Introduction
Global performance management (GPM) is an important Human Resource (HR) tool used by organizations to ensure their teams, whether expatriate or Host Country Nationals (HCN), are properly trained for success in a globalized business environment. Through GPM, Human Resource Managers (HRM) can measure and motivate employee performance, whether in the country of origin or an organization’s base abroad. An effective GPM system ensures that organizations establish the right strategies, processes, and metrics to compare and develop the best workforce possible. Different authors have focused on GBM providing their theme, and information presentation authority; these sources had surprising content while other critical elements were missing in the research.
Discussion
Concerning Fee & Michailova’s (2019) article, the theme is maximizing experts’ placement by host organizations through active management of HCN-expatriate relationships. The quote, “Our study, therefore, inverts the expatriate-centric focus…,” supports this theme (Fee & Michailova, 2019, p. 330). This means that the focus is not on the expatriates themselves but on the experiences of the host organizations and HCNs. Another statement reinforcing this theme is, “our empirical investigation of the strategies and practices employed by host organizations…” (Fee & Michailova, 2019, p. 338). The quote denotes that the study aids in filling in the gaps in the knowledge of HCNs and host organizations by revealing the tactics and procedures used by these companies before or during expatriate assignments.
The authors used two authorities to present the information, which included organizational documents and interviews. The article outlines that the interview involved 43 individuals: 20 expatriates and 23 HCNs; the recorded and transcribed interview generated 300,000 words for the report analysis (Fee & Michailova, 2019). Similarly, some of the company documents used to present the information were staff guidelines, orientation programs, job descriptions, and evaluation of assignments. The reading supports the theme by mentioning, “We were also able to study various organizational policy documents that included training schedules… ” (Fee & Michailova, 2019, p. 332). I am surprised that HCNs felt anxiety instead of focusing on the benefits of hosting expatriates; “…while simultaneously facing their burdens, anxieties, and frustrations that can destabilize their work” (Fee & Michailova, 2019, p. 338). Such worries by the host could be a sign of workplace malpractice; otherwise, they ought to be happy to have expatriates to aid them in attaining their organizational goals.
I believe that the missing part was the host organization’s practices impact analysis. An examination of how the policies and procedures of the host organization influence the HCN’s ability to fit in, perform well, and achieve assignment success would be useful. As a result, companies would better understand how to prepare for and manage expatriate assignments. In contrast, HCNs would have a complete picture of the host company’s involvement in the experience.
Regarding Kerr’s (2019) publication, the theme of this discussion is the value of bringing in outside expertise to improve human resource practices. The quote supporting the theme is, “A company’s ability to leverage external talent will be important for future HR success…” (Kerr, 2019, p 129). The quotation explains that an external talent pool is as necessary for human resource success as any other critical marketing instrument. Moreover, a company’s capacity to compete in the global market depends on its capability to attract and retain the best employees, which requires access to various skills and expertise. Additionally, by bringing in outside expertise, businesses may create cutting-edge offerings, expand into unexplored sectors, and improve their overall competitive position.
Ignacio Galan and Honeywell are some of the authorities utilized by the author for information presentation. Concerning Ignacio Galan, the article mentions that prior to the 19th century, individuals with liquid resources were the most influential. It was mostly engineers in the 20th century, but now those with talent management skills are at the top; “More than half of Honeywell’s 130,000 employees are outside of the US.” (Kerr, 2019, p. 118). Honeywell has many workers working in countries other than the United States, and this quotation emphasizes the necessity of attracting and retaining top talent from outside the country.
The key subject that surprised me in the material was the Pringles Prints example. The article provides that Procter & Gamble (P&G) might have spent years developing these skills in-house, but instead, it sent out a technology brief to its worldwide network and found an Italian professor (Kerr, 2019). What surprised me most was how swiftly P&G solved its issue by drawing on the expertise of outsiders. This exemplifies how businesses may profit from linking up with specialists all across the world. The article lacks a critical section that I believe should be included: a discussion of the difficulties of tapping into external talent pools. Although there are numerous benefits to adopting external talents, businesses should also be informed of the risks involved. Some of these obstacles include communicating across cultural lines and spotting and addressing language problems when bringing in foreign talent.
