No Name Aircraft Case Study Analysis On HRM Issues

Question

Task: You are an International Human Resource Management (HRM) Consultant. You have been given a contract to go into the organisation and it will be your responsibility to respond to the following three questions:

1. As an International Human Resource Management Consultant what are the issues? In this question you need to explain what the issues are in the case study.
2. How should Human Resource Management deal with the issues in the case? You need to explain how HRM should ensure the issues are not repeated, taking into consideration the international environment.
3. What is your plan to present to the organisation? You need to make a solid recommendation to the company and present them with an implementation plan to eliminate the issues.

Write short report style answers to these three questions, remembering to cite and correctly reference your sources. DO NOT USE DOT POINTS.

Answer

Introduction
The present No Name Aircraft case study analyses the words of Cascio and Boudreau (2016), that International Human Resource Management is the process of the set of activities which manages the work systems and the practices of employment in the multinational organizations. It is further added by Haak-Saheem, Festing and Darwish (2017) that in 21^st century, doing International Business and expanding business overseas is not only limited to reaching new markets and clients but also managing employees satisfaction levels to boost the organization performance and profits. IHRM is a vast area, which has management support role as well as the employee role to achieve the best.

This report is based on the No Name Aircraft case study which is a good performing company but with lots of issues arising due to the poor management of International human resources. The CEO of ‘No Name’ Aircraft is concerned about the issues for which he is getting mails across the subsidiaries of the organisation which are located in China, Vietnam and Singapore. As an International Human Resources Management Consultant, the response need to be given to the issues of the business and how they are related to the International human resource management process of the company. The suggestions are also need to be given for dealing the issues highlighted in the No Name Aircraft case study and to ensure that the issues are not repeated. The plan is to be presented to the organization with the solid recommendations so that the issues can be eliminated.

What are the major issues outlined in the No Name Aircraft case study?
After investigation is being carried out, many issues related to employee, teams, culture and management level have been observed. ‘No Name’ aircraft’s parts are produced in China, Vietnam and designed in Singapore. The aircraft is then assembled in Singapore and Australia when different parts are received from China and Vietnam. The home country of the Company is Australia but there are different subsidiaries which are to be managed. The first issue outlined in the No Name Aircraft case study is that it is unable to integrate its teams at different locations. The management between the teams at different locations is poor which is developing negative culture which impacts the work of the whole organisation if it’s extended for a longer period of time.

Lazarova, Morley and Tyson (2014) suggest that Multinational organizations face more complexities and uncertainty related to coordination and managerial issues at different levels. As per the No Name Aircraft case study, the company’s head office Australia and its branches in China, Singapore and Vietnam have no sense of effective group working between their teams. Team working and management is important in any organization because it gives employees an opportunity to bond with one another and improves relations among them which ultimately reflects in the final product or services provided by the business. According to Kerzner (2017), team development is critical for any organization project to be successful. There are three main teams for sub design, assembling and harnessing the aircrafts and them lack in team integration. There is no support of one team to another which makes difficult for people to work. The other issue is of communication. According to the information provided in the No Name Aircraft case study, there is a lack of lateral as well as horizontal communication which creates a gap of adequate information and the employees complain that they are not instructed properly for the tasks.

The third issue identified in the No Name Aircraft case study is of Diversity management. The company has diversity management clause in its policies but the same is not followed properly as there is a lack of control. There are issues between people of different generations and the subsidiary in China is differentiating with employees on the basis of disability even when they are capable. This could create a legal trouble for the company. This is created because there is no set of clear instructions, or practices which could have a command over such issues (Szczepa?ska-Woszczyna, 2015). The fourth issue highlighted by the No Name Aircraft case study is of Performance management at international Level. The performance appraisals are conducted only in Australia and at no subsidiaries which mean that expatriates are not included in the process. This also means that the local conditions or the economic conditions are not taken into consideration while reviewing performances which creates pressures on the employees of different countries (Tarique, Briscoe & Schuler, 2015).

The fifth issue is of lack of Training and development. No training and development sessions are conducted for people who are travelling to other country for business. No resources are provided for learning and guidance which creates a pressure on the employees to integrate with the culture of different country. Lack of workforce planning and management development programs is another issue within this No Name Aircraft case study which impacts the career development of the employees at different levels. Also, there is no support from the senior employees to the junior employees which also creates a difference between the employees and lack of learning and development (Vance & Paik, 2015).

How Human Resource Management can deal with the issues identified in the No Name Aircraft case study?
According to Paille (2014), trust and communication, better information systems, rewards and organization structure are all related to sharing of knowledge in organizations. Sharing of knowledge can be done through proper and effective communication which is the essence of every organisation to perform well. Communication has the power to influence relationship between implemented HR practices and employee opinions of those practices.

