REVIEW OF RELATED LITERATURE
In the last decade, the HR function has increasingly become a target of criticism. The criticism is that the HR function is too bureaucratic, controlling, too operationally focused, reactive and powerless. Brief and Weiss (2002) says that HR indeed has not kept up with developments elsewhere in organizations. They say that HR professionals have become numb by the monopoly position they long enjoyed. The role of HR can become a very important one, that of a strategic business partner responsible for the return on investment in personnel and organization. To a lesser extent than before, human resource (HR) plays a purely operational, administrative and service delivery role. Administration and execution remain important but a considerable part of these activities will be automated or outsourced to external suppliers.
Human Resources (HR) are an exciting function, which offers many opportunities for individuals to contribute to the business. At all levels of the company, HR professionals support leaders and leadership teams in the creation of business strategies and in ensuring the resources are ready and available to deliver those strategies.
Furthermore, the structure of tasks among the employees strengthens the organizational performance (
In the case of an international organization, it is very challenging to run its day-to-day operations in a smooth fashion. There is a whole area of human resource management that
According to Barbeschi (2002), the process of making
Researcher Hofstede (1980) has
Culture environment is one of the
Therefore, it is only necessary to
Many studies about
These authors have suggested that
According to Brief and Weiss (2002), organizational behavior is an area of inquiry concerned with both sorts of influence:
The central problems in organizational behavior are
Diversity and cross-culture HRM
Diversity training remains the primary method used to facilitate
Organizational leadership has opted, most frequently,
In the 15 years since the publication of Workforce 2000 (Johnston & Packer, 1987),
Prior to the emergence of this notion of
The views on effective
As an increasing number of
To date, there have been a series of review articles of the cross-cultural management/organization literature that have given a detailed picture of the nature of
Rapid changes in
Furthermore, There is an increasing demand for extensive, reliable, and
At a deeper
Second, there has also been growing recognition that, although a focus on HRM-specific
Altogether, to suggest that
Considering the above features of an
Motivation and Empowerment
In managing people in a
Empowerment is a technique for improving employee satisfaction, which is being undertaken by many
organizations. It involves responsibilityand authorityfor decisionsaffecting the workplace, downward through the organization. In an internationalorganization, employeesneed to be equally empowered. This empowerment results to an increased competence, self-esteem and self-respect, which are very importantto one's well being.
Moreover, creating an
environmentin the workplacethat resultsin employeesfeeling better about themselves when they are in it resultsin love of their work. A work environment that constantly raises an employee's self-esteem, above that she/he experiencesanywhere else in their life, will be where she/he most desires to spend their timeand yields very highemployee satisfaction with their job and costsnext to nothing. Peopledo more of what they enjoy and less of what they don't enjoy. The resultsalso show that peoplewho enjoy workingare more productive.
Creating such a work environment is the
responsibilityof all corporateor organizational leadership. There are no schools that teach how to create such an environmentand very, very few training programs that resultin the behaviorsnecessary to do so. While a very small number of managersof peoplehave found and refined the skills that produce such a highsatisfaction environment, these are skillsthat anyone canlearn and master through conscientious and consistent practice.
When assessing the interaction between
motivatingand empowering their employees, managersshould enable them to developtheir self-management capabilities. Developmental feedback seeking is the extentto which one seeks feedback on performance and developmentneeds. Individualsneed to understandthemselves, their strengths and weaknesses, developmental needs, and performance in their current environment.