowledge to our new and existing customers for many years with success. Contracts and business ventures with different shipping companies and projects are engaged on a regular basis. When doing business with our organisation we will offer a complete range of combination deals to fit the needs of the customers. We provide specialized and customized ship management service which is an important requirement of the 21 century shipping industry. We are proud to have a mixture of long established values of trust and sincerity by customers, integrity and hard work by employees and even handed business practices together with modern and current technology oriented management system. This business gives customers the service of cost-effective ship management with a quality of the highest order.

INTERCULTURAL AND GLOBAL CHALLENGES

INTERCULTURAL- IMPLICT DISCRIMINATION

There are employees within the organisation that will dare to utter an offensive insult within the establishment, but discrimination can present itself in operational form that goes unnoticed by superiors within the organisation. There may be female and visible minorities within the organisation, but an insignificant amount of them make it to prominent positions within the establishment. Businesses can cut discrimination from within the organisation by making readily available support and fair opportunities to all employees within the business entity. Superiors can assign new employees supportive mentors, and also question their self before they offer a certain employee special opportunities or certain positions within the establishment. Ask yourself why giving privileges to certain employees are justified within the business organisation.

INTERCULTURAL- COMMUNICATION

Differences often come into view in the language people use within the organisation to communicate with each other and when this happens communication can become a problem in the workplace where some workers speak English as a second language. To put a constraint on misinterpretation and confusion within this organisation, English- speaking employees will be restricted to use jargon and slang in meetings and emails that has to do with the organisation processes and operations. While it may be normal or OK to speak a foreign language with an employee over lunch , using that same form of communication or language in a seminar with employees who don't speak that language can make those workers feel excluded and this can cause a problem within the organisation. As a general rule however that will be implemented, people can use the language of their choice or that they are comfortable using during breaks and lunch hours, but they should stick to the common business language of the organisation during formal discussion with colleagues or superiors.

INTERCULTURAL – GENERATIONAL DIFFERENCES

Not all cultural issues within the organisation will involve ethnicity. Managing across different countries can also present an intercultural challenge. This is so because each individual from different age groups and from different parts of the world were influenced by different events and situations growing up. This produces each employee with distinct and different attitudes towards work and life. People think that multigenerational organisations put forward management challenges, but some people also recognize the extended learning opportunities those differences bring when working within these organisations. (CHRON.COM, 2013) Understanding the characteristics of the organisation can help you to manage a workforce with different concerns and expectations. (CHRON.COM, 2013)

GLOBAL CHALLENGES-

Around the world, political, economic and social changes take their toll on organisations and their human resource management departments as well. Global human resource management deals with developing, employing and rewarding of people within an business organisation. It involves the world-wide management of people as well. Global human resource management deals with a number of different challenges when the activities of the organisation are not confined in one or a particular country. The challenges of global human resource management that the organisation might face include:

The variety of international organizational models that exist within that particular country

The extent to which HRM policy and practice vary in different countries (Convergence and Divergence). 

The problem or challenges of managing people in different cultures and different environments.

The approaches used by organisation to select, hire and reward expatriates who works in abroad subsidiaries of that organisation.

METHODS USED TO FORECAST HUMAN RESOURCES

To determine the human resources needed by an organization this will involve identifying jobs, skills and knowledge required to perform the given task within the organisation. By gathering this data and using it correctly management can therefore forecast whether to hire or reorganize the needs of the organisation for both short and long term. Forecasting methods that will be used in this organisation includes using past data to predict future staffing. This organization will also use surveys and different techniques such as benchmarking and modeling techniques to estimate how workforce should and will be staffed within the organisation. (CHRON.COM, 2013)

METHOD 1

Management will analyze work operations within the organisation. Management will also create a detailed job analysis for each function within the organisation and record the statement and procedures essential to complete each task that is given. Conclude a desired level of output in order they will calculate the number of individuals that will be needed to produce that volume of operations. (CHRON.COM, 2013)

METHOD 2

Superiors can conduct a series of online surveys. Also surveys can be done within the organization to find out their opinion on forecasting. Based on the experience of managing the employees in the previous organization this will assist to contribute new initiatives and ideas to the creation of new products or services in this new location. Surveys will be created and distributed within the organisation. The data will then be gathered, examined and then a preparation of forecasting will be done. Management will then send the forecast to the original individuals to get their new opinions and input. Survey will be repeated until each individual involved reach agreement that the forecast appears accurate. (CHRON.COM, 2013)

METHOD 3

Forecasting process will be documented and will be followed consistently throughout the organisation so that all superiors align their forecast to the organisations strategic direction, recognize skill gaps, create and implement action plans to address shortages, employ plans to hire and keep skilled personnel and evaluate forecasts on an continuous basis. When this is done, then management can more correctly lead subordinates planning efforts for all skill areas such as information technology and knowledge management. (CHRON.COM, 2013)

JAMAICAN LEGAL ENVIRONMENT

STRATEGIES THAT WILL BE USED IN THE RECRUITMENT AND SELECTION PROCESS

In order to increase efficiency in the recruitment and selection process within the organisation, management will ensure that consistency and compliance is involved in these processes.

IDENTIFY VACANCY AND EVALUATE NEED

Recruitments within the organisation provide opportunities to departments such as measuring staff skill which is set to initiatives, goals and planning for departmental growth of the organisation and individual growth of each employee. Although there is work involved in the hiring process, proper planning and evaluation of the needs of the organisation will lead to hiring the right person for the right job that is needed to be completed within the organisation.