Change in the culture of Organisation
Study conducted by Wang, fan, Freeman and Zhu (2017) explains that expatriates managers working in other countries require self-maintenance skills to defend negative influence of tough local conditions at work. For them, Interpersonal and communication skills are far more important to adjust in socially different environment. To deal with this issue, it is noted here in No Name Aircraft case study that CEO should bring the change in the culture of the organisation first of all. For this, transparency needs to be implemented in the operations which would reduce the politics and rumours in the organisation. Also, the feedback of employees should be encouraged for better involvement of the employees. For resolving the issues Diversity and non-adequate sharing of information, the managers should be instructed to take daily huddle meetings in order to communicate the work to be done and the progress/issues with the teams. In case of the language barriers, the organisation should work on the formal communication policy which should be available across the intranet of the organisation. The uniform policies would not make any employee uncomfortable at the new place and the communication would be clear and effective with no misunderstandings (Richman, 2015).

In case of geographical barriers, like the one with the ‘No Name’ Aircraft, technology should be used appropriately for project based communication. The tools like ‘Slack’ can be used while working with the employees in different countries. The present No Name Aircraft case study also illustrates that videoconferencing can be done through Slack so that the employees could remain in touch with everyone and understand the new environment better. This could also help in integrating the different teams at different levels and in various countries (Nivlouei, 2014).

Building Accountability
For Diversity Management, the company should establish the culture where the respect can be created for the differences whether social, cultural or age differences. The organisation examined in the No Name Aircraft case study should focus on identifying the issues which exist within the workplace. The culture of acceptance should be created within the organisation which can be done by taking sessions, by integrating these with the mission and vision of the company and by creating an opportunity for the employee to mentor each other. This would bridge the age gap, knowledge gap and would help in bringing the employees closer. Also, the team mangers could organise a team party or a lunch for the teas in order to bridge the gaps between them. One of the most effective actions could be holding the people accountable for their actions. There should be a channel where the victims can report their cases and severe disciplinary actions could be taken for the one who is responsible. This would create an effective professional environment and would also help in bridging the diversity issues at the workplace by bringing people together (Hong, et. al, 2012).

Peer reviews and 360 degree reviews with regular meetings
The CEO of ‘No Name’ Aircraft should focus on building effective International HRM teams which does not only perform their job but also go into the roots and find the causes of the poor performance or HRM issues created in the organisation. One such issue identified in No Name Aircraft case study is performance management. The HR team should gather the evidence behind the performance of the employee. The performance may get affected in different countries due to different reasons like economic reasons, team pressures, social factors, etc. The HR managers should dig into deep to analyse the reasons behind poor performance (Daoanis, 2012). The No Name Aircraft case study analysis also illustrates that the HR team should focus on the work attitude of the employee, the capability and the behaviour towards work. With these factors, the performance should be evaluated. There are some effective measures for performance management which includes Peer reviews. Peer reviews can be taken for taking 360 degree review of an employee. This exercise also help the employee to work with other employees well and builds better communication. They can also self-assess their issues and could work on them with the help of their colleagues. Also, the management should set up regular meetings in order to discuss the results and outcomes. The follow up exercises can be taken so that the issues can come in the notice of the whole department or management and it could be considered while reviewing the performance of the employee (Zhang, 2012).

Comprehensive Training programs
The Lack of training and development is one of the biggest issues in the company. Comprehensive Training programs for employees can prove to be very effective for the organizations. The determination of the need of soft skills training programs at workplace is very important. Investigation findings proved that soft skills training given to the employees make them flexible in their lifestyle and also improve their relationship with each other. The company can adopt the micro learning approach in which the useful and relevant concepts can be taught during short training sessions. The info graphics, short videos or checklists can be prepared which are simple to learn and remember for the employees and it is also less time consuming for the company. For the dispersed workforce, social tools can be used which are convenient and foster trust and empathy among employees. This segment of No Name Aircraft case study elucidates that the training goal should be made clear from the beginning and an exam or test should be conducted in the end, to check whether the training is successful in delivering its objectives or not. Not all the employees are same and everyone has different learning capabilities. For resolving this, the company could do a need analysis which focuses on the learning references and design training sessions as per the needs (Rucker and Downey, 2016).

Use of technology: Learning Management Systems
Technology can be the saviour and software can be used with user friendly interface which creates good experience for the learners and make it easy for the employees to have ready to access data every time. The support channels should be kept open for queries or notes. For meeting up the costs which cannot be incurred on the training programs, trainings can be moved online which reduces the need to travel and other facilities. Learning Management Systems discussed in this context of No Name Aircraft case study can be used which are cost effective and make a huge difference in training costs. Learning management systems are the software programs which help in creating and developing the learning courses. It also helps in managing and delivering those courses online. LMS can be used for effective employee trainings and for the employee orientation processes as well (Elnaga and Imran, 2013). This is how; ‘No Name Aircraft’ can help in managing the learning and development programs in delivering the training to the employees in home country and in the other countries as well on the same platform.

