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The Warning signs[/b][/b]
Your organization is more than likely in trouble if any of the following holds true:
chronic industrial relations problems
no means of resolving employee grievances
increasing / erratic employee turnover
increasing number of customer complaints
no pride in the organization
inter-group conflicts
no career paths for ambitious talented employees
dissatisfaction with pay and conditions
unclear job roles
no clear performance measures
quality is unimportant
bad product service / delivery records
poor recruitment standards / practices
no management development programs
no induction training for new employees
critical skill shortages
inter-departmental conflict
you do not know if any of the above are applicable
you ignore any of the above
well it is said some questions go unanswered hence confronting few of the questions the ones which can solve queries and conflicts is of a good option always here is a few checklist for the HR people
Do your staff identify with the organization and 'the success of the organization' as being of direct benefit to themselves?
Do your staff see themselves as having common interests with their work colleagues and group? Is there a strong team spirit?
Is work allocated on the basis of individual expertise rather than position in the organization?
Are there sufficient skills / power bases in the organization?
Are there appropriate leadership skills within the organization?
Are your staff encouraged to say what they think about the organization?
Does your organization encourage innovation and creativity amongst staff?
Do your staff feel a sense of personal responsibility for their work?
Is quality emphasized in all aspects of the organization?
Organization
Does the structure of your organization encourage effective performance?
Is the organization structure flexible in the face of changing demands?
Is the structure too complex? If so in what areas?
Do your staff have clear roles and responsibilities?
Does your organization structure tend to push problems up rather than resolve them at the point where they occur?
Do your procedures and management practices facilitate the accomplishment of tasks?
Do you constantly seek to challenge your organization structure?
People
Do your staff have the necessary skills and knowledge to perform their jobs in the most effective manner?
Do your staff understand their jobs and how they contribute to overall business performance i.e. have clear goals and objectives?
Do your staff have a customer service orientation?
Are people with potential spotted and developed for the future?
Are your staff encouraged to perform well through the giving of recognition, feedback, etc.?
Do your people know what their expected performance standards are?
Systems
Do your organization's systems (e.g. employee selection and recruitment, promotion, planning, management, information and control) encourage effective performance among your staff?
Are these systems consistent across the organization?
Are there clear rewards for effective performance within your work group?
Does the organization review its systems frequently and ensure they mutually support each other?
Human resource managers should understand both internal and external environments. Data on external environments includes the following: the general status of the economy, industry, technology and competition; labor market regulations and trends; unemployment rate; skills available; and the age and sex distribution of the labor force. Internal data required include short- and long-term organizational plans and strategies and the current status of the organization's human resources.
Feedback for management is an instrument for improving management behaviour and communication. Its purpose is to give management staff the opportunity to compare their own perception of their style of management with the ways that style is viewed by the staff for whom they are responsible. For a management and staff feedback project conducted in the summer of 2002, ministry staff evaluated their superiors' management style via a questionnaire. The resulting data were analysed in anonymous form and then individually reported with the help of external consultants. In addition, proposals for optimisation were prepared.
NEW TRENDS IN INTERNATIONAL HRM[/b][/b]
International HRM places greater emphasis on a number of responsibilities and functions such as relocation, orientation and translation services to help employees adapt to a new and different environment outside their own country.
Selection of employees requires careful evaluation of the personal characteristics of the candidate and his/her spouse.
Training and development extends beyond information and orientation training to include sensitivity training and field experiences that will enable the manager to understand cultural differences better. Managers need to be protected from career development risks, re-entry problems and culture shock.
To balance the pros and cons of home country and host country evaluations, performance evaluations should combine the two sources of appraisal information.
Compensation systems should support the overall strategic intent of the organization but should be customized for local conditions.
In many European countries - Germany for one, law establishes representation. Organizations typically negotiate the agreement with the unions at a national level. In Europe it is more likely for salaried employees and managers to be unionized.