Human Resource Management and Issues No Name Aircraft †Free Samples

Question: Discuss about the Human Resource Management and Issues No Name Aircraft. Answer: Introduction: To have a coherent approach to the management of the most valued assets that are the people who are employed to work there who collectively or individually are making contributions to the achievement of the goals and objectives of No Name Aircraft, it is important to have an efficient and flawless human resource management (Alder Quist, 2014). As a consultant of the International Human Resource Management, the issues in the management of the human resource of No Name Aircraft had been bestowed upon me which provided me with ample of experience in dealing with various concerns and scenario in the aircraft manufacturing company (Ali, Metz Kulik, 2015). It was very much necessary to help No Name Aircraft so that the expatriate staffs could get proper and effective training and scope to work in the cross country subsidiaries of the company that is located in the countries like China, Singapore, and Vietnam. Issues in the human resource management of No Name Aircraft: No Name Aircraft has been facing various issues that are having direct implications on the organizational profits of the aircraft company which would lead to company take over if not addressed immediately. The company had to optimize the return on investment of the shareholders along with obtaining a high price of the shares in order to sustain in the market. However, this could only be achieved if the management of the human resource had been effective without any issues (Armstrong, 2014). The prime issues for No Name Aircraft lied in the human resource management which lingered in the corporate and workplace culture, diversity in the human resource, the performance of the management on the international level, and training and development of the new entrants. Regarding the culture of No Name Aircraft, it was found that there was huge communication gaps and breakdown between all the departments and the subsequent teams and the entire management as a whole. This breakdown in the comm unication had carried to a very negative environment in the workplace in all the subsidiaries (Arp, 2014). The employees had inculcated the objective that achieving some efficiency in the work is equivalent to achieving complete efficiency. The culture of the employees had oriented more into the direction which resisted change and not adapts new and innovative approaches both for the workforce and the job. The breakdown in the communication in the entire aircraft company had been affecting right from the headquarters to all the subsidiaries. No Name Aircraft was known for its high-quality aircraft products. It was seen that the quality of the aircraft products had reduced drastically due to the implications of the communication barriers throughout the company. The reduction in the quality of the aircraft parts products was majorly found in the subsidiary branches of No Name Aircraft in China and Vietnam (Ataullah, Le Sahota, 2014). The spare parts products of aircraft that were manufactured in China and Vietnam were found to be manufactured properly and were requiring modifications post- delivery to the clients. The company used to deliver high-quality products previously due to which it had a high range of customers and clients both from governmental and non-governmental organizations. The company is facing complaints regarding the degraded quality of the aircraft products in the form of warnings regarding the improvements in six months which reflects the degree of deterioration in the quality. The company is facing warnings of not getting the partial payments and quotation regarding the payback in percentages by its clients which have been being a liability on the company. As per Azmi Mushtaq, the communication barrier had been spreading across various teams which are basically required to work in coordination with each other. It was found that the teams were lacking coordination and integration in work which was quite evident from the manufacturing of the products and the performance and productivity of the employees and the teams as well (Azmi Mushtaq, 2015). None of the teams were found to coordinate their work with the subsequent teams due to biases and negative feelings towards each other and thus, the members of all teams were letting the negativity get in the way of the work they were doing. This was found to block the communication regarding the work restrict the production of aircraft parts according to the defined requirements which were resulting in complaints from the customers and clients. It was observed that the management of all the branches in China, Singapore, and Vietnam was going through the similar issues regarding culture (Bartram Dowling, 2013). Regarding the management of diversity at No Name Aircraft, it was included among its organizational objectives that every individual was supposed to be treated equally irrespective of age, gender, race, ethnicity, physical abilities, religious beliefs, sexual orientation, and other philosophies. However, the contradiction regarding this specific organizational objective was found in the management of human resource. The benefits of working in the organizational climate with diverse culture were found to be no longer realized. According to Beltrn?Martn Roca?Puig, the workforce was found to be intolerant towards each other. There was biasing and differentiation among the employees on the basis of generation which was leading to employee resentment (Beltrn?Martn Roca?Puig, 2013). The senior employees were found to have more resentment towards the junior employees and subordinates with the misconception that if the latter gained much knowledge that would become a hindrance to the promotional process of the senior employees. Thus, the relationship between the senior employees and the subordinates are strained which had direct implications on the quality of the products that were manufactured at the branches of No Name Aircraft in Singapore, china, and Vietnam (Bratton Gold, 2015). It was also observed in the branch of No Name Aircraft in China that there was a lack of the recruitment of eligible people with disabilities which had better knowledge, skills, and capabilities that the other candidates in the workforce. This discrimination in the recruitment which was done by the managers in the subsidiary in China was restricting the improvement in the quality workforce pool of the Aircraft Company (Camps, et al., 2015). This discrimination on the basis of disability by the managers in China even has the probability of legal actions by any rejected candidate with disability. As per Cross, et al, the human resource managers were found to have no clear measures to make the employees get associated with each other. The human resource manager also did not give any importance to the perceptions and the associations the employees had for each other, hence, were found to not give any importance to the matter which is in real having huge implications on the productivity of the company (Cross, et al., 2013). The importance of diversity in the company was not been realized and appreciated both by the human resource manager and the entire workforce of the No Name Aircraft. The employees were found to discriminate among each other on the basis of cultural diversity which was resulting in drastic reduction in the coordination among the employees regarding any particular job. In the aspect of the management of the international performance, various issues were found in relation to the appraisals (Dries, 2013). The performance reviews which are basically a very crucial factor to be done in the company was only maintained at the headquarters of the company in Australia and was lacking at the subsidiaries in China, Vietnam, and Singapore. The expatriates who are relocated to different subsidiaries are facing the issues due to the cultural biasing along with the lack of formal appraisal of