Establishment of mentoring culture
To deal with the lack of workforce planning, the No Name Aircraft case study analysis signifies that the company should build a mentoring culture for resolving this issue. Like this, the experienced workers can transfer their knowledge to the younger ones (Martin, 2015). This practice is also practiced at NASA where on the job mentoring is given and the information are shared and explained to the younger employees so that they understand the concept between how and why of the concept. The company should target at investing in the Employee Career Development so that it can create good human capital. As per the 2016 Conference Board Global Executive Coaching Survey, it is mentioned in this No Name Aircraft case study that career coaching is now an integrated part of the performance management and helps in developing the career paths of the employees so that the leadership pipeline can be created. This is how, good employees can be cultivated at the workplace and worklife balanced can be maintained with the professionalism at the workplace (Arlene and Hirsch, 2017).

Implementation Plan to eliminate the issues
The implementation plan is made for the next 12 months and aim at reducing the International HRM issues which are found in the company as per the No Name Aircraft case study.

The plan would start with Planning and would end with the review of the plan.

(Sharma and Matta, 2018).

Conclusion
It can be concluded from the above analysis of No Name Aircraft case study that despite having so much of HRM issues in the company, ‘No name Aircraft’ can come out of the issues with the help of proper planning and execution of the methods discussed in the report. It shows that the company could adopt certain measures like review systems. Learning performance systems, effective communication technologies and build strong culture to meet the challenges of the company.

References
Arlene, S. and Hirsch, M. A. 2017. 4 Ways for HR to Overcome Aging Workforce Issues. No Name Aircraft case study SHRM.

Cascio, W.F. and Boudreau, J.W., 2016. The search for global competence: From international HR to talent management. Journal of World Business, 51(1), pp.103-114.

Daoanis, L.E., 2012. Performance appraisal system: it’s implication to employee performance. International Journal of Economics and Management Sciences, 2(3), pp.55-62.

Elnaga, A. and Imran, A., 2013. The effect of training on employee performance. European Journal of Business and Management, 5(4), pp.137-147.

Haak-Saheem, W., Festing, M. and Darwish, T.K., 2017. International human resource management in the Arab Gulf States–an institutional perspective. The International Journal of Human Resource Management, 28(18), pp.2684-2712.

Hong, E.N.C., Hao, L.Z., Kumar, R., Ramendran, C. and Kadiresan, V., 2012. An effectiveness of human resource management practices on employee retention in institute of higher learning: A regression analysis. International journal of business research and management, 3(2), pp.60-79.

Kerzner, H. (2017). Project management: a systems approach to planning, scheduling, and controlling. John Wiley & Sons.

Lazarova, M. B., Morley, M. J., & Tyson, S. (Eds.). (2014). International Human Resource Management: Policy and Practice. No Name Aircraft case study Routledge.

Martin, A., 2015. Talent management: Preparing a “Ready” agile workforce. International Journal of Pediatrics and Adolescent Medicine, 2(3-4), pp.112-116.

Nivlouei, F.B., 2014. Electronic human resource management system: The main element in capacitating globalization paradigm. International Journal of Business and Social Science, 5(2).

Paillé, P., Chen, Y., Boiral, O. and Jin, J., 2014. No Name Aircraft case study The impact of human resource management on environmental performance: An employee-level study. Journal of Business Ethics, 121(3), pp.451-466.

Richman, N., 2015. Human resource management and human resource development: Evolution and contributions. Creighton Journal of Interdisciplinary Leadership, 1(2), pp.120-129.

Rucker, R. and Downey, S., 2016. Faculty technology usage resulting from institutional migration to a new learning management system. Online Journal of Distance Learning Administration, 19(1).

Sharma, V. and Matta, M.G., 2018. Reinventing IHRM Factors for Expatriate Satisfaction in it Sector in Asia and Outside Asia. Asian Journal of Management, 9(1), pp.227-238.

Szczepa?ska-Woszczyna, K. (2015). Leadership and organizational culture as the normative influence of top management on employee's behaviour in the innovation process. Procedia Economics and Finance, 34, 396-402.

Tarique, I., Briscoe, D. R., & Schuler, R. S. (2015). International human resource management: Policies and practices for multinational enterprises. Routledge.

Vance, C. M., & Paik, Y. (2015). Managing a global workforce. Routledge.

Wang, D., Fan, D., Freeman, S., & Zhu, C. J. (2017). Exploring cross-cultural skills for expatriate managers from Chinese multinationals: Congruence and contextualization. No Name Aircraft case study Asia Pacific Journal of Management, 34(1), 123-146.

Zhang, Y., 2012. The impact of performance management system on employee perfomance-Analysis with WERS 2004 (Master's thesis, University of Twente).