Managing Human Resource in the Company in Sweden - Essay Example

Your name: Instructor’s name: Class name: Date assignment due: Managing Human Resource in Alfa Lavil Company in Sweden Managing human resources involves the act of planning how to manage individuals with the ultimate goal of obtaining maximum performance in an organization. According to Catherine et al. (110), a manager needs to plan and apply the appropriate human resource techniques so as to realize the set objectives of an organization. The human resource manager has a key role of ensuring that the employees’ needs are catered for and that the employees feel motivated so as to deliver the best. This then calls for the flexibility of the management. As a newly appointed manager of a global corporation in a foreign country, one needs to understand the International Human Resource management as well as be able to adjust to the culture of that particular country for the smooth running of a firm. According to Shen and Krishna (83), international human resource management can be defined as “a set of distinct activities, functions and processes that are directed at attracting, developing and maintaining the human resource of a multi-national corporation”. The culture of a country has been defined by Hofsted (89) as “a common mental programming which distinguishes countries”. Black (594) also defines culture as a “construct that is not observable, but is inferable from verbal statements and behaviors”. From this, we get to understand that a country’s culture is formed by the citizens of that particular country and everyone who identifies himself or herself with that country is supposed to conform to that particular culture. Stone (180) and Venter et al. (76) argue that “the work of the international human resource management has aspects that are legally and culturally dictated by the country they are in”. In this study, we shall focus at a global corporation that has its branch in Sweden. The company’s name is Alfa Laval. According to Alfa Laval (1), the company’s operations revolve around three key technologies which include heat transfer, separation and fluid handling. Each of these processes is very significant to this company. Moreover, according to Alfa Laval (1), “Alfa Laval Company deals with energy, conservation of the environment, food and water supplies and its products are sold globally”. Developing a model of intercultural sensitivity will be a useful roadmap in understanding the acquisition and maturity of the cultural awareness through global orientation. As a newly appointed manager of Alfa Laval company in Sweden, I would incorporate the culture of the Swedes in the practice of human resource management, learn the Swedish language so that I can use it in communicating and at the same time, I would try to make as many friends as possible so that I can identify myself with the Swedes. This would be in concurrence with Smith (46) that “Effective international managers are those who are adaptable, flexible, open minded speak in foreign languages and make friends with those of many nationalities”. Working in this totally different culture requires cultural compatibility with the Swedish culture so that we can live together harmoniously. I have to make our organizational culture in the parent country to be compatible with the local culture of the Swedes so that the organization can survive in the new transnational environment. The HR practices need to be fully coated with local cultural essence so as to give the organization a new environment. We should therefore carry out HR plans while taking into consideration the local cultural adjustment but within a restricted provision of base. Thus, the HR strategies that I should employ should favor the recruitment of the local people. However, these individuals should be ultimately flexible, accommodating and adaptable to the organizational culture as well as the varied of doing things (Aycan 196). Considering that people in Sweden like creative tasks (Wiley 265), I would avoid giving the employees too many instructions and directives during their course of work; instead, I would ensure that I specify the end product that is expected. For instance, if I expect all the pharmaceutical supplies to be made within a week, then I would make this known to the relevant employees, but would not specify the mode to be used in the supplies. In this manner, I will be living in the reality that our parent organization is not the most important culture in the new region, and thus, I will find myself negotiating between my own culture and identity with the surrounding Swedish culture. This would give an opportunity to the workers to be more innovative in their work and workers will end up coming up with procedures that are more efficient and effective in their due process of work. There is need to have a polycentric mindset or a geocentric mindset rather than ethnocentric mindset so that I can be able to adapt and assimilate to the attitudes, values and beliefs of the Swedish culture. I should be highly attuned to the expectations and conditions of the new culture and thus bridging the gap between the two cultures and transferring knowledge between the corporate organization and the local environment. Perera (52) argues that Swedes are usually independent minded and therefore they will prefer to work in areas whereby they will be involved in the formulation of the goals of the project as well as the implementation. Having the ability of doing “all things to all people” will help me to be successful in the global context. Aycan (201) contends that working in another country and having the ability to think outside one’s own culture as well as seeing an issue through the eyes of the other is critical for success. This then means that as a human resource manager of Alfa Lavil in Sweden, I would involve the employees in the decision making process of the company so that the employees will feel have a chance to fully participate in the company. I would ask them to propose how the key processes of heat transfer, separation and fluid handling can be made more effective since they are the ones who actually carry out the processes. This would make the employees to feel motivated and to feel that they are part of the project. Consequently, according to Wiley (269) most people in Sweden like performing tasks that are challenging and varying. As a human resource manager, I would shift the employees occasionally to take different positions in the implementation of the project. For instance, I would exchange those people that deal with separation with those that handle the fluid occasionally. I would also shift those people who deal with the distribution of pharmaceuticals with those who deal with food supplies. This would ensure that there are no feelings of monotony and that workers remain focused and motivated. Both men and women are supposed to be tender, modest and concerned with the quality of their life due to the feminine nature of their culture. According to Perera (51), Swedes adore good relationships with one another as well as meeting each other. In the same way, as a human resource manager, I would ensure that there is a good relationship among the employees themselves and also between the employees and the supervisors. I would do this by introducing recreational facilities that will ensure that there is constant interaction between the workers and the supervisors. In addition, I should foster group discussions and conduct employee promotions by considering their merit. This culture also demands that I offer the employees a great deal of freedom