performance. It was found that the decision that was made in the headquarters was also not followed by the subsidiary branches which resulted in variation and issues in the productivity. There were no specific policies framed to determine the management of performance at No Name Aircraft (Koch, Forgues Monties, 2015). Regarding the training and development, adequate training was not provided to the expatriates and the new recruits in the headquarters of the company in Australia. The HR managers are not concerned about the provision of specific training that should be given to the expatriates regarding ways to integrate and adapt to new surroundings and the ways in which work is being carried out in the new environment. It was also found that the workforce planning and management were not systematic. The employees working in the aircraft company are not aware of the career prospects and the growth in the company, hence, their skills are not been utilized to the maximum extent. No Name Aircraft also was found to have lack of professional development (Long Perumal, 2014). Dealing with the issues: The management of No Name Aircraft needs to realize and accept the significance and merits of having a diversified workforce in the aircraft company. As per Obeidat, et , the management of at various subsidiaries along with the management of No Name Aircraft needs to first realize the importance and the benefits that a diversified workforce would provide to the company. thus, the respective management of the subsidiaries of the company need to make efforts in inculcating the age within their workforce so that the employees begin to respect, appreciate and accept each other irrespective of any discrimination regarding age, gender, race, etc. the management needs to initiate regular meetings where the concerns and issues that the employees are facing can be addressed and the employees can have direct convey their opinions and requirements directly to the management (Obeidat, et al., 2016). Along with these type of meetings, training and consultancy sessions should be conducted where the employees can be trained and make to realize the need for having better cooperation and in which manner it would affect their own individual performance in the company. The employees are also required to be explained how having good cooperation among each other would directly relate to their effectiveness and efficiency in productivity and growth in the company. Through these sessions the management can encourage the employees to have better and effective communication and the ways to overcome the misconceptions regarding the cultural biasing in relation to the work. The employees should be explained regarding the significance of adapting and accepting changes and innovation in the company and in which way the changes would bring out the best output of the individuals in their own work (Roman, 2016). The management of No Name Aircraft must inculcate leisure and recreational activities in which all the employees would be made to take part. It would provide good scope for the employees to wind up and get bonded with each other. Regular training and meeting sessions should also be conducted for the expatriates along with the regular employees who would provide them with the knowledge regarding various cultures into which they can easily get adapted and integrate themselves to understand the ways work is done in different subsidiaries of No Name Aircraft (Varma, Budhwar McCusker, 2014). The company also needs to follow the global performance management practices which are crucial to fulfil the legislative and regulatory standards of various countries in which the company is operating, i.e., China, Singapore, and Vietnam. The management of all the subsidiaries of No Name Aircraft is also required to design the international performance appraisal system based on the cultural parameters of the international environment (Schaaper, et al., 2013). The benchmarks and the appraisal system of performance need to be formulated on the basis of unbiased assessment. The management at all the subsidiaries needs to make efforts bridging the gap between the different generations of employees by creating a framework which would not be having organizational hierarchy. The management should include the reward programs which would be based on the performance of the employees both collectively in group as well as individually which would create healthy competition and cooperation among the teams of No name Aircraft. The management would have to incorporate appropriate patterns of incentives for the employees belonging to different generations. However, the management has to consider various cultures while adapting and framing these structures. Various development programs and training sessions need to be undertaken for the expatriates in which the didactic training would be included (Scott, 2016). Various cultural parameters such as the dress code, greeting manner, and other practices and behaviours at the workplace should be included in the training that would be imparted to the expatriates. The management of the aircraft company should also include the experiential training methods in its organization for the expatriates that would include the workshops, seminars and various other practical experiences of various countries in which the company is functional. These training should be conducted before the induction training. Incorporating these strategies and measures into the management of No Name Aircraft would reduce the chances of occurrence of the previous issues again that would not let the company go through the same phases again (Thomas Lazarova, 2013). Recommendation: No Name Aircraft needs to design the performance appraisal system that is based on scores of the various dimensions of culture. Various types of training programs should be designed by No Name Aircraft such as the experiential, interaction, didactic, and sequential training that would assist the different generations that are employed in the aircraft company to receive adequate knowledge and expansion in their visions and objectives in the orientation of the company. Adequate training to the regular and expatriate staffs should be provided in which different aspects and viewpoints of the various cultures of Australia, china, Vietnam and Singapore is included. The performance appraisal programs are to be incorporated by all the subsidiaries of No Name Aircraft to evaluate the performance of on a regular basis to analyse the performance as well as extent to which the employees in all the subsidiaries have adapted and accepted the cultures of all the people working in the Australian, china , Singapore and Vietnam. It would also generate effective feedback from the appraiser which would help in increasing the productivity of the company on the global level. Effective communication tools in order to gain sustainable and effective interaction between employees and expatriates should be employed by the management in order to have an efficient communication flow among the employees. Conclusion: The analysis of the issues as an international human resource management consultant assisted in knowledge regarding various perceptions of the employees in different subsidiaries. the analysis of the issues in the human resource management of No Name Aircraft reflects that the management of the company can formulate better and efficient strategies for the mitigation of cultural differences among the employees and bridge the communication gap that exists between various departments, teams, nonetheless, between the headquarter and subsidiary branches. Through the analysis it various types of understanding regarding cultures and performance appraisal systems that could be designed by No Name Aircraft could be reflected. In order to sustain in the global market, the company needs to realize the importance of all the aspects of the human resource management. References Alder, G.S. and Quist, D.M., 2014. 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