International Human Resource for Leadership-myassignmenthelp

Question: Discuss about theInternational Human Resource Management for Leadership. Answer: HR practices may not produce the same results in different cultural contexts As defined by Kooij et al. (2013), human resource practice is the strategic activities that enables that human resource personnel in developing their leadership plan. Employee skill development plan is also considered under HR practice. The success of a business organization is highly dependent on the performance level of every individual employee associated within the business organization. Based on the performance level of every individual employee the business organizations tend to earn sufficient revenue. As per the human resource practices employees are needed to be motivated towards performing well. It is undeniable that a particular business organization is constituted with the employees of different cultural backgrounds and attitudes. While managing the performance or career level of an individual employee the organizational human resource management team has to face innumerable barriers in communicating with the employees of different geographical boundaries or cultural atti tudes. While making a career progression plan both the organizational managers as well as executives have to face difficulties. As per the opinion of Pichler (2012), Career managementis the continuous planning of activities that engages one towards better fulfillment of job satisfaction, growth as well as financial stability. While appointing within a business organization the business managers intend to develop various career management and career progression plan for rending a financial stability within the organization. At the same time, it is also undeniable that career management plan makes an individual professional more confident towards the business services. As per the point of view of Alfes et al. (2013) career management plan varies from one culture to another. Employees belonging to other cultural backgrounds have to face innumerable barriers in communicating with the human resource managers at the workplace. They have to face psychological hindrances as well while interacting with HR professionals regarding their career management plan. In this kind of situation those kinds of employees having an issue with cultural and religious backgrounds have to face difficulties for being the active part of career management plan. Peretz and Fried (2012) opined that in order to develop the career progression plan human resource managers have to provide an effective training and development session for enhancing the skills and competency level of the employees. In this kind of situation, people belonging to other cultural backgrounds and attitudes have to face innumerable difficulties for being the part of this training and development session. T hose employees have to face challenges in interacting with the professional trainers due to the lack of language flexibility. Automatically, those employees having different cultural backgrounds get deprived of receiving an effective training session. Tang and Tang (2012) has however, differed the point of view of previous research scholar fervently. As per the opinion of this particular eminent scholar every business organization aims to provide an effective training on communication skill to those employees who are having lack of language flexibility. In this kind of situation, people belonging to different cultural backgrounds and attitudes get the opportunity to develop their communication skill first. As per human resource management practice career management plan is one of the most integral parts of motivating employees towards performing well. In this kind of situation, employees having different geographical and cultural backgrounds do not have to face barriers in attending the career progression session. Ceylan (2013) opined that they can gain the flexibility of interacting with the trainers after developing their communication skill. However, this particular study after developing the career management plan has evaluate d that business organizations should recruit employees belonging to from different cultural backgrounds. After appointing the employees human resource managers can provide an effective training session for developing the communication skill of an individual. Whenever the employees would have to join within the training and development session for the purpose of career management plan this particular employee would not have to face difficulties in interacting with the trainers. As emphasized by Marescaux, De Winne and Sels (2012) a career management plan is constituted with five major steps including building relationship with the organizational professionals, career development conversation with the human resource managers, career development plan, setting a new goal and receiving an effective training session for career development. It has been observed that employees belonging to other cultural backgrounds failed to make an effective interaction with the organizational manager due to linguistic barrier. Consequently, the human resource managers fail to identify the flaws of those employees that need to be developed with the help of effective training and developed session. However, after evaluating the opinion of different scholars it can be evaluated that the result of HR practices differ as per the cultural as well as psychological backgrounds of the employees. As per the opinion of Jiang, Wang and Zhao (2012), performance appraisalprovides the basis of selecting, promoting and evaluating the performance level of an employee in order to increase the salary status along with the promotion of career. Before giving the promotion of an individual the human resource managers tend to make an effective appraisal planning in order to review the performance level of an individual. Before getting appraised every individual employee has to make an interpersonal communication with the human resource manager. This specific study has provided an in-depth overview on how HR managers have to face challenges in dealing with the employees of different cultural attitudes at the workplace. Juhdi, Pa'wan Hansaram (2013) stated that employees who are from different geographical boundaries have to face linguistic barriers in interacting with the human resource managers. At the time of performance appraisal process those employees fail to express their thoughts a nd ideas with the HR managers due to communication gap. Automatically, HR managers intend to show their negative approach towards giving them a good feedback on appraisal. Consequently, the people belonging to different cultural attitudes get fewer opportunities in promoting their career from one level to another. Daley (2012) has strongly differed the point of view of previous research scholar. As per the opinion of this specific individual performance appraisal system is not dependent on the culture and religious attitude of an individual. Performance appraisal is judged as per the performance level of the employees throughout the year. This specific research scholar has stated that employees performance level is judged as per the competency level of an individual. Jiang et al. (2012) stated that human resource managers of an organization are flexible enough in recruiting an individual employee as per the skill and level of competency. If any employee faces linguistic or psycholog ical barriers while providing services human resource managers can provide an effective training and development session for developing the communication skill. Automatically, the entire process of performance appraisal procedure would be effective for both the employees as well as the human resource managers. Hofstedes cultural dimension model policy power distance ensures that employees having strength and power inside the organization get more priority than the employee of low power. Power of an individual is primarily is judged as per the cultural dimension as well as seniority level. Gupta and Kumar (2012) stated that senior employees who are having a good rapport with the human resource managers are saving a positive impact on the overall performance appraisal procedure. On the other hand, people who do not have to face any kind of linguistic barrier with the organizational managers can have a possibility of getting good appraisal process. Therefore, it is clear and evident that way of interaction matter immensely in getting a good appraisal from the human resource managers. Daley (2012) has strictly differed this specific conception. As per the point of view of this specific scholar power distance can never be one of the most effective components of performance appraisal process. As per the opinion of this specific scholar, large number of organizations is there where junior employees have received a good appraisal than the senior one. On the other hand, people who are having different cultural backgrounds and attitudes have also got a good appraisal due to their excellent performance progress throughout the years. Therefore, cultural barrier, communication barrier can never be the most significant components for getting a good appraisal for the employees. After evaluating the point of view of some of the most eminent scholars it can be concluded that cultural dimension has major impact in implementing human resource management practices properly. Numerous eminent scholars have stated that HR practices may produce different results in different cultural contexts. Due to the communication barrier those employees are not flexible enough in sharing their views or difficulties facing wt the workplace. Ceylan (2013) opined that consequently human resource managers cannot communicate with those individuals properly. In this kind of situation, the business organization should implement some of the major strategies and policies based on which people belonging to different geographical markets get the scope of expressing their point of view to human resource managers. 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