which in turn will motivate them to work. Alfa Lavil should also put great emphasis on the concerns for others and creating friendly relationships that lowers their stress levels. It is a fact that how employees relate with each other is different in various countries and that strategies that may be applicable for motivating workers in a given country may turn out to be completely irrelevant in another country (Punnet and Oded 273). As a human resource manager of Alfa Lavil, I would motivate my employees by showing care and concern towards their needs. I would also ensure that there are good working conditions, job security and that wages and salaries are paid in good time so as to motivate the employees (Wiley 267). According to Belkaoui and Ronald (125) Swedes practice egalitarian culture. This means that everyone has to be treated with respect irrespective of his or her position. As a manager, I would ensure that I do treat the workers in a dignified way, a way that would not make them to feel as if they are lesser beings. At the same time, I would ensure that I’m open to the employees and especially when it comes to rewarding. This means that I’d have to communicate my thoughts directly without using figurative speech or words that are not direct to the employee regarding the rewarding criteria. This is because according to Belkaoui and Ronald (125) it’s against the culture of the Swedish to use indirect language in communication. Being open with the employees would also enable the employees to share their personal problems with me as the manager and this would make the employees to feel that their needs are well catered for. I would enhance this by creating an open forum. Being open would also make me to identify with them fully as Swedes are usually open about their views and they expect others to act in the same manner. Consequently, I would carry out my duties with integrity so as to ensure that I deliver the best. This is because Swedes adore experienced and knowledgeable people (Perera 49). Thus, it’s a must for a manager to deliver, not an option because if you fail to deliver, then the Swedes will propose that someone else who has the potential to deliver more than you to take up your position (Perera 50). So as to deliver, I would set up strategic initiatives which would involve coming up with the missions, values and the vision of the firm. I would involve the employees in setting these initiatives so that they can feel that they are part of their own. I would also frequently review the performance management system (Catherine et al. 110). I would frequently ask the employees to fill questionnaires for use in self evaluation (Catherine etal.112). I would also ensure that I allocate the required resources to the employees in good time so that they can work efficiently. Due to the time conscious nature of the Swedes I would ensure that while conducting recruitments or when dealing with contractors, I meet them at the specified time, to avoid disappointing them. The same case would also apply when meeting the employees for briefings. As a manager, I would promote people on the basis of their achievement. This would be in line with Wiley (269) that “In Sweden, individual achievement is used as key criteria in positioning people to authority”. I would take time to explore the employees in search of special talents. In addition, I would have the final words on decisions that are made. This is because due to the humble nature of the Swedes as stated in Perera (50), they never like to dominate in talks or in coming up with decisions. According to Perera (50), it’s very hard to impose change in Swedes. This is because they believe that any form of change may end up interfering with the culture that they hold so dearly. However, Swedes are among the inventors of some of the high technology that is used in the world. Thus even though Swedes resist change that may interfere with their social life’s, they are usually ready to accommodate some change as long as every member of the group agrees to the change and as long as the change is perceived to be for the well being of the entire group. As a manager, I would take time to explain to the employees why they need to adopt a certain kind of technology or way of doing things. I would do this with a lot of calmness to avoid any confrontation. I would take time to explain to them the benefits rather than the drawbacks of adopting a certain technology. This is because Perera (52) states that “Swedes fear failure to a great extent and this makes them to avoid trying new thing that they are not sure of”. Swedes expect schedules to be followed strictly. As a manager in Sweden, I would schedule my activities as well as the activities of the employees appropriately. “ In case you fail to manage time properly in Sweden, then people will end up losing their confidence in you and will regard you as a poor and inefficient manager” (Perera 52) . I would also hold the view that work is valuable and that employees attend their places of work with the willingness to perform. I would not make entire decisions of the corporation regarding the employees and work but instead, I would give room to the employees to make some of the decisions and especially decisions regarding their way of work. I would also leave the employees to resolve minor issues regarding work among them and would only handle the very complicated issues. At the same time, I would allow employees to contact me directly when they have issues at work, without them having to book appointments. This is because one’s status does not matter much in Sweden. This would in turn ensure that there is service quality enhancement. As the top manager in a Swedes firm I would entrust my fellow managers who are at low ranks with the responsibility of making decisions pertaining the working of the employees. This is because more often than not, you will find that Swedes firms have several managers, though of different ranks (Perera 52). It’s important to note that the decision making process among the Swedes is usually slow because they take time to get to an agreement. Finally, as a manager in of Alfa Lavil in Sweden, I would try to be very efficient as the Swedes themselves are usually very efficient in their work. I would also avoid confronting them. This is because in their culture, they don’t confront each other but instead, they take time to think before they can utter any words. In addition to this, while talking to the Swedes; I’d always take time to listen to them without interrupting them even when they take too long to respond. This is because the Swedes normally take time to think before they can act. Generally, as a Human resource manager of Alfa Lavil organization in Sweden, I am expected to integrate the organizational work culture with the local culture so as to effectively communicate the HR practices of recruitment, remuneration, staff appraisals and flexible work arrangements so as to meet the needs of the Swedes. Understanding their culture serves as a guide to the selection, coordination and communication of ideas in ways that are meaningful to the organizational staff. The organizational culture should incorporate the national values and beliefs of the employees. In my duties, I should demonstrate high loyalty and ensure that the employees fulfill their obligations, provide job enrichment and empower them in the tasks they perform. Works Cited Aycan, Zeynep et al “Impact of Culture on Human Resource Management Practices: A 10-Country Comparison.” Applied Psychology 49 (1), 2000, 192-221. 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