DEVELOP POSITION DESCRIPTION

A position description also referred to as a job description is the core of a successful recruitment process. From the job description, interview questions, interview evaluations and reference checks questions are developed. The relevant authority will therefore identify the duties and responsibilities prior to developing the job description. Manager responsible for hiring will identify

General Information

Position Purpose

Essential Functions

Minimum Requirements

Preferred Qualifications

DEVELOP RECRUITMENT PLAN

Each position within the establishment will be given a detailed documented Recruitment Plan which is approved by the organizational superiors. A carefully structured recruitment plan maps out the strategy for attracting and hiring the best qualified candidate. In addition to the position’s placement goals the plan will contain advertising channels to be used to achieve those goals. The recruitment plan will be developed by the hiring manager within the organisation. The most current placement goals will be identified and will be used within the organisation recruitment process. The relevant recruitment plan elements will include:

Posting Period

 Placement Goals

 Additional Advertising Resources

Diversity Agencies

Resume Banks

CONDUCT INTERVIEW

The interview is the most important and critical step in the selection process. It is the opportunity for the employer and prospective employee to learn more about each other and validate information provided by both.

These are some of the strategies that will be used in the recruitment and selection process of new staff within the subsidiary.

TRAINING AND DEVELOPMENT PROCESS FOR NEW STAFF

It is unrealistic for employers to believe that new employees have the abilities and skills that are needed and relevant to do the required tasks to organizational standards. By interviewing and observing the new employee's skills and abilities the employer can develop a good initiative of the skill level of the employee and how training of employee should be carried out.

Upon employment, new staff members should participate in an employee training program developed by the organisation.

Training within this period will be more extensive, as management is trying to bring the employees up to speed about the processes that take place within the organisation.

The new employee and his/her immediate supervisor will meet at least weekly to ensure the employee is learning and applying the knowledge and skills to the tasks given by him/ her

FORMS OF EMPLOYMENT CONTRACT

CONTRACT TO PERFORM A SPECIFIC TASK

There are more differences between the contract to perform a specified task or work and the contract of employment than in the case of the contract of mandate. First, the person performing the task or work is not subordinated to the 'orderer' (a mandatary is sometimes obliged to observe the instructions of the mandator). Second, it is a so-called 'contract for result', which means that its objective is the performance of a given task or work rather than the performance of work itself. Contracts to perform a specified task or work are frequently concluded because they are not subject to social security contributions. However, if a firm concludes a contract to perform a specific task or work with an employee, it is obliged to pay social security contributions just as in the case of a contract of employment. (EIRONLINE)

EMPLOYMENT BASED ON THE LABOUR CODE

Contracts of employment are the most common form of employment contract there is. These contracts give tangible benefits to both the employer and the employee. By signing a contract of employment, the employer gains a permanent employee and can be certain that the employee will arrive at the workplace at a specified time every day and will take instructions and perform given task. The employee, on the other hand, enjoys many benefits such as paid holidays, maternity and childcare leave, and severance pay in the event of collective redundancies. (EIRONLINE)

CONTRACT OF EMPLOYMENT FOR A FIXED TIME

A contract of employment for a fixed period is a limited contract that is agreed to by both employee and employer. The contract will terminate at a specified date. The law does not specify the maximum duration of such a contract, but the term of contract should be reasonable. It is assumed that a contract for a fixed period may last from three months to three years and, in justified cases, even five years. Regulations, however, limit the number of such contracts concluded with one employee. In general, a contract for a fixed period cannot be terminated with notice, but there are certain exceptions to this rule.

METHODS OF COMPENSATION AND REWARD SYSTEMS

This organisation will implement a strategic reward system for employees that address areas such as compensation, benefits, recognition and appreciation. A rewarding system will be recognized to reward employee activity-performance and behavior within the organisation. Performance is the easiest to recognize and observe because of the direct link between the initial goals that management will set for employees and the end outcomes of that result.

You can't hide the importance of recognition and appreciation as crucial components of a good reward system within the organisation. These elements don’t really receive the attention they deserve from some management within business establishment, which is amazing because they're the low-cost strategies. Employees like to know how they are performing whether good, bad or on average, so it's important that management inform them of this

Bonuses are payments awarded to employees for the accomplishment of a specific objective given to them by management, such as finishing a project on time. However, bonuses are not part of an individual's base pay. Three types of bonuses that may be awarded within the organisation are:

Individual

Team/group/department

Organizational

Profit-sharing is a system where employees receive an annual bonus based on the overall profitability of the company. Individuals believe that working harder, efficiently, or more creatively within the organisation will increase the profitability of the business entity, thus increasing the profit pool distributed to employees.

METHODS USED TO EVALUATE THE PERFORMANCE OF STAFF

Once an annual performance appraisal has been done, it will become an ongoing process by which an employee understands the organizational goals and whether or not the employee progresses toward contributing to them are measured. Performance evaluation is an ongoing activity that managers will carry out on subordinates as well as their self. Within the organisation managers will use the certain indicators to find out the performance of the business on a whole, as well as assessments of those within the organisation.

QUANTITY

This is the number of units produced, processed or sold is a good objective pointer of performance within the organisation. Management will have to be careful of placing too much emphasis on quantity, lest quality suffers and quality of service is a very crucial factor.

QUALITY

The quality of work carried out by employees can be measured using several different means. A means to measure this can be the percentage of work output that must be redone by employees or is rejected by customers.

TIMELINESS

This is evaluated by how fast work is performed by employees. This is a performance indicator that should be used with caution.

CONCLUSION

BILBLIOGRAPHY