In analyzing Ma (2021), this paper’s theme is the significance of human resource management for multinational corporations, especially in working across cultural boundaries. This theme is supported by the quote, “Human resources, as an invisible productivity, is one of the key factors restricting the development speed and level of companies” (Ma, 2021, p. 1). The quotation highlights the significance of human resources as a driving force behind the growth of multinational corporations. Using specific instances from Hilton Hotels, the author establishes authority and lends credibility to the presented material. For this reason, Hilton has implemented a mentorship program and various other strategies to promote the professional development of its female workers. Each member of Hilton China’s management team is responsible for mentoring a female applicant to produce a highly competent female general manager. In China, Hilton now has 20% female general managers, far higher than any other hotel chain (Ma, 2021). The author illustrates the points using projects undertaken by Hilton Hotels, which serves as an authoritative reference.
I was surprised to see that Hilton practices job rotation and cross-training and promotes junior employees to management positions. The article states that the nature of the hospitality sector makes it difficult to avoid high business volumes during peak seasons. This means that accommodating fluctuating staffing needs via adaptive management is now an essential skill for hotel managers. As a result, Hilton promotes senior staff promotions from within and implements a cross-training and job rotation program for its employees. This statement by this author surprised me since it exemplifies the kind of forward-thinking HR practice that large international corporations like Hilton should adopt. The missing part of the discussion, I think, is the importance of efficient performance management. Human resource management is essential since it helps the management empower its employees through programs such as employee appraisal systems. This section would assist both local and multinational companies in achieving their goals due to greater performance by their employees.
Concerning GreggU (2020), the theme of the video presented is the factors to consider when hiring expatriates. The speaker uses deep analysis such as example provision and definitions to ensure the audience understands his presentation. GreggU mentioned some areas where expatriates may need to be trained entails culture, language, and communication (00:00:47). I was surprised since the video tackled something on repatriation. Many sources I have read before never covered repatriation since they assumed people do not need training when returning to their country after interacting with other cultures. The missing elements that I thought ought to have been included are the advantages and disadvantages of working as an expatriate so that people can make informed decisions about whether to be an expatriate.
For example, working as an expatriate offers many potential benefits, such as the chance to experience a different culture, gain unique knowledge, and develop skills that can be adapted back home. However, working abroad is not perfect; some shortcomings must be considered. These can range from mental health challenges associated with living away from family and friends to practical considerations such as navigating a foreign bureaucracy or language barrier. In addition, expatriates often experience difficulty maintaining their career momentum back home due to limited networking and employment opportunities. With such information, those willing to take on the challenge of working as an expatriate can decide wisely.
Conclusion
In conclusion, GPM is a positive element in helping companies attain their goals since it provides employers with the best employees globally. Fee & Michailova (2019) propose that it is essential for the host organization to prepare adequately for better learning opportunities from the expatriates. Conversely, Kerr (2019) held that companies are leveraging external talents to accomplish their goals and that talent management is important during the 21st century for organizational success. Ma (2021) summarized that the Hilton Hotel is a good example of how human resource management can contribute to the global success of a corporation. This article focuses on four facets of human resource management: bolstering the humanistic approach; enhancing the quality of training; recruiting and maintaining talent; and respecting local culture.
References
Fee, A., & Michailova, S. (2019). How host organizations prepare for and learn from expatriate assignments. Thunderbird, 62(4), 329-342. Web.
GreggU. (2020). Expatriate preparation Video]. YouTube. Web.
Kerr, W. R. (2019). Chapter 1. Talent on the move (pp. 17-34; and Chapter 7. The new HR challenges (pp. 116-132). In the gift of global talent: How migration shapes business, economy & society. Stanford Business Books.
Ma, R. (2021). Human Resource Management in multinational companies — from the perspective of Hilton Hotels. E3S Web of Conferences, 235, 02058. Web.