International Human Resources / Employment Relations - Essay Example

International Employment relation International Employment Relation Why is it important to understand the historical origins of national industrial relations systems - what might be the impact of not understanding these systems be for your company operations? Different countries and organization have historical differences in the way they deal with the structure of trade unions. It is important to understand the industrial relation system so that accordingly acceptable policies and procedures can be designed for the firm.

The trade unions influence the success or failure of organizations and if the systems are not understood then the strategies used for employees may not be workable for the firm as resistance may be faced from trade unions and other employees. Conflicts of interest may arise between management of the firm and the trade unions of the firm. Company operations may not operate in the mode required (Kwon, Bae, Lawler, 2010). In what ways can trade unions constrain the strategic choices of multinationals?

Trade unions constrain the strategic choice of multinationals through influencing their wage levels. The competitiveness of the multinational is affected by increased wages. The variation of employment levels by multinationals have to face constraints by the trade unions. Practices such as layoffs and redundancy are resisted by trade unions. Due to restrictions imposes, unions start their negotiations and lobbying of government also takes place. The integrating of the operations of multinationals at the global level is hindered by the trade unions due to the high increase in costs (Nankervis, Chatterjee, Coffey, 2006).

What is employee ‘voice’ - what are the claimed benefits and would increased ‘voice’ be culturally appropriate for all countries – why or why not? Employee voice can be defined as the process of communication between the employer of the organization and the employee. The communication is a two way process in which the employer delegates all work tasks to the employee and in return listens to the employee if any queries or suggestions are there by the employee (Adams, 2005). The benefits of employee voice would be having valuable information that would allow engaging easily with employees, will assist in increasing the productivity level and also promote innovation in business.

Culturally employee voice may not be acceptable in all countries because open door policies are not promoted in all cultures, it is usually the top management taking up all the decisions (Budd, 2004). How might H R practices and procedures enhance overall success in developing and enhancing employment relations? If you’re ‘operating overseas’, does it really matter? Employment relations can be enhanced by implementing HR practices in the organization that develops the skills of the employees and allows them to produce quality work for the organization.

Constantly taking employment tests; monitoring and evaluating the performances of the employee results in good employment relations (Rowley and Warner, 2007). Employees become motivated and dedicated with their work. Yes it matters when operating overseas as organizational behavior of employees is different from one culture to another. HRM practices need to be demonstrated according to the organizational culture and behavior of employees (Lloyd and Hartel, 2001). References Adams, R.J., 2005.

Efficiency, Equity, and Voice as Moral Imperatives.Employee Responsibilities and Rights Journal, 17(2), p.111-117.  Budd, J.W., 2004. Employment with a human face: balancing efficiency, equity, and voice, Cornell University Press. Kwon, K., Bae, J. & Lawler, J.J., 2010. High Commitment HR Practices and Top Performers. Management International Review, 50(1), p.57-80.  Lloyd, S.L.L. & Hartel, C.E.J., 2001. Predicting IHRM strategy and practice decisions: development of the IHRM orientation typology.

 Cross Cultural Management An International Journal, 11(4), p.60-76. Nankervis, AR, Chatterjee, SR & Coffey, J., 2006. Perspectives of human resources management in the Asia Pacific, Pearson Education Australia, NSW: Frenchs Forest. Rowley, C. & Warner, M., 2007. The Management of Human Resources in the Asia Pacific: Into the 21st Century. management revue The International Review of Management Studies, 18(4), p.374–391.